LEADERSHIP
“ The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they ...
 
The Function of Leaders
 
 
 
 
 
Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s  J...
 
Emotional Rational Ethical <ul><li>Trust </li></ul><ul><li>Confidence </li></ul><ul><li>Respect </li></ul><ul><li>Commitme...
 
<ul><li>Autocratic.   </li></ul><ul><li>Determines all policies. </li></ul><ul><li>Assigns work to group members. </li></u...
<ul><li>Laissez-Faire. </li></ul><ul><li>Passive attitude. </li></ul><ul><li>Offers help only when asked. </li></ul><ul><l...
EFFECTIVINESS
More Successful Proposal Authoritarian Team Authoritarian Country Club Impoverished Less Successful Proposal Team Country ...
 
 
 
<ul><li>Distinguishes leaders from non-leaders on the basis of certain personality traits. </li></ul><ul><li>Often times “...
Theory X and Theory Y is a set of assumptions made about people in general. <ul><li>Theory X (Authoritarian) </li></ul><ul...
<ul><li>THEORY  Y  ( DEMOCRATIC) </li></ul><ul><li>Most people find work as natural as play or rest, and their attitude to...
<ul><li>MICHIGAN STUDIES </li></ul><ul><li>OHIO STUDIES </li></ul><ul><li>HIGH CONSIDERATION </li></ul>EMPLOYEE CENTERED J...
This is a model defined by Blake and Mouton in the early 1960s.
 
 
Telling Selling Relationship Behavior High High Low High Task Behavior Delegating Follower Readiness Able and  unwilling A...
<ul><li>Leaders = ‘Managers of Meaning’ </li></ul><ul><li>Transactional Leadership </li></ul><ul><li>Transformational Lead...
<ul><li>Transformational leaders </li></ul><ul><ul><li>Are capable of charting new courses for their organization. </li></...
<ul><li>Gives rewards in exchange for performance </li></ul><ul><li>Manages by looking for deviations from rules </li></ul...
Develop visionary skills Take Dramatic Action –  Walk the walk Focus on Your Followers Develop an enthusiastic,  confident...
<ul><li>AstraZeneca Leadership Capabilities  </li></ul><ul><li>There are seven key capabilities, each with associated indi...
 
<ul><li>It is possible to fool yourself. </li></ul><ul><li>It is possible to fool the people you work for. </li></ul><ul><...
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Leadership Workshop 3

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  • Transactional leaders are most like traditional managers. They control rewards and look for performance according to rules, policies and standards. They may be very successful until it comes time to change the rules, develop new policies, and create different standards. In that case, groups require a different style of leadership, one that transforms the organization’s culture.
  • Summary Overview XXXX Major Title Heading . This slide relates to XX-XX.
  • Leadership Workshop 3

    1. 1. LEADERSHIP
    2. 2. “ The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they don’t believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible.” — Eric Gregory
    3. 4. The Function of Leaders
    4. 10. Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job
    5. 12. Emotional Rational Ethical <ul><li>Trust </li></ul><ul><li>Confidence </li></ul><ul><li>Respect </li></ul><ul><li>Commitment </li></ul><ul><li>Character </li></ul><ul><li>Courage </li></ul><ul><li>Passion </li></ul><ul><li>Communicator </li></ul><ul><li>General Knowledge </li></ul><ul><li>Technical Skills </li></ul><ul><li>Example </li></ul><ul><li>Risk Taker </li></ul><ul><li>Honesty </li></ul><ul><li>Integrity </li></ul><ul><li>Equitable </li></ul><ul><li>Moral </li></ul>
    6. 14. <ul><li>Autocratic. </li></ul><ul><li>Determines all policies. </li></ul><ul><li>Assigns work to group members. </li></ul><ul><li>Uses people to reach goals. </li></ul><ul><li>Democratic. </li></ul><ul><li>Encourages group to discuss policies. </li></ul><ul><li>Allows members to work with whom they choose. </li></ul><ul><li>Objective and fair in praise & criticism </li></ul>
    7. 15. <ul><li>Laissez-Faire. </li></ul><ul><li>Passive attitude. </li></ul><ul><li>Offers help only when asked. </li></ul><ul><li>No pressure toward achievement. </li></ul><ul><li>Charismatic. </li></ul><ul><li>Natural born leaders. </li></ul><ul><li>Arouse emotions within group. </li></ul><ul><li>High energy, physical appearance, independence, verbal </li></ul>
    8. 16. EFFECTIVINESS
    9. 17. More Successful Proposal Authoritarian Team Authoritarian Country Club Impoverished Less Successful Proposal Team Country Club Impoverished <ul><li>Task oriented </li></ul><ul><li>Strong on schedules </li></ul><ul><li>Expects directions to be followed </li></ul><ul><li>Intolerant of dissent </li></ul><ul><li>Task oriented </li></ul><ul><li>Positive examples </li></ul><ul><li>Fosters environment for people to reach their highest potential </li></ul><ul><li>Works to strengthen bonds among team members </li></ul><ul><li>Uses rewards almost exclusively </li></ul><ul><li>Generally incapable of coercive, punitive, or disciplined action </li></ul><ul><li>Fears conflict </li></ul><ul><li>Delegates and disappears </li></ul><ul><li>Detaches from team </li></ul><ul><li>Lets team work out power struggles </li></ul><ul><li>Low commitment to task accomplishment </li></ul>“ Blake & Mouton Managerial Guide,” & Don Clark Authoritarian Team Country Club <ul><li>Task oriented </li></ul><ul><li>Strong on schedules </li></ul><ul><li>Expects directions to be followed </li></ul><ul><li>Intolerant of dissent </li></ul><ul><li>Task oriented </li></ul><ul><li>Positive examples </li></ul><ul><li>Fosters environment for people to reach their highest potential </li></ul><ul><li>Works to strengthen bonds among team members </li></ul><ul><li>Uses rewards almost exclusively </li></ul><ul><li>Generally incapable of coercive, punitive, or disciplined action </li></ul><ul><li>Fears conflict </li></ul>
    10. 21. <ul><li>Distinguishes leaders from non-leaders on the basis of certain personality traits. </li></ul><ul><li>Often times “it’s in the blood,” like royal </li></ul><ul><li>families, even the Kennedy family. </li></ul><ul><li>A Modern Trait Prof ile: Leaders with Emotional Intelligence </li></ul><ul><ul><li>Emotional Intelligence (EI): the ability to monitor and control one’s emotions and behavior in complex social settings. </li></ul></ul>
    11. 22. Theory X and Theory Y is a set of assumptions made about people in general. <ul><li>Theory X (Authoritarian) </li></ul><ul><li>Most employees dislike work and will avoid it whenever possible. </li></ul><ul><li>Because most people dislike work, they have to be pushed, closely supervised, and </li></ul><ul><li>threatened with punishment to get them to help achieve the objectives of the organization. </li></ul>
    12. 23. <ul><li>THEORY Y ( DEMOCRATIC) </li></ul><ul><li>Most people find work as natural as play or rest, and their attitude toward work is related to their experiences with it. </li></ul><ul><li> People don’t have to be threatened with punishment to be motivated to assist an organization to accomplish its goal. </li></ul>
    13. 24. <ul><li>MICHIGAN STUDIES </li></ul><ul><li>OHIO STUDIES </li></ul><ul><li>HIGH CONSIDERATION </li></ul>EMPLOYEE CENTERED JOB CENTRED INITIATING STRUCTURE
    14. 25. This is a model defined by Blake and Mouton in the early 1960s.
    15. 28. Telling Selling Relationship Behavior High High Low High Task Behavior Delegating Follower Readiness Able and unwilling Able and willing Unable and willing Unable and unwilling Participating
    16. 29. <ul><li>Leaders = ‘Managers of Meaning’ </li></ul><ul><li>Transactional Leadership </li></ul><ul><li>Transformational Leadership </li></ul><ul><li>Charismatic Leadership </li></ul>
    17. 30. <ul><li>Transformational leaders </li></ul><ul><ul><li>Are capable of charting new courses for their organization. </li></ul></ul><ul><ul><li>Are visionaries who challenge people to do exceptional things, above and beyond the plan. </li></ul></ul><ul><ul><li>Serves to change the status quo. </li></ul></ul>
    18. 31. <ul><li>Gives rewards in exchange for performance </li></ul><ul><li>Manages by looking for deviations from rules </li></ul><ul><li>Intervenes only if standards aren’t met </li></ul><ul><li>Abdicates responsibilities </li></ul><ul><ul><li>Monitor people to see that they do the expected, according to plan in order to maintain the status quo. </li></ul></ul>
    19. 32. Develop visionary skills Take Dramatic Action – Walk the walk Focus on Your Followers Develop an enthusiastic, confident personality.
    20. 33. <ul><li>AstraZeneca Leadership Capabilities </li></ul><ul><li>There are seven key capabilities, each with associated indicators/behaviours: </li></ul><ul><ul><li>• Provides clarity about strategic direction </li></ul></ul><ul><ul><li>• Ensures commitment </li></ul></ul><ul><ul><li>• Focuses on delivery </li></ul></ul><ul><ul><li>• Builds relationships </li></ul></ul><ul><ul><li>• Develops people </li></ul></ul><ul><ul><li>• Demonstrates personal conviction </li></ul></ul><ul><ul><li>• Builds self-awareness </li></ul></ul><ul><li>http://www.astrazeneca.co.uk/careers/developingyourself/leadership.asp </li></ul>
    21. 35. <ul><li>It is possible to fool yourself. </li></ul><ul><li>It is possible to fool the people you work for. </li></ul><ul><li>It is more difficult to fool the people you work with. </li></ul><ul><li>But it is almost impossible to fool the people </li></ul><ul><li>who work under you! </li></ul>
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