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Chapter 16
Chapter 16
Chapter 16
Chapter 16
Chapter 16
Chapter 16
Chapter 16
Chapter 16
Chapter 16
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Chapter 16

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  • 1. <ul><li>CHAPTER 16 DISCUSSION QUESTIONS </li></ul><ul><li>DEFINE LEADERSHIP. </li></ul><ul><li>WHAT CHARACTERISTICS SHOULD BUSINESS LEADERS EXHIBIT? </li></ul><ul><li>WHAT IS THE DIFFERENCE BETWEEN LEADERSHIP &amp; MANAGEMENT? </li></ul><ul><li>HOW CAN/SHOULD LEADERS BUILD TRUST? </li></ul><ul><li>DEFINE CULTURE. </li></ul><ul><li>HOW DOES BURTON SNOWBOARDS BUILD CULTURE? </li></ul>
  • 2. WHAT QUALITIES DISTINGUISH AN INDIVIDUAL AS A LEADER?
  • 3. <ul><li>LEADERSHIP </li></ul><ul><li>-CREATING A WAY FOR PEOPLE TO CONTRIBUTE TO MAKING SOMETHING EXTRAORDINARY HAPPEN. </li></ul><ul><li>TRAIT THEORY </li></ul><ul><li>-LEADERSHIP IS ROOTED IN THE CHARACTERISTICS OF A PERSON ASSOCIATED WITH EFFECTIVE LEADERSHIP. </li></ul><ul><li>INNOVATIVE </li></ul><ul><li>PASSIONATE </li></ul><ul><li>WILLING TO TAKE RISKS </li></ul><ul><li>ADAPTABLE </li></ul>
  • 4. THE U.S. ARMY’S 11 LEADERSHIP PRINCIPLES - Be tactically and technically proficient - Know yourself and seek self-improvement - Know your soldiers and look out for their welfare - Keep your soldiers informed - Set the example - Ensure the task is understood, supervised and accomplished - Train your soldiers as a team - Make sound and timely decisions - Develop a sense of responsibility in your subordinates - Employ your unit in accordance with its capabilities - Seek responsibility and take responsibility for your actions
  • 5. LEADERSHIP &amp; MANAGEMENT ARE INTERTWINED BUT DIFFERENT -LEADERSHIP DEALS WITH PEOPLE; MANAGEMENT DEALS WITH THINGS. -LEADERSHIP DEALS WITH VISION; MANAGEMENT DEALS WITH LOGISTICS TOWARD THAT VISION. -LEADERSHIP DEALS WITH DOING THE RIGHT THINGS; MANAGEMENT FOCUSES ON DOING THINGS RIGHT. -LEADERSHIP COMES FIRST; MANAGEMENT COMES 2ND.
  • 6. <ul><li>TRUST BUILDING </li></ul><ul><li>ONE WAY TO BUILD TRUST IS TO DISPLAY A GOOD SENSE OF CHARACTER COMPOSED OF: </li></ul><ul><li>BELIEFS: </li></ul><ul><li>-WHAT WE HOLD DEAR TO US &amp; ARE ROOTED DEEPLY WITHIN US. </li></ul><ul><li>-CONVICTIONS THAT WE HOLD TRUE REGARDING PEOPLE, CONCEPTS, OR THINGS. </li></ul><ul><li>VALUES: </li></ul><ul><li>-ATTITUDES ABOUT THE WORTH OF PEOPLE, CONCEPTS, OR THINGS. </li></ul><ul><li>-THEY INFLUENCE A PERSON’S BEHAVIOR TO WEIGH THE IMPORTANCE OF ALTERNATIVES. </li></ul><ul><li>SKILLS: </li></ul><ul><li>-THE KNOWLEDGE &amp; ABILITIES THAT A PERSON GAINS THROUGHOUT LIFE. </li></ul><ul><li>TRAITS: </li></ul><ul><li>-THE DISTINGUISHING QUALITIES/CHARACTERISTICS OF A PERSON. </li></ul>
  • 7. <ul><li>TRUST BUILDING BEHAVIORS BY LEADERS </li></ul><ul><li>COMMUNICATE OPENLY &amp; HONESTLY WITHOUT DISTORTING ANY INFORMATION. </li></ul><ul><li>SHOW CONFIDENCE IN STAFF ABILITIES BY TREATING THEM AS SKILLED, COMPETENT ASSOCIATES. </li></ul><ul><li>LISTEN TO &amp; VALUE WHAT OTHERS SAY, EVEN THOUGH YOU MAY NOT AGREE WITH IT. </li></ul><ul><li>KEEP PROMISES &amp; COMMITMENTS. </li></ul><ul><li>PRACTICE WHAT YOU PREACH. </li></ul>
  • 8. CULTURE -”THE DISTINCTIVE, UNWRITTEN, INFORMAL CODE OF CONDUCT THAT GOVERNS AN ORGANIZATION’S BEHAVIOR, ATTITUDES, RELATIONSHIPS, &amp; STYLE.” -”THE WAY WE DO THINGS AROUD HERE.” -HAS A POWERFUL IMPACT ON: -THE WAY PEOPLE WORK TOGETHER. -HOW PEOPLE DO THEIR JOBS. -HOW PEOPLE TREAT THE CUSTOMERS.
  • 9. BURTON SNOWBOARDS

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