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Basics Of Leadership
 

Basics Of Leadership

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This presentation was part of the introductory seminar for LEAD MD.

This presentation was part of the introductory seminar for LEAD MD.

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  • Full Name Full Name Comment goes here.
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  • hi, I have a very curious mind and doubtful feeling on whats happening in leadership evolution. From my reading, leadership in management consist 4 basic of leadership styles (democratic, autocratic, bureaucratic, and laisszes faire) while the origin of leadership theory / styles itself derived from great man theory--> latest theory/styles (psycho dynamic approach)

    correct me if I'm wrong..I really dont understand the evolutions..
    Pls, if u have answer, mail me at dijah.ahmad@gmail.com
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  • MR. Kaufman,

    Any chance to get a soft copy of the presentation. I appreciated in advance. My e-mail

    He_MSA@Yahoo.com.
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  • Please forward this PPT as download to me at abhayzbansal@gmail.com.
    I am a fresh Management Graduate, This PPT will be useful for me as a guidance for future reference.
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  • I really enjoyed this because it is packed with some very good information and the emphasis is the person is capable of developing themselves and their attributes. Really liked the numberplate exercise - licensed to lead and take your leadership out on the road.. Very clever.
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  • dear Eric, I'm Sipri, I really like your presentation and I want to have it, would you?
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  • Taken from LEAD Maryland Foundation website
  • Each of us shares a brief story about our background
  • How much confidence do you have in the leadership of the following sectors?
  • Share audio of Leadership Atheist perspective. “ Leadership is the answer to everything.” - Jim Collins, recovering leadership atheist and author of Good to Great (2001)
  • Share examples by table. What do these vanity plates tell us about our definition and perspective of leadership?
  • http://sivers.org/ff
  • Share examples by table. What do these vanity plates tell us about our definition and perspective of leadership?
  • Ask “What is leadership?” Seek several definitions and comments from participants Lead brief discussion on differences between leadership and management Propose definition from The Pyramid Climbers Discuss key words and phrases
  • Show clip from Undercover Boss episode with 1-800-FLOWERS www. 1800flowers .com/ undercover - boss -2035 www. 1800flowers .com/ undercover - boss -journal
  • Show clip from Undercover Boss episode with 1-800-FLOWERS www. 1800flowers .com/ undercover - boss -2035 www. 1800flowers .com/ undercover - boss -journal
  • Think of a leader, someone you know personally, that you admire. What qualities make that person a good leader?
  • Write qualities here
  • Highlight the progression of research and what we attribute to leadership.
  • Note that these may be related to personality traits, but they are action oriented. How do these relate to the qualities previously identified of leaders we admire?
  • Avolio, B. J. (2005). Leadership development in balance: made/born. Mahwah, N.J.: L. Erlbaum. Page 192, Figure 11.1
  • Share handout: http://texasvolunteer.tamu.edu/leadersylesE-413.pdf Hieroglyphic Moment
  • Using this PowerPoint break timer (5 minutes) This PowerPoint slide uses images, custom animation, and timing to provide a countdown timer that you can use in any presentation. When you open the template, you’ll notice that the timer is set at 00:00. However, when you start the slide show, the timer will start at the correct time and count down by 1-minute intervals until it gets to 1 minute. At that point, it will count down in two 30-seconds intervals to 00:00.
  • Share handout: http://texasvolunteer.tamu.edu/leadersylesE-413.pdf Hieroglyphic Moment
  • The outside circle includes a sample of leadership skills that can be trained. However, the impact and success of the training depends the alignment of these skills with personal values, and those values stem from an individual’s core personality. That core personality includes strengths and weaknesses. Exemplary leadership occurs when we tap into the strengths.
  • Explain that everyone is unique in what they value, and "Values Rummy" demonstrates this point. Have participants count off in a way that breaks them into groups of about four people each. Distribute a deck of Values Rummy cards to each group. Explain that their task is to select their five most important personal values. They will begin by each drawing five cards and then proceed in a card game type fashion with each person drawing and discarding a card when it is their turn. They may draw their new card from the top of the deck (thus not knowing what card they will get), or they may draw their new card from the top of the discard pile (which is face up). Each group should proceed in this manner for five rounds. Participants may define the words on the cards in whatever manner they choose. Ask participants if they have any questions before they begin. When the five minutes is complete, participants should lay down their cards and display their selected values to the others in the group.
  • 10-Minute Timer
  • Process the activity by asking participants a series of questions. Some possibilities include the following: Was it difficult to choose what values to keep? What made it difficult? Were you surprised at some of the values that others “discarded”? Why? Did you find all of the values you wanted, or did you discover that someone else was holding a card you were looking for? Were you surprised by any of the “values” included in the deck? Which values were participants most likely to hold onto? Which values were quickly discarded? Why? Does the Values Rummy activity bear any similarities to the way values are selected or identified in real life? How? In what ways is the activity different from real life?
  • The outside circle includes a sample of leadership skills that can be trained. However, the impact and success of the training depends the alignment of these skills with personal values, and those values stem from an individual’s core personality. That core personality includes strengths and weaknesses. Exemplary leadership occurs when we tap into the strengths.
  • Avolio, B. J. (2005). Leadership development in balance: made/born. Mahwah, N.J.: L. Erlbaum. Page 192, Figure 11.1
  • Share worksheet available at http://www.mindtools.com/pages/article/newTMC_05_1.htm
  • Refer participants to pages 2-3 in book
  • Avolio, B. J. (2005). Leadership development in balance: made/born. Mahwah, N.J.: L. Erlbaum. Page 192, Figure 11.1
  • Use the worksheet titled “Creating Your Personal Vision” (Phillips-Jones, 2009)

Basics Of Leadership Basics Of Leadership Presentation Transcript

  • BASICS OF LEADERSHIP Eric K. Kaufman & Richard J. Rateau February 2011
    • “ I strive to emerge as a leader,
    • knowing that I've been given the tools
    • and experience to make a difference.”
    • - Vanessa Finney, LEAD Maryland Class III Fellow
  • WHO WE ARE…
    • Eric K. Kaufman
    • Assistant Professor & Extension Specialist @ VT
    • Coordinator of VT’s Graduate Certificate in Collaborative Community Leadership
    • Former H.S. AgriScience Teacher
    • Richard J. Rateau
    • Doctoral Candidate @ VT
    • Former Director with Perdue Farms & FFM
    • Graduate of Center for Creative Leadership’s Leadership Development Program
  • ADDRESSING THE BASICS…
    • What is leadership?
    • What’s the difference between leadership and management?
    • What makes an effective leader?
    • What is at the core of leadership?
    • How do I focus and develop?
    • Answering Common Questions:
    • Finding Yourself as a Leader
  • LEADERSHIP CRISIS IN AMERICA?
  •  
  •  
  •  
  •  
  • CRITICAL PERSPECTIVE ON LEADERSHIP
  • WHAT IS LEADERSHIP?
  • HOW DO YOU DEFINE LEADERSHIP?
    • Defining Leadership through Personalized Plates
      • Use template to create a personalized license plate that identifies a characteristic of leadership.
      • Your plate may have a combination of up to seven letters, numbers, and/or special characters.
      • Creativity is encouraged.
  • LEADERSHIP LESSONS FROM DANCING GUY
  • HOW DO YOU DEFINE LEADERSHIP?
    • Defining Leadership through Personalized Plates
      • Use template to create a personalized license plate that identifies a characteristic of leadership.
      • Your plate may have a combination of up to seven letters, numbers, and/or special characters.
      • Creativity is encouraged.
  • WHAT IS LEADERSHIP?
    • “ Leadership is the answer to everything.”
    • - Jim Collins, recovering leadership atheist and author of Good to Great (2001)
    • “ Leadership appears to be the art of getting others
    • to want to do something
    • you are convinced should
    • be done.”
    • - Vance Packard, social critic and author of The Pyramid Climbers (1962)
    • Atheist Perspective
    • Optimist Perspective
  • LEADERSHIP DEFINED
    • “ Leadership is the art of mobilizing others to want to struggle for shared aspirations.”
      • James Kouzes & Barry Posner, leadership researchers and authors of The Leadership Challenge
      • “ Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. ”
        • Peter Northouse, professor of communication and author of Leadership: Theory and Practice
  • WHAT’S THE DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT?
  • LEADERSHIP VS. MANAGEMENT
    • Management emerged at the turn of the 20 th century with the rise of the industrialization to:
    • Reduce chaos in organizations
    • Make them run more effectively and efficiently
    • The primary function was to plan, organize, staff and control. (Northouse, 2010)
    • “ Managers are people who do things right and leaders are people who do the right thing.”
    • (Bennis and Nanus, 1985, p. 221)
  • LEADERSHIP VS. MANAGEMENT
    • “ Leadership produces change and movement”
    • while
    • “ Management produces order and consistency”
    • (Northouse, 2010, p. 10)
    • “ Leadership is the art of accomplishing more than the science of management says is possible.”
    • - Colin Powell
  • UNDERCOVER BOSS
  • UNDERCOVER BOSS
    • In what ways are the McCann brothers engaged in management?
    • In what ways are they engaged in leadership?
    • How do you know?
  • DIFFERENCE BETWEEN QUILTS & PUZZLES (HOPKINS, 2010)
    • The puzzle is managerial whereby it represents boxed-in thinking; working towards solutions that are pre-defined by a set of rules or parameters.
    • Quilts, on the other hand, are entrepreneurial , creative expressions of leadership; open-ended thinking not limited by a picture of what the solution should look like.
  • WHAT MAKES AN EFFECTIVE LEADER?
  • LEADERSHIP STORIES
  • QUALITIES OF A LEADER
  • HISTORICAL SHIFTS IN TRAIT LEADERSHIP Great Man Theories Early 1900s
    • Research focused
    • on individual
    • characteristics
    • that universally
    • differentiated
    • leaders
    • from nonleaders
    Traits Interacting With Situational Demands on Leaders 1930-50s
    • Landmark Stogdill (1948)
    • study - analyzed and
    • synthesized 124 trait studies
    • - Leadership
    • reconceptualized
    • as a relationship between
    • people in a social situation
    • Mann (1959) reviewed 1,400
    • findings of personality and
    • leadership in small groups
    • - Less emphasis on situations
    • - Suggested personality traits
    • could be used to discriminate
    • leaders from nonleaders
    Revival of Critical Role of Traits in Leader Effectiveness
    • Stogdill (1974)
    • - Analyzed 163 new studies
    • with 1948 study findings
    • - Validated original study
    • - 10 characteristics
    • positively identified with
    • leadership
    • Lord, DeVader, &
    • Alliger (1986) meta-analysis
    • - Personality traits can be
    • used to differentiate
    • leaders/nonleaders
    • Kirkpatrick & Locke (1991)
    • - 6 traits make up the
    • “ Right Stuff” for leaders
    1970’s - Early 90s Innate Qualities Situations Personality / Behaviors Today
    • Intelligence
    • Self-Confidence
    • Determination
    • Integrity
    • Sociability
    5 Major Leadership Traits
  • 500 YEARS OF LEADERSHIP THEORY (GARRICK, 2006)
    • Challenging the Process
    • Inspiring a Shared Vision
    • Enabling Others to Act
    • Modeling the Way
    • Encouraging the Heart
    EXEMPLARY LEADERSHIP PRACTICES (KOUZES & POSNER, 2007)
  • QUALITIES FOR CONFIDENCE (ROSENTHAL ET AL., 2009)
    • Trust
    • Competence
    • Working for the Greater Good
    • Shared Values
    • Results
    • Being in Touch with People’s Needs and Concerns
  • MULTI-LEVEL VIEW OF LEADERSHIP DEVELOPMENT (AVOLIO, 2005) Life Experiences Talents & Capacities Self Aware Self-Regulate Self-Develop Triggers Culture Vision How am I Supported? What am I Experiencing? How do I develop and behave? Where do I come from? Who am I? What am I becoming?
  • WHERE CAN WE PRACTICE & APPLY LEADERSHIP?
    • Business
    • Community
    • Family
    • Professional Organizations
  • UNDERSTANDING DIFFERENT STYLES OF LEADERSHIP
  • LEADERSHIP STYLES FOR ANY SITUATION
    • Autocratic
    • Bureaucratic
    • Democratic
    • Laissez-Faire
    • Coercive
    • Transactional
    • Transformational
  • Time Remaining: Prepare a hieroglyphic that represents your assigned style
  • STOP!
  • LEADERSHIP STYLES FOR ANY SITUATION
    • Autocratic
    • Bureaucratic
    • Democratic
    • Laissez-Faire
    • Coercive
    • Transactional
    • Transformational
  • SITUATIONAL LEADERSHIP
    • Which leadership style(s) do you prefer?
      • As a leader?
      • As a follower?
    • When is each style appropriate?
    • What is the advantage/disadvantage of a situational approach?
  • FINDING YOURSELF AS A LEADER
  • WHAT IS THE CORE OF LEADERSHIP? Core Personality Strengths & Weaknesses VALUES Building Trust Coaching Decision Making Delegation Facilitation Teamwork Leading Change Communication Creativity Listening Negotiating Political Skill Providing Direction Solving Problems Visioning
  • CORE PERSONALITY
    • Accumulation of enduring physical and mental attributes
    • Result from the interaction of heredity and environmental factors
    • “ All too often, leaders are blind to the obvious when it comes to something of critical importance to them – their own personality.”
            • - Rath & Conchie, 2008, p. 11
  • VALUES
    • Values are the social principles, goals, or standards held or accepted by an individual class, society, etc .
    • - Webster’s Dictionary
    • Values are a broad tendency to prefer certain states of affairs over others.
    • - Geert Hofstede “Culture’s Consequences”
    • The principles we seek to live in accordance with. Essential and enduring beliefs and principles not to be compromised for short-term gain or expediency.
    • - Collins and Porras “Built to Last”
  • “ VALUES RUMMY”
    • Activity in groups
    • Select 3 most important personal values
    • Begin by each drawing three cards
    • Draw & discard a card at each turn
      • May draw from top of deck or discard pile
    • Proceed for 10 minutes
  • Time Remaining:
    • Values Rummy
    • Select 3 most important personal values
    • Begin by each drawing three cards
    • Draw & discard a card at each turn
      • May draw from top of deck or discard pile
  • STOP!
  • “ VALUES RUMMY”
    • Was it difficult to choose what values to keep? What made it difficult?
    • Were you surprised at some of the values that others “discarded”? Why?
    • Did you find all of the values you wanted, or did you discover that someone else was holding a card you were looking for?
  • “ VALUES RUMMY”
    • Were you surprised by any of the “values” included in the deck?
    • Which values were participants most likely to hold onto? Which values were quickly discarded? Why?
    • Does the Values Rummy activity bear any similarities to the way values are selected or identified in real life? How? In what ways is the activity different from real life?
  • WHAT IS THE CORE OF LEADERSHIP? Core Personality Strengths & Weaknesses VALUES Building Trust Coaching Decision Making Delegation Facilitation Teamwork Leading Change Communication Creativity Listening Negotiating Political Skill Providing Direction Solving Problems Visioning
  • CORE PERSONALITY
    • Accumulation of enduring physical and mental attributes
    • Result from the interaction of heredity and environmental factors
    • “ All too often, leaders are blind to the obvious when it comes to something of critical importance to them – their own personality.”
            • - Rath & Conchie, 2008, p. 11
  • MULTI-LEVEL VIEW OF LEADERSHIP DEVELOPMENT (AVOLIO, 2005) Life Experiences Talents & Capacities Self Aware Self-Regulate Self-Develop Triggers Culture Vision How am I Supported? What am I Experiencing? Where do I come from? Who am I?
  • PERSONAL SWOT ANALYSIS
    • Strengths
    • What do you do well?
    • What do others see as your strengths?
    • Weaknesses
    • What could you improve?
    • What are others likely to see as weaknesses?
    • Opportunities
    • What trends could you take advantage of?
    • How can you turn your strengths into opportunities?
    • Threats
    • What trends could harm you?
    • What threats do your weaknesses expose you to?
  • KEY FINDINGS FROM 50 YEARS OF GALLUP RESEARCH (RATH & CONCHIE, 2008, PAGES 2-3)
    • The most effective leaders:
    • Are always investing in strengths
    • Surround themselves with the right people and then maximize their team
    • Understand their followers needs
  • MULTI-LEVEL VIEW OF LEADERSHIP DEVELOPMENT (AVOLIO, 2005) Life Experiences Talents & Capacities Self Aware Self-Regulate Self-Develop Triggers Culture Vision How am I Supported? What am I Experiencing? How do I develop and behave? Where do I come from? Who am I? What am I becoming?
  • HOW DO I DEVELOP?
    • Identify Priorities
    • Craft Mission/Vision
    • Outline Goals
    • Execute
  • FIVE WAYS TO STUDY LEADERSHIP (JACKSON & PARRY, 2008)
    • Attempt to lead
    • Observe leadership in action
    • Talk about leadership
    • Read about leadership
    • Write about leadership
  • CAVEATS ON STUDYING LEADERSHIP
    • “ Anyone who has attempted to lead will understand that the act of leadership is considerably more challenging than talking, reading, writing or seeing leadership all put together. There’s no doubt that one can learn the most about leadership from actually trying to lead.” (Jackson & Parry, 2008, p. 5)
    • “ The distinctive feature of leadership is that it would appear the more we learn about leadership, the more we realize we have to and want to learn.” (Jackson & Parry, 2008, p. 9)
  • IMPLICATIONS FOR YOU AND OTHERS?
  • THANK YOU!
    • Eric Kaufman
      • EKaufman@VT.Edu
    • Richard Rateau
      • [email_address]