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Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
Leadership Derailment & Self-development
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Leadership Derailment & Self-development

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  • 1. Topics: Self-development Derailment Present by: M Javeed Afzal Class: M.A Education (L&M)
  • 2. “Weak men act to satisfy their needs, stronger men their duties.”
  • 3. There are as many ideas about leadership development, and its philosophy. Even leadership development consultants and gurus argue about the definition of leadership whether leadership is inborn or can be taught what skills are needed to create a leadership development program and whether leaders also need to be good followers.
  • 4. Philosophy is leadership development is an ongoing process which happens on the inside and on the outside. The internal part of leadership development is about transformation through building and developing character qualities.
  • 5. 1.Self-Awareness 2.Responsibility 3.Integrity 4.Trustworthiness
  • 6. The more self-aware you are the better you are at reading other people. This is because there is something in the brain called mirror neurons. When you see someone’s facial expression, your neuron’s fire and you can almost “feel” what the other person feels. A good leader must be able to read other people.
  • 7. Responsibility is about self-management, and about owning the problem. In other words as a leader you are responsible and you have the backs of your employees. A responsible person knows how to tap into self awareness and use critical thinking skills to access a situation.
  • 8. Integrity is the alignment of your thoughts words and actions. You can tell you aren’t acting from a place of integrity when what you say you are committed to does not align with your actions. As a leader you must be aware of your hidden intentions and competing agendas.
  • 9. It’s not rocket science yet so many would be leaders do not exhibit the trait of trustworthiness. In a nutshell this means that you do what you say you are going to do. that means you are predictable. Predictability makes people feel safe and the brain craves a certain amount of certainty. You know what else makes people feel safe? When they can speak to you without you blowing up or acting in erratic ways. So trustworthiness also means you must master your energy specifically your emotions.
  • 10. Poor leadership in good times can be hidden but poor leadership in bad times is a recipe for disaster.
  • 11. They are inclined to view others intentions as hostile and to misinterpret innocent remarks. They question the loyalty of others . They are typically anxious fearful and over-sensitive to criticism. In a crisis they may fail to respond appropriately.
  • 12. Self-confidence is obviously a strength but arrogance or over-confidence is a clear weakness. The typically “Overconfident” person lacks a sense of their own limitations, and they can easily over-reach themselves. In believing so strongly in their own powers of intellect they may fail to listen to others and may develop grandiose and unworkable visions which do not adequately deal with the underlying complexity of the problems involved.
  • 13. They may be inflexible and have difficulty in adapting their behavior to new circumstances and challenges. Their emphasis on method and rule-following may limit their competence in dealing with unstructured situations or decisions for which inadequate data is available.Their main problem is likely to be that many other people do not thrive on being micro-managed. As one progresses to higher levels of management the style of being a “Micro-manager” tends to become less successful.
  • 14. Self-awareness For people in leadership roles helping them develop an understanding of aspects of their personality which could lead to derailment and then proactively managing these is an important part of ensuring stable high performance and career progression. Assess for derailment factors When it comes to assessment for senior roles and identifying individuals with high potential, there is a strong rationale for including personality assessment as a way of identifying aspects of their personality which under certain conditions may derail them.
  • 15. Focus on reducing business risk From an organizational perspective ensuring that potential derailment factors are a key aspect of leadership development is likely to have clear benefits in terms of managing and reducing risk to the business. This can help avoid the situations outlined earlier where clear strengths were acknowledged at the expense of any behavioral areas for concern. Coaching and development In a developmental context addressing potential derailment factors is not simply a case of sending someone on a training course to learn some useful skills (although this has its place). Rather considerable personal development and experiential learning is likely to be required for someone to learn to accept better understand and finally manage their derailment factors.
  • 16. Thank You

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