Advance leadership theory &practice.  nahaiepptx
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Advance leadership theory &practice.  nahaiepptx Advance leadership theory &practice. nahaiepptx Presentation Transcript

  • khalil darvishali 1
  •  What was leadership? A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. or Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority. khalil darvishali 2
  • 1- TrustAs a Group Leader, youve got to establish confidence. Everymember of your team must trust you. It is your responsibility tobuild that confidence towards you and towards every membersof your team.2- CoherenceYouve got to walk your talk. What you say is what you do.Coherence between your teaching and your own actions willhave a significant effect on your team : it will have a directinfluence upon the trust of your team members towards you.The less your team trust you, the less your message will beheard. khalil darvishali 3
  • 3- CompetenceNo leader can survive incompetence. Knowing how toresource yourself and knowing how to surround yourselfare 2 qualities that every leaders possess. What the leader dont know, he learns it or he makes someone who knows about it to execute the task.4- CollaborationThe more successful people there will be in your team,the more success YOU will have but... BE CAREFUL.... Asyour member gets bigger and bigger, make sure theytreat their downline with respect. Never let your peopleby themselves. Always bring them to their best. Be sureyou make that statement duplicatable otherwise yourdownline will stop growing at some point making youlose maybe thousands of dollars. Make sure the heavy-hitters of your team know about this. khalil darvishali 4
  • 5- CompetitionDrive your team towards excellence. Be sure your teamunderstand the different levels in your company. Youve got todrive the member of your team towards their next level. Letyour team know the success of everyone. As soon as someonereach his own next level. Announce it to your team. This willfavour the developpement of your group.6- ContributionThis is the guard angel of the team spirit. If all the members ofyour team contribute to bring the best out of themself you willlead a group that has very good potential to hit ateam. Every members must contribute in some ways. If theydont work their business, they will not make money and youwont make money. Help them build their business. khalil darvishali 5
  • Managers do things right; leaders do the rightthing.At least so suggested Warren Bennis in1989.(March 8, 1925 (age 87) (is an Americanscholar, organizational consultant and author,widely regarded as a pioneer of the contemporaryfield of Leadership studies) This is the primary difference between a goodmanager and a good leader. A good manager canaccomplish only what has been defined anddocumented for him or her, yet a good leaderconstantly questions why things are done the waythey are and is able to recognize the value andpotential of doing things differently. A goodleader is passionate about excellence and musttherefore strive for continuous improvements andchange. khalil darvishali 6
  •  One may wonder, how does a leader find the right things? The answer is simple, by asking the right questions: - What am I passionate about? - What are we passionate about? - What is our shared vision? - What are our goals? - Why are things done this way? - Is there a better way to these things? - Would changing the way we do things improve those things we are passionate about? - Do these changes support our vision? khalil darvishali 7
  •  A leader must also recognize that doing the right things also involves good timing. In other words, we must do the right things right, at the right time. khalil darvishali 8
  •  He also listed eleven other distinctions:1- Managers administer; leaders innovate.2- Managers ask how and when; leaders ask whatand why.3- Managers focus on systems; leaders focus onpeople.4- Managers maintain; leaders develop.5- Managers rely on control; leaders inspire trust.6- Managers have short-term perspective; leadershave long-termperspective. khalil darvishali 9
  • 7- Managers accept the status; leaders challengethestatus.8- Managers have an eye on the bottom line;leaders have an eyeon the horizon.9- Managers imitate; leaders originate.10- Managers emulate the classic good soldier;leaders are theirown person.11- Managers copy; leaders show originality. khalil darvishali 10
  •  Values are those things that really matter to each of us ... the ideas and beliefs we hold as special. Caring for others, for example, is a value; so is the freedom to express our opinions. khalil darvishali 11
  •  Leaders know what they value. They also recognize the importance of ethical behavior. The best leaders exhibit both their values and their ethics in their leadership style and actions. Your leadership ethics and values should be visible because you live them in your actions every single day. A lack of trust is a problem in many workplaces. If leaders never identified their values in these workplaces, the mistrust is understandable. People dont know what they can expect. If leaders have identified and shared their values, living the values daily, visibly will create trust khalil darvishali 12
  • 1-Respect All Persons(Actively value and honorthe similarities, difference and contributions ofevery individual as a unique and contributingmember).2-Be Vision and Purpose Minded3-Do No Harm(Demonstrate active care for theemotional, physical, spiritual, social, andintellectual well being of every individual withinand outside of the organization.) khalil darvishali 13
  •  4-Demonstrate Good Stewardship(Operate with integrity in the management/ development of resources your organization has been entrusted with – create a legacy of leaving things better than you found them) 5-Intentionally Influence(In both the leadership and followership roles that you have, build up, encourage, and advance the causes and purposes of Baylor and your organization – bringing about positive change in all arenas of influence. Leading from a foundation of your personal value system khalil darvishali 14
  •  The following are examples of values. You might use these as the starting point for discussing values within your organization: ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistency,optimism, dependability, flexibility khalil darvishali 15
  •  As a leader, choose the values and the ethics that are most important to you, the values and ethics you believe in and that define your character. Then live them visibly every day at work. Living your values is one of the most powerful tools available to you to help you lead and influence others. Dont waste your best opportunity. khalil darvishali 16
  •  Many organizations experience generational conflict. Older leaders have a hard time understanding, and therefore trusting, younger ones who are anxious to find their role in leadership. The latter often cant understand why older leaders believe and do what they do, and their questioning may lead to conflict. khalil darvishali 17
  •  Most of this tension results from generational differences that exist because of contrasting values. We make choices and decisions based on our value system, and differing values often lead to misunderstandings and misinterpretation. This, in turn, hampers our relationships and lessens the effectiveness of our work together khalil darvishali 18
  • khalil darvishali 19
  •  Moral reasoning is a study in psychology that overlaps with moral philosophy. It is also called moral development. Moral reasoning can be defined as being the process in which an individual tries to determine the difference between what is right and what is wrong in a personal situation by using logic. This is an important and often daily process that people use in an attempt to do the right thing. Every day for instance, people are faced with the dilemma of whether or not to lie in a given situation. People make this decision by reasoning the morality of the action and weighing that against its consequences. Although all moral choice can be seen as personal choice, some choices can be seen as an economic choice, or an ethical choice described by some ethical code or regulated by ethical relationships with others. khalil darvishali 20
  •  The first of these is moral sensitivity, which is "the ability to see an ethical dilemma, including how our actions will affect others. The second is moral judgment, which is "the ability to reason correctly about what ought to be done in a specific situation. The third is moral motivation, which is "a personal commitment to moral action, accepting responsibility for the outcome. The fourth and final component of moral behavior is moral character, which is a "courageous persistence in spite of fatigue or temptations to take the easy way out khalil darvishali 21
  • khalil darvishali 22
  •  Why Leading across Cultures? International success is no longer a question of the size of an organisation, it is now more than ever about having the right people with the right skills. This is especially true in the case of international business managers and leaders. Managing international projects or multicultural teams requires to the ability to manage and understand cultural differences between employees and team members, as well as the diverse business cultures that exist across the world. Styles and approaches that work well at home when leading organisations or managing people are often less effective in a global context. This means that managers need to adopt a global mindset that allows them to flex their natural leadership styles and adapt their default behaviours to the culture and context they are working in. khalil darvishali 23
  •  Communicaid’s Leading across Cultures programme improves your cross-cultural leadership skills by increasing your understanding of culture and how it impacts global communication, working relationships and leadership styles. Training also helps you develop concrete strategies to adapt and improve your global leadership style as well as your ability to decipher relevant cross-cultural differences that affect your business context. After participating in a Leading across Cultures programme you will be better equipped to appropriately and effectively respond to cross- cultural challenges facing global leaders today. khalil darvishali 24
  • 1-Communicaid’s Leading across Culturesprogramme will provide you with:2-An increased awareness of culture’s key driversand their impact on you as a global leader3-An understanding of how differentcommunication styles affect internationalbusiness and leadership4-Improved communication skills to positivelyinteract and lead colleagues and counterparts in aglobal context khalil darvishali 25
  • 5-Enhanced leadership skills to moreeffectively inspire and motivate people acrosscultures6-An opportunity to compare your experiencesof global leadership with people in a similarrole, furthering your understanding of culture’sinfluence on global leadership7-Concrete tools and strategies to improveleadership and develop long-term relationshipswith global colleagues. khalil darvishali 26
  • khalil darvishali 27