Why Leadership

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Why Leadership

  1. 1. H Y ? W
  2. 2. “The Truth is that no one factor makes  a company admirable. But  if you were forced to pick  the one that makes the  most difference, you’d  pick leadership.” (Warren Bennis, 1998)
  3. 3. Research on LEADERSHIP
  4. 4. 'well‐led' companies grew  the "stock price of  by over  over 10 years,  compared with  74% for  poorly led companies"  Institute for Strategic Change 
  5. 5. the quality of leadership accounts  for some of the total variance in companies' performance. Harvard Business School ‐ Odgers, Ray & Berndtson
  6. 6. the cause for the removal of CEOs Ineffective leadership in  of cases exceeded only by  financial or ethical malpractice mental or physical incapacity
  7. 7. L E A D E R S H I P  De fined
  8. 8. “The only  definition of a  leader is someone  who has  followers” Peter Drucker
  9. 9. “leadership is  influence nothing more, nothing less” John C Maxwell
  10. 10. “If your actions  inspire others to  dream more,  learn more, do more &  become more,  you are a  leader.”
  11. 11. "Leadership is a  function of knowing yourself, having a  vision that is well  communicated,  building trust among  colleagues, and taking  effective action to  realize your own  leadership potential." Warren Bennis
  12. 12. So What is Leadership?
  13. 13. Leadership is about Character
  14. 14. VISION
  15. 15. Ability to Create a Bond
  16. 16. Make people work together
  17. 17. Leader DNA
  18. 18. 1 Drive & Passion
  19. 19. 1 2 Drive & Passion Desire to lead
  20. 20. 1 2 3 Drive & Passion Desire to lead Integrity
  21. 21. 1 2 3 Drive & Passion Desire to lead Integrity 4 Self Confidence
  22. 22. 1 2 3 Drive & Passion Desire to lead Integrity 4 5 Self Confidence Intelligence
  23. 23. 1 2 3 Drive & Passion Desire to lead Integrity 4 5 6 Self Confidence Intelligence Job Relevant knowledge
  24. 24. 1 Drive & Passion High Efforts High desire to achieve High Energy level Show Initiative persistent
  25. 25. 2 Desire to lead Desire to influence Willingness to take responsibility
  26. 26. 3 Integrity Trust Consistency Role Model
  27. 27. 4 Self Confidence No Self Doubt Expose self confidence Convince followers
  28. 28. 5 Intelligence Ability to Gather Analyze Interpret Create visions Solve Problems Make correct decisions
  29. 29. 6 Job Relevant knowledge Know about Company/Industry Understand technicalities
  30. 30. Leader Role
  31. 31. Create Vis io n
  32. 32. Create Vis io n Build Team s
  33. 33. Create Vis io n Build Team s Al loc at Ta e sk s
  34. 34. s D sk ev e Ta elop at P eo loc p Al le s Team Build n io Create Vis
  35. 35. s D sk ev e Ta elop at P eo loc p Al le s Mo tiva Team te F Build ollo ers w n io Create Vis
  36. 36. Create Vision
  37. 37. Identify your Vision
  38. 38. Set Goal(s)
  39. 39. Set Goal(s) Difficulty
  40. 40. Set Goal(s) Difficulty Specification
  41. 41. Set Goal(s) Difficulty Specification Feedback
  42. 42. Set Goal(s) Difficulty Specification Feedback Participation
  43. 43. Set Action Plan
  44. 44. Tools Set Action Plan
  45. 45. Tools Path/Map Set Action Plan
  46. 46. Tools Path/Map Priority Set Action Plan
  47. 47. Tools Path/Map Priority Time Set Action Plan
  48. 48. Monitor & Help Achieve
  49. 49. Monitor & Help Achieve Follow up
  50. 50. Monitor & Help Achieve Follow up Measure
  51. 51. Monitor & Help Achieve Follow up Measure Validate
  52. 52. Monitor & Help Achieve Follow up Measure Validate Demonstrate Commitment
  53. 53. Build Teams
  54. 54. Leaders develop
  55. 55. Leaders develop T A S K S
  56. 56. Leaders develop P T E A O S P K L S E
  57. 57. Nurture a cohesive Team
  58. 58. Cultivate  Team Problem Solving
  59. 59. Loyalty above all
  60. 60. & Care
  61. 61. Allocate Tasks
  62. 62. What is Delegation
  63. 63. What is Delegation Assign Authority
  64. 64. What is Delegation Assign Authority Decision making Shift
  65. 65. The delegation Manual What, How & to Who we delegate
  66. 66. The “WHAT” Routine Tasks Tasks that develops skills & knowledge Occasional Duties Tasks with someone else area of expertise The delegation Manual What, How & to Who we delegate
  67. 67. The “WHAT” Routine Tasks Tasks that develops skills & knowledge Occasional Duties Tasks with someone else area of expertise The “HOW” Assign Clearly Specify Guidelines Share the task setting The Inform others Monitor Results delegation Manual What, How & to Who we delegate
  68. 68. The “WHAT” Routine Tasks Tasks that develops skills & knowledge Occasional Duties Tasks with someone else area of expertise The “HOW” Assign Clearly Specify Guidelines Share the task setting The Inform others Monitor Results delegation The “WHO” Manual Someone able & willing Someone wants to learn Someone wants What, How & to Who we delegate to be challenged
  69. 69. Develop People
  70. 70. Leaders create Leaders Not Followers
  71. 71. Identify Core Competencies
  72. 72. Identify Core Competencies Understand Needs and Style
  73. 73. Motivate Followers
  74. 74. Stimulate Motivation If a man hasn't discovered  something that  he will die for, he  isn't fit to live. Martin Luther King
  75. 75. Collaboration
  76. 76. Collaboration Content
  77. 77. Collaboration Content Choice
  78. 78. Collaboration Content Choice Credit
  79. 79. Inspire by Example
  80. 80. Exploit your human side
  81. 81. Share stories
  82. 82. Be Clear & Enthusiastic
  83. 83. Focus on others Dreams
  84. 84. Get to know People
  85. 85. Share Excitement
  86. 86. “Leadership is  action, not position” Donald H. McGannon
  87. 87. Involve Everyone
  88. 88. Look for talents & abilities
  89. 89. Communicate
  90. 90. Refresh your Vision
  91. 91. An army of a thousand is easy to find, but, ah, how difficult to find a general Chinese proverb 
  92. 92. Tha nk You
  93. 93. Visual Presentation by Visual Presentations & Storytelling – PowerPoint Revolution spreadit@spreadminds.com – Spreadminds@gmail.com 00 961 1 210 300
  94. 94. Images courtesy of:

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