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The art of caring leadership
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The art of caring leadership

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  • Leadership is social influence. Leadership is about Organizational Success: Page 61 . Figure 5-1 on pg. 61 The leader has to care about the work and care about people.
  • Workforce morale: page 169 . Have someone read what Napoleon said at the top of 169. Think of Hell as Pain and Torture. If you have less than 20% in play – that will show up in you as a lack of satisfaction. More than 20% in Hell is a problem. Your job life can make you sick.
  • Flow Chart pg. 171
  • Discuss with a study buddy where you’re at currently regarding the concept of flow.
  • You are the main reason why your employees stay or go.
  • Transcript

    • 1. Organization OrganizationVision Skills Incentives Resources Action Plan Success Success Skills Incentives Resources Action Plan ConfusionVision Incentives Resources Action Plan Anxiety GradualVision Skills Resources Action Plan ChangeVision Skills Incentives Action Plan FrustrationVision False Starts Skills Incentives Resources
    • 2. “An army’s success depends on its size, equipment, experience, and morale . . . and morale is worth more than all of the other elements combined.”P4C203 ©Graphics by MACCS Consulting Service, 2002
    • 3. Work Morale What % of your job is: Work Play Hell 100%
    • 4. Flow The Concept of “Flow”In all fields of work, when we are challengedby something we are truly good at, webecome so absorbed in the flow of activitythat we lose consciousness of self and time.
    • 5. Flow High Challenge ANXIETY FLOWLow HighSkill Skill APATHY BOREDOM Low Challenge
    • 6. FlowWhat’s It Like To Be In A State of Flow? A clear and present purpose distinctly known. Immediate feedback on how well one is doing. Supreme concentration on the task at hand as other concerns are temporarily suspended. A sense of growth and being part of some greater endeavor as ego boundaries are transcended. An altered sense of time that usually seems to go faster.
    • 7. Where Leaders Learn to Lead Experience Examples EducationInt07 ©Graphics by MACCS Consulting Service, 2002
    • 8. What People Want in a Leader Integrity Job Knowledge People Building SkillsInt08 ©Graphics by MACCS Consulting Service, 2002
    • 9. PROFILE OF A DREAM TEAM • Works toward a common goal • Is committed to continuous improvement • Maintains a positive attitude toward everyone’s ideas • Stays on task• Shares pride in its accomplishments-Celebrates success!
    • 10. “If a man does not keep pace with his friends, perhaps it is because he hears a different drummer. Let him step to the music he hears, however measured or far away.” Henry David ThoreauP6C301 ©Graphics by MACCS Consulting Service, 2002
    • 11. “He ain’theavy,he’s mybrother.”P6C302 ©Graphics by MACCS Consulting Service, 2002
    • 12. “A drop of honey catches more flies than a gallon of gall. So it is with men as well. If you would win a man to your cause, first convince him that you are his friend. It is a drop of honey that catches his heart, which, say what he will, is the highroad to his reason.” Abraham LincolnP6C303 ©Graphics by MACCS Consulting Service, 2002
    • 13. “Give me liberty, or give me death” Patrick HenryP6C304 ©Graphics by MACCS Consulting Service, 2002
    • 14. Ecclesiastes 3:1-2 “To every thing there is a season, and a time to every purpose under the heaven: A time to be born, and a time to die; a time to plant, and a time to pluck up that which is planted.”P6C305 ©Graphics by MACCS Consulting Service, 2002
    • 15. I shall be telling this with a sigh Somewhere ages and ages hence: Two roads diverged in a wood, And I – I took the one less traveled by, And that has made all the difference. Robert FrostP6C306 ©Graphics by MACCS Consulting Service, 2002
    • 16. P6C307 ©Graphics by MACCS Consulting Service, 2002
    • 17. LEGENDS AND LOGOSP6C308 ©Graphics by MACCS Consulting Service, 2002
    • 18. “ United We Stand, “ Live Free Divided We Fall” Or Die!” Participative Individualistic “ I Want You!” TraditionalP6C309 ©Graphics by MACCS Consulting Service, 2002
    • 19. P6C310 ©Graphics by MACCS Consulting Service, 2002
    • 20. STEP FOUR STEP FOUR Be Tolerant Be Tolerant STEP THREE STEP THREE Give A Little Give A Little STEP TWO STEP TWO Be Understanding Be Understanding STEP ONE STEP ONE Talk It Out Talk It OutP6C311 ©Graphics by MACCS Consulting Service, 2002
    • 21. What Can Individualists andParticipatives Gain From Traditionals? TRADITIONALS • Provide clarity of direction • Organize efforts • Give attention to detail • Adhere to standards • Appreciate traditions • Remember facts and figures • Give structure and order • Provide consistencyP6C312 ©Graphics by MACCS Consulting Service, 2002
    • 22. What Can Traditionals and Individualists Gain From Participatives? PARTICIPATIVES • Care about people • Bring harmony and peace • Teach and give counsel • Give encouragement to others • Instill team spirit • Persuade and motivate • Are sensitive to others and aware of their needs • Provide warmth and supportP6C313 ©Graphics by MACCS Consulting Service, 2002
    • 23. What Can Participatives andTraditionals Gain From Individualists? INDIVIDUALISTS • Challenge the system • Find flaws in procedures • tackle problems with zest • Provide reform where needed • generate new ideas • Focus on the present • Accentuate possibilities • Celebrate the individualP6C314 ©Graphics by MACCS Consulting Service, 2002
    • 24. An Overall Description of Each Style of Interpersonal Relations ISSUE/SUBJECT TRADITIONAL PARTICIPATIVE INDIVIDUALISTIC Preferred Social Formal Group interaction Individualism Form: organization Leadership Style: Organizer, Participative, Entrepreneurial, director inclusive creative Strategic Stability and Communication Innovation and Emphasis: standards and teamwork change Behavioral Rules, policies, Warmth and Independent Norms: procedures support effort Decision Making: Leader decides Group decides Individual decides Core Value: Responsibility Love Freedom Public Persona: Conservative, Collegial, flexible Liberal, traditional unconventional Leadership Clarity, Encouragement, Meaningful work Needs: predictability, involvement, and freedom to dependability appreciation act Special Prepares for the Needs to be Lives life fully in Characteristics: future needed the momentP6C315 ©Graphics by MACCS Consulting Service, 2002
    • 25. Retention People join companies, but leave managers
    • 26. What attracts the best employees to a company, and what makes them stay? These are two of the oldest questions in the business world, and maybe the most important.P8C205 ©Graphics by MACCS Consulting Service, 2002
    • 27. Now the Gallup Organization of Princeton, NJ, claims to have answered this, once and for all. Marcus Buckingham, a senior consultant at the Gallup School of Management, explains that the opinion-polling company has identified 12 questions that appear to measure the “core elements” needed to attract and keep the most loyal, productive and talented employees. Gallup culled these dozen from the multitude of questions it has asked in interviews with more than one million employees during the past 25 years. Using factor analysis, regression analysis, concurrent validity studies, focus groups and follow-up interviews, Gallup statisticians isolated the questions that most accurately measure the likelihood that a given workplace will attract and keep the best people. The exact wording of the questions is important.P8C206 ©Graphics by MACCS Consulting Service, 2002
    • 28. 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my best work right?P8C207 ©Graphics by MACCS Consulting Service, 2002
    • 29. 3. At work, do I have the opportunity to do what I do best every day? 4. In the past seven days, have I received recognition or praise for good work?P8C208 ©Graphics by MACCS Consulting Service, 2002
    • 30. 5. Does my super- visor, or some- one at work, seem to care about me as a person? 6. Is there someone at work who encourages my development?P8C209 ©Graphics by MACCS Consulting Service, 2002
    • 31. IDEAS 7. At work, do my opinions seem to count? 8. Does the mission of my company make me feel like my work is important?P8C210 ©Graphics by MACCS Consulting Service, 2002
    • 32. 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work?P8C211 ©Graphics by MACCS Consulting Service, 2002
    • 33. 11. In the last six months, have I talked with someone about my progress? 12. At work, have I had opportunities to learn and grow?P8C212 ©Graphics by MACCS Consulting Service, 2002
    • 34. It isn’t just that employees who answered yes to these questions are more likely to stay with the company; the beauty of these 12, according to Gallup, is that they address factors that are particularly important to the most talented and productive employees.P8C213 ©Graphics by MACCS Consulting Service, 2002
    • 35. Tips for High PerformancePay attention to the “middle stars.”Avoid the trap of focusing only on the“super stars” (those with exceptionalperformance) and the “fallen stars”(those with significant performanceproblems). Most people shinesomewhere in the middle.
    • 36. Tips for High PerformanceGet enthused about others who areenthusiastic – its contagious and cansnowball quickly. Recognize and rewardthose who help contribute to a culture ofcontagious enthusiasm.
    • 37. Tips for High PerformancePay attention when someone has a performanceproblem. Unaddressed deficiencies can have anegative effect on every member of your team.By dealing with performance issues as early aspossible, you can prevent them from growingmore serious…and more distasteful for both youand the individual to face.
    • 38. Personal Conditions Conducive To Growth 1. People grow when there is a felt need. 2. People grow when they are encouraged by someone they respect. 3. People grow when their plans move from general goals to specific actions. 4. People grow as they move from a condition of lower to higher self-esteem. 5. People grow as they move from external to internal commitment.P8C106 ©Graphics by MACCS Consulting Service, 2002

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