Lessons For Leadership

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This presentation will address key factors concerning leadership and change as well as how to be productive and successful as a leader in dealing with change and implementing change to obtain the maximum

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Lessons For Leadership

  1. 1. MLDR635-Assignment 8.1Organizations Change and Human Development By : Samanga Amarasinghe
  2. 2. Introduction Leadership is most needed at times of needs, and Change is a time when everybody as individuals or as a collative in an organization has the need for a leader in ensuring the proper outcome of the change. Thus this presentation will address key factors concerning leadership and change as well as how to be productive and successful as a leader in dealing with change and implementing change to obtain the maximum. 2
  3. 3. Balancing  In the modern world, many of us are compelled to live dual lives, life as a husband, parent and an employee, and in both these lives leadership is called to its maximum  A good example for this is according to Dr. Byers is Juggling, when an object is in need of attention take it to the hand, then pass it on allowingSource : India Tv Today another object to have the attention it needs (Byers, 2010). 3
  4. 4. Asking for help  A leader being a human I s constricted in a body with two hands, two legs, and one head, in doing all the tasks required in full filling the needs of the followers, a leader is in all aspects limited. Therefore, aSource : leader must delegate his or her duties to others, and be humbleThe presentation Team webpage to ask for help (Stone, Patton, Heen, & Fisher, 2000). 4
  5. 5. Do not over work yourself In an ever growing and demanding environment as leadership, the biggest downfall for leader is being burned out. The field of leadership being the environment where an individual influences others as a collective to accomplish their goals calls for constant changes (Northhouse, 2010, p. 3). With the constant changes, which occur in dealing with humans in meeting their needs biological, psychological and psychosocial a leader will have to work extra which will eventually burn the leaders biological person. 5
  6. 6. Reacting to Crisis Boldly  A Leader Must not only be bold to make decisions but also to face the consequences of the decisions made specially during a crisis.  Queen Elizabeth I, Joan or Arch and Clara Barton were the right people doing the right thing for the right time. Queen Elizabeth I having to save England during aSource : Snap judgment webpage time of crisis, Joan of Arc having to save France during a time of crisis and Clara Barton being having to save people not only from being forgotten due to death but from death itself (Axelrod, 2006). 6
  7. 7. Having a clear head during crisis  During times of crisis a leader must always cover come the initial fear, and maintain a clear head in leading the followers.  Elizabeth I in facing the Spanish armada she first decided to keep calm despite all the odds, According to Alan Axelrod (2006) “She knew that it was one thing to declare that she would fight, but quite another to succeed in resisting so powerful enemy as Spain. She decided, therefore, not to fret over England’s weaknesses” (Axelrod, 2006, p. 26) 7
  8. 8. Selecting the Right People  Choosing the right people for the right task create success in many way, it enables less work for the leader as the right person will get the job done right, same way the right person will protect the leader and the task through making right decisions.  According to general Douglas Mac Arthur (1966), A general is just as good or just as badSource : Sri lanka Celebrate in the Streets as the troops under his command make him” (Heinl, 1966, p. 128) 8
  9. 9. Inspiration through action thanwords A leader must not only be heard but also seen and felt, especially in times of crisis or in times of taking an action is a dying art in the modern-day due to laziness on behalf of many leaders but was an encouraged tool for many years. Queen Elizabeth I was many a times found in the field encouraging his followers and talking to them (Axelrod, 2006), and Joan of Arc who always led the battles herself in lead facing everything alike with her followers (Madison, 1919) 9
  10. 10. Facing the Consequences Boldly  Despite being bold and collective in making decisions some of them will have dire consequences, thus a leader must be prepared to face such with the same boldness as making them.  Che during his last moment the last words were according to Dennis Abrams (2010) “when asked about if he was thinking of his immortality, Che responded I am thinking about the immortality of the revolution.. Followed by a Shout, coward, you are only going to kill a man” (Abrams, 2010, p. 8). 10
  11. 11. A leader’s plans must be balancedwith the Human Aspects  Due to being caught up in the goal, many leaders forget the purpose of taking the task in the first place. Furthermore, they tend to forget the human aspects of the goal, pushing the people to their limit, and replacing empowerment with policies.  A leader at all times must aware of as Dr. Byers explained, “A visit from the three spirits of Christmas” (Byers, 2009). 11
  12. 12. Power is with the stone not thesculptor  The power of a leader or an ideal presented by a leader resides among the followers or the people, like a stone, which a sculpture uses to create an artwork.  The sculpture taking the stone, using a hammer and pick chisel the stone to the outcome, same way a leader by influencing, or presenting the situation to the followers and empowering them in a manner, which create the expected results, release the power (Swartz & Thorpe, 2008, p. 74). Source : Smarthistory website 12
  13. 13. Leadership Qualification  The Foundation to any aspect of leadership is based on NEED, explaining further, according to Peter Northouse (2010), “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, 2010, p. 3).  Furthermore, in observing where leadership is exercised is in anSource : Jefflion.net website environment of need, a organization wanting to obtain productivity, people suffering from lack of empowerment, people suffering from socioeconomic poverty due to another group’s greed. 13
  14. 14. Culture and Leadership  The Maslow’s hierarchy of needs being the most excepted theory in the west in seeking self actualization, where he explained that one can reach self actualization only upon full filling the needs bellow mentioning from the lowest level as biological needs, security love needs and belonging needs, and esteem needs (Maslow, 1943).  The eastern philosophies as Buddhism, address this in opposites. The eastern philosophies indicate that in reaching self- actualization man must conquer desire, need, and self.  Explaining further, as long as need exists one cannot be self actualized, only conquering desire which bare base to needs which are never ending can one be self actualized, andSource : Bodhi Webpage to conquer desire man must be willing to depart from all tangibles ( Biological Needs), and then other mental needs or distractions (Copleston, 1892, pp. 44-139). 14
  15. 15. Tuckman’s relations to Transition  With regards to transitions, According to William Bridges (2004), the three main similarities seemed to be that we all had experienced (1) and ending, followed by (2) a period of confusion and distress, leading to (3) a new beginning” (p. 8).Source :  Similarly Based on Tuckman’s theory of team development a teamEducation and Human Ecology Website under go five stages before performing, the five stages in order are forming, storming, norrming, performing and adjourning (Johnson, 2009, p. 318). 15
  16. 16. Tuckman’s relations to Transition Cont.  The forming according to Tuckman can be observed as the ending segment of a transition, which is followed by storming or confusion and distress of the ending or having to face a new challenge.  Based on Bridges Once the confusion and distress pass, a new beginning arrives , same way with Tuchman after storming, Norming orSource : Business balls website acceptance occur, this is followed by performing (Johnson, 2009, p. 318). In an average determined person’s life many transitions occur, which begin the circle again by an ending, in Tuckman’s theory adjourning or disbanding of the group occur (Johnson, 2009, p. 318). 16
  17. 17. How can we provide for the Followers Providing for the followers can be tricky thing, there are so many ways and areas in which assistance is needed.  Extra Money  Assisting for a good residence  Extra outside work involvement support as membership to different social networks, or locations  Education benefits However, looking at Abraham Maslow’s Hierarchy of Needs a leader can observed the areas in which support for the employees of followers can be assessed on individual basis, or as an organization. 17
  18. 18. Maslow’s Hierarchy of Needs Source : I love sociology website under human needs 18
  19. 19. Maslow’s Hierarchy of Needs Cont Maslow has observed an categorized, all segments of human growth and their needs. From basic biological needs to self actualization. He explains that the pyramid of human needs move up wards as one stage gets full filled. Also Maslow covers three vital persons a human being is made up of, as observed their needs.  Biological Person  Psychological person  Psychosocial person  Spiritual person 19
  20. 20. Biological Person  Our basic physical human body, the flesh, Bones, and different systems which are engulfed in it that makes us distinguished as a human being.  A vital part of being a stable human being is having all segments of the biological person working well. Because biological person is the foundation that all otherSource : Vain Health News and Tips website persons of a human being is built on. 20
  21. 21. Psychological person  The vital segment of our thinking process as well as our action process psychological person’s well being decide many aspects as productivity, progress, and success.  An employee who is over worked and under stress will effect his or her psychologicalSource : Brain Blog Website person, which will result in negative reactions toward the task which they are assigned to. 21
  22. 22. Psychosocial person  This segment of a Human being consist of their social networks as well as interactions with the outside world, neighbors, friends and fellowships, clubs their belonged to.  This in supporting the followers of workers enabling them to maintain good standing within their social network or to find aSource : good social network willAngelo Mathews Official Blog provide beneficial. 22
  23. 23. Spiritual person  Spiritual persons is the segment which seeks for answers beyond themselves, and the world around them,  Also it can be observed as an individuals their hope system, that include the segment which seek forSource : Dr. Ronit Farzam’s website answers addressed in Metaphysics. 23
  24. 24. Transition  Transitions is the time in between one ending and the beginning of a another, as much as change cannot be avoided neither can transitions.  There three stages of a transition  The ending of a Phase  The time of confusion and frustration due to the ending  Then the beginning of another Source : What My World is Like website phase 24
  25. 25. Transition defined and Its Nature  Transition is the period in-between a beginning of a journey and ending of another journey, according to Dilip Saraf (2006), “Transition is a journey through which we travel to get to the destination, navigating through time and emotional space” (p. 17).  Despite the apparent outlook of aSource : transition seeming to be an end toThe Notorious R.O.B website all, it is a mere adaptation to the hoped outcome of the journey begun by a person (Brown, 2005, p. 280). 25
  26. 26. The Three Phases of Transition Source : What My World is Like website 26
  27. 27. Conclusion Therefore in conclusion combining all lessons learned and linking them with definition of leadership, describes the process which, an individual influences a group of individuals to achieve a common goal (Northouse, 2010, p. 3). The process an individual could influence a group of individuals to achieve a common goal is by obtaining a good understanding of their needs, the means used in gaining these needs, and additionally by understanding the group itself via observing human behavior, the groups dynamics or their organizational behaviors. Then by presenting the problems found in the observed segments and empowering the individuals of the group, wanting to accomplish a common goal an individual becomes a leader 27
  28. 28. Reference Axelrod, A. (2006). Profiles in Audacity: Great Decisions and How They Were Made. New York: Sterling Publishing Co. Brady, S., & Salvatore, G. (2005). With Children: Leading an Integrated Life. In L. Coughlin, E. Wingard, & K. Hollihan, Enlightened Power: How women are Transforming the Practice of Leadership (pp. 151-166). San Francisco: Jossey Bass. Bridges, W. (2004). Transitions: Making Sense of Lifes changes. Cambridge: Da Capo Publications. Byers, D. (2008). Multiple Intellegences. Omaha, NE, United States. Byers, D. (2010, July). Performance Problems? Omaha, Nebraska, United States of America. Dougherty, S. (2010). Idi Amin. New York: Scholastic Library Publications. Fowler, W. W. (1891). Julius Caesar, and the foundation of the Roman Imperial System. London: G.P. Putnams Sons. 28
  29. 29. References Abrams, D. (2010). Ernesto "Che" Guevara. New York: Infobase Publishing. Allen, J. (2003). Idi Amin. San Diego: Blackbirch Press. Andrews, R. (1990). The concise Columbia dictionary of quotations. New York: Colombia University Press. AP, C. (1997, October 16). British tourists wounded in Tamil Tiger bomb blast. Retrieved 12 19, 2010, from The Independent News: http://www.independent.co.uk/news/british-tourists-wounded-in-tamil-tiger-bomb- blast-1236155.html Asthana, N. C., & Nirmal, A. (2009). Urban Terrorism : Myths And Realities. Jaipur: Pointer Publishers. Fuller, J. F. (1960). The Generalship of Alexander the Great. Cambridge: Perseus Books. Gandhi, S. (2009, December 08). An interview with Congress president Sonia Gandhi. (P. Correspondant, Interviewer) Heinl, R. D. (1966). Dictionary of military and naval quotations. Maryland: United States Naval Institute. Johnson, J. A. (2009). Health organizations: theory, behavior, and development. Sudbury: Jones and Bartlett Publishers. Kahan, S., & George, B. (2010). Getting Change Right: How Leaders Transform Organizations from the Inside Out. San Francisco: Josey Bass. 29
  30. 30. Reference Ramis, H. (Director). (1993). Groundhog Day [Motion Picture]. Sarkar, N. I. (2007). Sonia Gandhi : Tryst With India. Delhi: Diamond Pocket Books. Stone, D., Patton, B., Heen, S., & Fisher, R. (2000). Difficult Conversations: How to Discuss What Matters Most. New York: Penguin Books. Swartz, G., & Thorpe, J. K. (2008). Leadership Lessons: 10 Keys to Success in Life and Business. Danvers: American Society for Training and Development. Tzu, S. (2010). The Art of War. (L. Giles, Trans.) New York: Cosimo Inc. Weerakoon, B. (1992). Premadasa of Sri Lanka: A Political Biography. Bel Air: Stosius Inc/Advent Books Division. Wimalaratne, K. D. (1994). Personalities, Sri Lanka: a biographical study (15th-20th century), 1490-1990 A.D. Ann Arbor: University of Michigan. Byers, D. (2009, July 9). THE LIFE OF DICKENS. Retrieved April 18, 2011, from Bellevue University Masters in leadership 635 Lecture Notes: https://cyberactive.bellevue.edu/webapps/bb-cntplayer-bb_bb60/scorm2004player/launchCourseFrame. 30
  31. 31. Reference Leland, T. (1770). The history of the life and reign of Philip, king of Macedon (Vol. I). London: E.Johnston. Madison, L. F. (1919). Joan of Arc: The Warrior Maid. Philadelphia: The Penn Publishing Company. Marchand, L. J. (1998). In Napoleons shadow. San Francisco: Proctor Jones. Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review , 50,370-396. Moore, H., & Galloway, J. L. (1992). We Were soldiers once-and young:Ia Drang, the battle that changed the war in Vietnam. New York: Random House. Northhouse, P. G. (2010). Leadership Theory and Practice. Thousand Oaks: Sage. 31

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