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Leadership ppt @ bec doms

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Leadership ppt @ bec doms

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Leadership ppt @ bec doms

  1. 1. LEADERSHIP
  2. 2. DEFINITION OF LEADERSHIP <ul><li>Leadership is a behavioral process through which one person influences the behaviors of others toward the accomplishment of shared goals. </li></ul><ul><li>Leadership involves the creation of a vision that empowers others to translate this vision into reality. </li></ul><ul><li>Empowerment occurs when a leader effectively communicates with and inspires ordinary people to accomplish extraordinary results. </li></ul>
  3. 3. LEADERSHIP THEORIES <ul><li>Trait — only a few possess the superior characteristics of leaders </li></ul><ul><li>Cognitive (20 th century Great Man) —leaders influence behaviors of others, such as with humility and fierce resolve </li></ul><ul><li>Power or influence — includes power-sharing and empowerment of followers </li></ul><ul><li>Situational — circumstances or environmental factors determine who will emerge as a leader </li></ul>
  4. 4. LEADERSHIP THEORIES <ul><li>Integrative — transformational and values-based </li></ul><ul><li>Visionary — mobilizes others to achieve shared aspirations </li></ul><ul><li>Strategic — envision, direct, align, motivate, inspire, and energize followers </li></ul><ul><li>Servant — listens, empathizes, persuades, and builds community </li></ul>
  5. 6. KEYS TO LEADERSHIP <ul><li>Leadership — “The skill of influencing people to work enthusiastically toward goals identified as being for the common good.” (p. 28) </li></ul><ul><li>Authority — “The skill of getting people to willingly do your will because of your personal influence” (p. 30) “Authority is about who you are as a person, your character, and the influence you’ve built with people.” (p. 31) </li></ul><ul><li>Service and Sacrifice — giving to and doing for others selflessly </li></ul>(Hunter, 1998)
  6. 7. CHARACTERISTICS OF LEADERS <ul><li>Leaders have integrity. </li></ul><ul><li>Leaders live according to a moral purpose. </li></ul><ul><li>Leaders build relationships with people. </li></ul><ul><li>Leaders are effective communicators. </li></ul><ul><li>Leaders are visionary and creative. </li></ul><ul><li>Leaders establish, maintain, and model high standards of performance. </li></ul><ul><li>Leaders show an unwavering resolve and calm determination. </li></ul><ul><li>Leaders are energetic. </li></ul>
  7. 8. LEADERSHIP MODEL FOR THE FUTURE VALUES PEOPLE TEAMWORK
  8. 9. A CULTURE OF DISCIPLINE (Collins, 2001, p. 127) Disciplined Thought Disciplined People Disciplined Action Build-up Breakthrough + +
  9. 10. CORE VALUES <ul><li>Identify what you believe in — you understand your core values by looking inside (Who you are) </li></ul><ul><li>Reflect on and describe to yourself what these values mean to you </li></ul><ul><li>Decide how you will incorporate these core values into all aspects of your daily life </li></ul>
  10. 11. CORE VALUES <ul><li>Integrity — quality of a person's character that fulfills one’s moral obligation to self and others </li></ul><ul><li>Respect — holding others in high regard and treating them the way you wish to be treated </li></ul><ul><li>Mutual trust — confidence and belief in the honesty and reliability of others </li></ul><ul><li>Responsibility — being morally accountable for your actions </li></ul>
  11. 12. VALUES AND GREATNESS <ul><li>“ Good is the enemy of great,” according to Jim Collins in his book, Good to Great. </li></ul><ul><li>The leader who makes a good organization great is guided by values. </li></ul><ul><li>The really great organizations place people and values first. </li></ul>
  12. 13. LEADERSHIP AND CHARACTER DEVELOPMENT <ul><li>Leaders who are respected and successful will serve as role models of character and be examples that people will choose to emulate. </li></ul><ul><li>Leaders provide learning opportunities that include ethical choices and emphasize the importance of character. </li></ul>
  13. 14. FOCUS ON PEOPLE-CENTERED VALUES <ul><li>Place a high importance on values and aligning values, strategies, and people </li></ul><ul><li>Tap into the energy of people by connecting through their values </li></ul><ul><li>Unlock the human potential of people </li></ul><ul><li>Increase the chance of success </li></ul><ul><li>will lead to extraordinary results </li></ul>
  14. 15. PEOPLE ARE MOST IMPORTANT <ul><li>Successful leaders emphasize building and nurturing personal relationships — connections with people will lead to results </li></ul><ul><li>Leaders prioritize hiring and retaining good people </li></ul><ul><li>Most people seek challenges and desire to be successful but want to be empowered to do the job themselves. </li></ul>
  15. 16. ASSEMBLING THE RIGHT TEAM <ul><li>First, get the right people on the bus (and the wrong people off the bus) before you figure out where to drive the bus. </li></ul><ul><li>Second, apply sheer rigor in making decisions about people. </li></ul><ul><li>You need members on your team who argue and debate in pursuit of the best answers, yet who unify fully behind a decision once made. </li></ul>
  16. 17. THE RIGHT PEOPLE <ul><li>Recruitment </li></ul><ul><li>Define expectations </li></ul><ul><li>Hire for fit </li></ul><ul><li>Coach </li></ul><ul><li>Counsel </li></ul><ul><li>Guide </li></ul><ul><li>Nurturing and Supervision </li></ul><ul><li>Identify expectations </li></ul><ul><li>Develop a plan </li></ul><ul><li>Provide any needed retraining and resources </li></ul><ul><li>Evaluate versus expectations </li></ul><ul><li>Release, if performance is unacceptable </li></ul>
  17. 18. TEAMWORK <ul><li>Teams — groups organized to work together to accomplish goals or tasks that cannot be achieved as effectively by individuals </li></ul>
  18. 19. FACILITATING TEAMWORK <ul><li>Commitment to mutual trust and respect </li></ul><ul><li>Dedication to the achievement of shared goals </li></ul><ul><li>Interdependences flourish </li></ul><ul><li>Effective in communications </li></ul><ul><li>Mistakes provide learning opportunities </li></ul><ul><li>Realization of the positive impact of each team member’s contributions as synergies develop </li></ul>
  19. 20. CULTURE OR CLIMATE <ul><li>“ Culture emphasizes the unspoken assumptions (values; beliefs; myths; traditions; norms) that underlie an organization, whereas climate focuses on the more accessible perceptions of the organization, especially how they arouse motivation and, thus, impact performance.” (Stringer, 2002, p. 14) </li></ul>
  20. 21. QUALITIES OF A DREAM TEAM <ul><li>Team members care for one another. </li></ul><ul><li>Team members know what is important. </li></ul><ul><li>Team members communication with one another. </li></ul><ul><li>Team members grow together. </li></ul><ul><li>There is a team fit. </li></ul><ul><li>Team members place their individual rights beneath the best interest of the team. </li></ul><ul><li>Team members each play a special role. </li></ul><ul><li>An effective team has a good bench. </li></ul><ul><li>Team members know exactly where the team stands. </li></ul><ul><li>Team members are willing to pay the price. </li></ul>(Maxwell, 1995)
  21. 22. CHANGING PARADIGM IN LEADERSHIP <ul><li>Leaders should </li></ul><ul><ul><li>Behave in ethical ways based on values </li></ul></ul><ul><ul><li>Enhance the personal growth of people </li></ul></ul><ul><ul><li>Facilitate teamwork for greater success </li></ul></ul>
  22. 23. LEADERSHIP MODEL FOR THE FUTURE VALUES PEOPLE TEAMWORK
  23. 24. FOUR FRAMES OF ORGANIZATIONS <ul><li>Structural — the leader as analyst or architect </li></ul><ul><li>Human resource — the leader as catalyst or servant </li></ul><ul><li>Political — the leader as advocate or negotiator </li></ul><ul><li>Symbolic — the leader as prophet or inspiration </li></ul>
  24. 25. STRUCTURAL FRAME <ul><li>The structural frame describes the importance of navigating the organizational maze in order to make progress toward organizational goals while gaining a better understanding of the importance of building teams. </li></ul><ul><li>Effective structural leaders focus on implementation. </li></ul>
  25. 26. STRUCTURAL FRAME <ul><li>Learn to navigate the organizational maze—“learning the ropes” </li></ul><ul><li>Build a partnership with those to whom you report </li></ul><ul><li>Gain a broader understanding of institutional policies, procedures, job expectations, and day-to-day details </li></ul><ul><li>Establish priorities and plan for short- and long-term growth of the organization </li></ul>
  26. 27. HUMAN RESOURCE FRAME <ul><li>The human resource frame stresses the importance of developing strong interpersonal relationships and facilitating positive group dynamics. </li></ul><ul><li>Leadership may be more about relationships than it is about ideas or vision, e.g., people are the most important resource. </li></ul>
  27. 28. HUMAN RESOURCE FRAME <ul><li>Hire the right people, then </li></ul><ul><ul><li>Empower people with authority and responsibility </li></ul></ul><ul><ul><li>Facilitate their collaboration and teamwork </li></ul></ul><ul><ul><li>Reward them </li></ul></ul><ul><li>Communicate effectively </li></ul><ul><li>Facilitate positive relationships </li></ul><ul><li>Treat others equitably and with respect </li></ul><ul><li>Demonstrate strong negotiation and conflict resolution skills </li></ul>
  28. 29. POLITICAL FRAME <ul><li>The political frame deals with managing power, conflict, and coalitions and learning how to address various political agendas. </li></ul><ul><li>Special interest groups and individual perspectives permeate organizations, so interactions must be thoughtfully considered and handled carefully. </li></ul>
  29. 30. POLITICAL FRAME <ul><li>Understand and manage power very carefully </li></ul><ul><li>Realize that organizational dynamics evolve from coalitions of various individuals and interest groups with their enduring differences </li></ul><ul><li>Build relationships with key external constituencies </li></ul><ul><li>Recognize and handle astutely all controversies and politically-charged issues </li></ul>
  30. 31. SYMBOLIC FRAME <ul><li>The symbolic frame emphasizes the organizational culture and how appearances and representations shape perceptions. </li></ul><ul><li>Leaders interpret and reinterpret experiences. </li></ul><ul><li>Perceptions are almost always more real than reality. </li></ul>
  31. 32. SYMBOLIC FRAME <ul><li>Understand that the multiple meanings of events to the people involved overshadow any stated purpose </li></ul><ul><li>Affirm and celebrate the symbolism of rituals, ceremonies, and special events </li></ul><ul><li>Develop and feature special occasions and symbols so they become highly regarded by constituents </li></ul><ul><li>Celebrate everyone’s achievements </li></ul>
  32. 33. SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE <ul><li>7. Sharpen the saw </li></ul><ul><li>6. Synergize </li></ul><ul><li>5. Seek first to understand, then to be understood </li></ul><ul><li>4. Think win/win </li></ul><ul><li>3. Put first things first </li></ul><ul><li>2. Begin with the end in mind </li></ul><ul><li>1. Be proactive </li></ul>(Covey, 1990, p. 53) Private Victory Public Victory Renewal
  33. 34. TWO DIMENSIONS OF LEADERSHIP Tasks (getting the job done) Relationships (with people) Low High High Encouraging (use when followers are able and unwilling ) Coaching (use when followers are unable and willing ) Delegating (use when followers are able and willing ) Structuring (use when followers are unable and unwilling )
  34. 35. SIX STYLES OF LEADERSHIP <ul><li>Coercive — demands immediate compliance </li></ul><ul><li>Authoritative — mobilizes people toward a vision and may serve as a catalyst for change </li></ul><ul><li>Affiliative — creates emotional bonds, builds relationships, and nurtures harmony </li></ul><ul><li>Democratic — builds consensus through participation, collaboration, team leadership, and effective communication </li></ul><ul><li>Pacesetting — sets high standards for performance and expects excellence and self-direction </li></ul><ul><li>Coaching — develops people to improve performance and develop long-term strengths </li></ul>
  35. 36. SIX STYLES OF LEADERSHIP <ul><li>Is each leadership style effective? </li></ul><ul><li>If so, in what types of situations? </li></ul><ul><li>Which is the most effective leadership style, and why? </li></ul><ul><li>Which is the least effective leadership style, and why? </li></ul>

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