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Leadership principles and practices

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Leadership principles, best practices and processes

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Leadership principles and practices

  1. 1. LEADERSHIP MASTERCLASS CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter PREMIER FMCG BIRCHWOOD CONFERENCE CENTRE 3 JUNE 2019
  2. 2. 1-DAY PRESENTATION OVERVIEW • APPLYING THE 7 E’S OF LEADERSHIP PROCESS • LEADERSHIP ROLE MODELLING • LEADERSHIP ASSESSMENT – ROLES; INFLUENCE AND CREDIBILITY • SERVANT LEADERSHIP • VALUES-DRIVEN/BASED LEADERSHIP • 5 CONTEMPORARY LEADERSHIP CHALLENGES
  3. 3. AGREE OR DISAGREE? WHY?
  4. 4. INTRODUCTORY ACTIVITY • Individual activity: • Complete the statement by inserting one (1) word only. To be an effective leader at Premier FMCG, I need to/to be ………………………………….. • Now find other learners with the same word as you. Jot these words down on the flip-chart. • Each learner will have the opportunity to elaborate on their chosen word.
  5. 5. 7 E’s OF THE LEADERSHIP PROCESS • #1: Creating a Vision (ENLIGHTENED) • #2: Articulating that vision in a Compelling and Inspirational manner (ELOQUENT) • #3: Exercising Positive and Constructive Influence (ENGAGER) • #4: Guiding, Motivating and Supporting followers in the pursuit of achievement of the vision (ENCOURAGER) • #5: Serving as a Role Model to followers (ETHICAL) • #6: Nurturing and Developing followers (EMPOWERING) • #7: Being a Driver and Agent of Change (ENERGIZER)
  6. 6. HOW TO BE A WORTHY ROLE MODEL? • A good leadership role model: ❑Is self-aware – They are open to learning and new ideas. ❑Practices self-reflection – They set exacting standards for themselves and others. ❑Is ready to lead – They lead by example. They are honest, sincere and practice what they preach. ❑Has vision, courage and integrity – They communicate their vision and expectations clearly so people know where they’re heading. ❑Shows empathy – They think carefully about the impact they have on others.
  7. 7. HOW TO BE A WORTHY ROLE MODEL? • A visionary and communicate it • Influential and decisive • Trusted and inspires trust • Consistent in dealing with people • Supportive of mistakes • Able to delegate effectively • Motivator of others • Someone who takes time to listen • Someone who gives unconditional praise • Someone who manages expectations and disappointments
  8. 8. HOW TO BE A WORTHY ROLE MODEL? • Strong values – For example: authentic, trustworthy, honest, reliable, committed, consultative and loyal • Passion – a love of what you do and the ability to put this over • Courage – you “feel the fear and do it anyway” • Forgiveness – forgive and allow people to learn by their mistakes • Humility – know that you are only as good as your own people • Compassion – treat others with respect and kindness • Patience – both with yourselves and with others • Perseverance – where there’s a will there’s a way
  9. 9. AGREE OR DISAGREE? WHY?
  10. 10. CHARACTERISTICS OF TRANSFORMATIONAL LEADERSHIP
  11. 11. LEARNING ACTIVITY 1 •Group discussion: •By referring to the 7 E’s (pivotal points) of the leadership process, apply role modelling as an ethical and exemplary leader at Premier FMCG.
  12. 12. AGREE OR DISAGREE? WHY?
  13. 13. ARISTOTLE’S RHETORICAL TRIANGLE
  14. 14. COVEY’S EMOTIONAL BANK ACCOUNT
  15. 15. LEARNING ACTIVITY 2 • Individual activity: • 2.1 By referring to the provided leadership roles, critically evaluate and rate yourself (use a rating scale of 1-5) as a leader in demonstrating and fulfilling these values and roles at Premier FMCG, respectively. • 2.2 For each of these roles, identify personal leadership gaps. • Group discussion: • 2.3 Develop self-improvement strategies to enhance your leadership ability. • 2.4 By applying Aristotle’s Rhetorical Triangle, describe how you can expand your leadership influence and credibility at Premier.
  16. 16. SERVANT LEADERSHIP (STEWARDSHIP) • “Servant leadership” was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. • “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need use an unusual power drive or to acquire material possessions. The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature. • A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. • While traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.
  17. 17. STEWARDSHIP
  18. 18. LEARNING ACTIVITY 3 •Group discussion: •Apply the 11 Pillars of Servant Leadership to actualize to a Level 5 leader at Premier FMCG.
  19. 19. LEADERSHIP VALUES • #1: Empathy • #2: Humaneness • #3: Objectivity • #4: Transparency • #5: Accountability • #6: Responsibility • #7: Honesty • #8: Integrity • #9: Assertiveness • #10: Consistency • #11: Trustworthy • #12: Credibility
  20. 20. VALUES-DRIVEN LEADERSHIP • Values can be defined as, "Principles or standards of behaviour; one's judgement of what is important in life." • Values-driven leadership realizes its full potential when espoused values are embodied by leadership and embraced by the entire organization. This allows for an authentic and sustainable business culture to emerge. • Values-driven leadership offers a platform for leaders to unleash this potential by serving as a catalyst for personal development and transformation and by encouraging employees to engage their values, sense of purpose and intrinsic motivation to be part of something that contributes positively to society. • Values-driven leadership implies a conscious commitment by leaders at all levels to lead with their values and create a corporate culture that optimizes financial performance, ethical practice, social contribution and environmental impact.
  21. 21. THE 4 ROLES OF A VALUES-DRIVEN LEADER
  22. 22. VALUES-BASED LEADERSHIP • Values-based leadership is defined as "...a way of making authentic decisions that builds the trust and commitment of employees and customers.“ (Richard Barrett) • Values-based leadership is the idea that leaders should draw on their own and followers' values for direction, inspiration and motivation. • Values-based leadership philosophy asserts that people are mostly motivated by values; people care deeply about their personal values, and live according to these values i.e., values are our most natural motivators. • It makes sense for leaders to connect with their followers' values - because this appeals to what is important to people - which makes people (followers) more likely to act. • As a philosophy, values-based leadership assumes that an organization based around shared values is likely to be more flexible and more productive than one working towards an aim that few people care about.
  23. 23. THE 4 PRINCIPLES OF VALUES-BASED LEADERSHIP
  24. 24. LEARNING ACTIVITY 4 • Group discussion: • Describe how you can apply values- based/driven leadership at Premier FMCG: • 4.1: Visionary and Strategist; Results Driver; Teacher and Learner and Relationship Builder • 4.2: The 4 principles of values-based leadership • 4.3: The 4 characteristics of values-based leadership
  25. 25. CONTEMPORARY LEADERSHIP ISSUES • GENDER EQUITY • WORKPLACE DEMOCRACY AND EMPLOYEE VOICE • DIVERSITY AND INCLUSIVITY • LEADING DIFFERENT WORKPLACE GENERATIONS • LEADING IN THE DIGITAL ECONOMY
  26. 26. GENDER WAGE DISPARITY
  27. 27. WORKPLACE DEMOCRACY AND EMPLOYEE VOICE
  28. 28. AGREE OR DISAGREE? WHY?
  29. 29. DIMENSIONS OF DIVERSITY
  30. 30. DIVERSITY MANAGEMENT STRATEGIES • #1: Fully accept diversity • #2: Recruit broadly and select fairly • #3: Provide orientation and training programs • #4: Sensitize team members • #5: Strive to be flexible • #6: Seek to motivate individually and support valuable team membership • #7: Reinforce employee differences • #8: Encourage interaction and engagement • #9: Trouble-shoot diversity problems
  31. 31. LEADING DIFFERENT GENERATIONS IN THE DIGITAL AGE • The bottom line: Identify potential leaders and actively develop their skills • For today’s digital leaders, the most difficult question to answer is how to successfully identify and develop high-potential employees – the future leaders who are able to thrive in more demanding roles. Companies that successfully unlock this potential in its leaders gain a competitive edge that very few have. • Leadership and its most effective characteristics are changing. Today’s millennials place less value on visible (19%), well-networked (17%) and technically skilled (17%) leaders. • Instead, they define true leaders as: strategic thinkers (39%), inspirational (37%), personable (34%) and visionary (31%). (Source: Deloitte, Millennial Survey)
  32. 32. LEARNING ACTIVITY 5 • Group discussion: • Describe how you can optimize your leadership of contemporary issues at Premier FMCG: • 5.1 Promoting gender equity • 5.2 Promoting workplace democracy and stimulating employee voice • 5.3 Promoting diversity and inclusivity • 5.4 Leading different workplace generations • 5.5 Leading (Thinking, Acting and Reacting) in the digital and intelligent ages
  33. 33. CONCLUSION •Key points •Summary •Questions
  34. 34. CONTACT DETAILS

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