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Effective Strategies
for Effective Leaders
Gladeana McMahon
FAC, FBACP, FIMS, FRSA
Understanding Leadership
What is leadership? (Manager versus
Leader)
Why is leadership important?
Leaders – born or bre...
“Not all leaders are managers, nor are all
managers leaders”
 Managers
◦ Those influence on others is limited to the
appo...
"Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust
among colleagues,...
Is not about:
• Things
• Having the best of every
amenity
• Avoiding making tough
decisions
• Pleasing all the people all
...
© Gladeana McMahon, 2013

7
Your people are your business – they make
the difference between success and failure

© Gladeana McMahon, 2013

8
Transformational Leaders
 Self-awareness (knowing ones
strengths, development needs,
drives,
values and impact on others)...
Transformational Leaders
 Motivation (relishing achievement for
its own sake)
 Empathy (understanding other
people’s emo...
21st Century Challenges
Political Awareness – communication and
the art of knowledge Management.
Change Management – imp...
21st Century Challenges
Creating a positive, open, transparent
people focussed culture.
Identifying and retaining Talent...
Gladeana McMahon
info@gladeanamcmahon.com
www.cognitivebehaviouralcoachingworks.com
http://twitter.com/GladeanaMcMahon
htt...
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Effective Strategies for Effective Leaders

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The 21st Century presents additional challenges for leaders, who need to adopt new strategies if they and their organizations are to succeed.

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Effective Strategies for Effective Leaders

  1. 1. Effective Strategies for Effective Leaders Gladeana McMahon FAC, FBACP, FIMS, FRSA
  2. 2. Understanding Leadership What is leadership? (Manager versus Leader) Why is leadership important? Leaders – born or bred? © Gladeana McMahon, 2013 2
  3. 3. “Not all leaders are managers, nor are all managers leaders”  Managers ◦ Those influence on others is limited to the appointed managerial authority of their positions  Leaders ◦ Those with personal power who create the vision and focus of the business and can influence others to perform the required actions Prentice Hall, 2002 © Gladeana McMahon, 2013 3
  4. 4. "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." Prof. Warren Bennis © Gladeana McMahon, 2013 4
  5. 5. Is not about: • Things • Having the best of every amenity • Avoiding making tough decisions • Pleasing all the people all the time • A “catch-phrase” for all HR programmes Is about: • How we treat and relate to people • Shared responsibility for creating the future together – – Business success Work environment • Being clear and aligned on purpose, goals • Continuous communication • Opportunities for performers • Staff development “Employee Engagement is not a programme, it is a culture” © Gladeana McMahon, 2013 6
  6. 6. © Gladeana McMahon, 2013 7
  7. 7. Your people are your business – they make the difference between success and failure © Gladeana McMahon, 2013 8
  8. 8. Transformational Leaders  Self-awareness (knowing ones strengths, development needs, drives, values and impact on others)  Self-Regulation (controlling and redirecting disruptive impulses and moods) © Gladeana McMahon, 2013 9
  9. 9. Transformational Leaders  Motivation (relishing achievement for its own sake)  Empathy (understanding other people’s emotional make-up)  Social Skill (building rapport with others to move them in desired directions) Daniel Goleman. Harvard Business Review, 2012. © Gladeana McMahon, 2013 10
  10. 10. 21st Century Challenges Political Awareness – communication and the art of knowledge Management. Change Management – implementing and managing change. People Management. Daniel Goleman. Harvard Business Review, 2012. © Gladeana McMahon, 2013 11
  11. 11. 21st Century Challenges Creating a positive, open, transparent people focussed culture. Identifying and retaining Talent Putting together a blended approach to development and learning (coaching, training etc) Daniel Goleman. Harvard Business Review, 2012. © Gladeana McMahon, 2013 12
  12. 12. Gladeana McMahon info@gladeanamcmahon.com www.cognitivebehaviouralcoachingworks.com http://twitter.com/GladeanaMcMahon http://uk.linkedin.com/in/gladeanamcmahon © Gladeana McMahon, 2013 13

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