Effective Leadership

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Effective Leadership

  1. 1. by: Marie Kathleen S. Tomas
  2. 2. Dr. STEPHEN RICHARDS COVEY – the founder and chairman of the Covey Leadership Center and the Institute for Principle-Center Leadership in the US. (October 24, 1932 – July 16, 2012) was an American educator, author, businessman, and keynote keynote speaker. Source: http://en.Wikipedia.org/wiki/Stephen_Covey
  3. 3. • Dr. Covey earned a Bachelor of Science degree in business administration from the University of Utah, an MBA from Harvard University, and a Doctor of Religious Education (DRE) from Brigham Young University. He was a member of Pi Kappa Alpha International Fraternity. He was awarded ten honorary doctorates.
  4. 4. • “ When managing in the wilderness of the changing times, a map is of limited worth. What’s needed is a moral compass.” • A compass represents or points to the “true north”. • “True north” – the magnetic principle of respect for people and property.
  5. 5. • “ When managing in the wilderness of the changing times, a map is of limited worth. What’s needed is a moral compass.” • A compass represents or points to the “true north”. • “True north” – the magnetic principle of respect for people and property.
  6. 6. • “Principles are like a compass. A compass has a true north that is objective and external, that reflects natural laws or principles; as opposed to values that are subjective and internal. - “We must develop our value system with deep respect for “true north” principles.
  7. 7. • “Principles are proven, enduring guidelines for human conduct” - e.g. “you reap what you sow”; “actions speak louder than words”. • “Principles empower people to create a wide variety of practices to deal with different situations”. -
  8. 8. We must center our lives on “correct principles” which are the key to developing rich internal power in our lives. Whatever lies at the center of our lives become the primary source of our life-support system.
  9. 9. • Life-support system is represented by four fundamental dimensions and cultivates these internal sources of strength: • Security • Guidance • Wisdom • Power
  10. 10. “Focusing on alternative centers – work, possessions, friends, family, and others – weakens and disorients us”
  11. 11. PCL is practiced at different levels: 1.Personal – relationship with oneself; 2.Interpersonal – relationship and interactions with others;
  12. 12. 3. Managerial – responsibility to get a job done with others; and, 4. Organizational – need to recruit, train, and compensate people, build teams, solve problems, and create aligned structure, strategy and systems.
  13. 13. Eight Characteristics of People who are PC Leaders: 1.They are continually learning; 2.They are service-oriented; 3.They radiate positive energy – hope and enthusiasm; 4.They believe in other people;
  14. 14. They lead balanced lives; They see life as an adventure; They complement their weaknesses with the strengths of others; and, They exercise for self-renewal.
  15. 15. If you want to make slow incremental improvement, change your attitude or behavior. But if you want to improve in revolutionary ways, either as an individual or organization, change your paradigm, your scheme for understanding and explaining certain aspects of reality.”
  16. 16. 1. The Scientific Management Paradigm - People are seen primarily as STOMACHS – motivated primarily by their quest for economic security. - Management style is authoritarian.
  17. 17. 2. The Human Relations Paradigm - People are acknowledged not only as STOMACHS but also HEARTS, social beings who need to be liked and respected. - Management is in charge, but at least people are treated with kindness and courtesy.
  18. 18. - People are seen with MINDS, with latent talent and capacity, in addition to STOMACHS and HEARTS. - As managers, the goal is to identify and develop the capacities to accomplish the objectives of the organization. 3. The Human Resource Paradigm
  19. 19. 4. Principle-Centered Leadership - People are seen as SPIRITUAL BEINGS who want meaning, they are the most valuable organizational assets – stewards of certain resources. - Work must be made challenging and fulfilling.
  20. 20. People – it is based on the effectiveness of the people; it recognizes the value of people because people produce everything else. Self – change and improvement must begin with ones self.
  21. 21. Style – participative styles of management create more innovation, initiative and commitment, but also more unpredictable behavior. Skills - skills such as delegation, communication, negotiation, and self-management are fundamental to high performance.
  22. 22. 5. Shared Vision and Principles – a win-win performance agreement, where both parties share a common vision based on common principles. 6. Structure and System – in organizations, relationships and interactions requires some kind of structure and certain kinds of system, just like the ”human body”.
  23. 23. Strategy – should be congruent with the professed mission, with available resources, and with market conditions. Streams – these are the environments (inside and outside) which needs to be monitored to ensure that everything are in alignment with the organization’s vision, systems and the rest vis-à-vis external realities.
  24. 24. “Ineffective people try to manage their time around priorities. Effective people lead their lives according to principles”.
  25. 25. “The key to quality products and services is a quality person”.

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