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khalil darvishali   1
   What was leadership? A simple definition of
    leadership is that leadership is the art of
    motivating a group of people to act towards
    achieving a common goal.

   or

   Leadership is "organizing a group of people
    to achieve a common goal". The leader may
    or may not have any formal authority.

                                khalil darvishali   2
1- Trust

As a Group Leader, you've got to establish confidence. Every
member of your team must trust you. It is your responsibility to
build that confidence towards you and towards every members
of your team.

2- Coherence

You've got to walk your talk. What you say is what you do.
Coherence between your teaching and your own actions will
have a significant effect on your team : it will have a direct
influence upon the trust of your team members towards you.
The less your team trust you, the less your message will be
heard.



                                         khalil darvishali         3
3- Competence

No leader can survive incompetence. Knowing how to
resource yourself and knowing how to surround yourself
are 2 qualities that every leaders possess.
 What the leader don't know, he learns it or he makes
  someone who knows about it to execute the task.

4- Collaboration

The more successful people there will be in your team,
the more success YOU will have but... BE CAREFUL.... As
your member gets bigger and bigger, make sure they
treat their downline with respect. Never let your people
by themselves. Always bring them to their best. Be sure
you make that statement duplicatable otherwise your
downline will stop growing at some point making you
lose maybe thousands of dollars. Make sure the heavy-
hitters of your team know about this.

                                   khalil darvishali       4
5- Competition

Drive your team towards excellence. Be sure your team
understand the different levels in your company. You've got to
drive the member of your team towards their next level. Let
your team know the success of everyone. As soon as someone
reach his own next level. Announce it to your team. This will
favour the developpement of your group.

6- Contribution

This is the guard angel of the team spirit. If all the members of
your team contribute to bring the best out of themself you will
lead a group that has very good potential to hit hard....as a
team. Every members must contribute in some ways. If they
don't work their business, they will not make money and you
won't make money. Help them build their business.




                                         khalil darvishali          5
Managers do things right; leaders do the right
thing.At least so suggested Warren Bennis in
1989.(March 8, 1925 (age 87) (is an American
scholar, organizational consultant and author,
widely regarded as a pioneer of the contemporary
field of Leadership studies)
 This is the primary difference between a good
manager and a good leader. A good manager can
accomplish only what has been defined and
documented for him or her, yet a good leader
constantly questions why things are done the way
they are and is able to recognize the value and
potential of doing things differently. A good
leader is passionate about excellence and must
therefore strive for continuous improvements and
change.


                                   khalil darvishali   6
   One may wonder, how does a leader find the
    right things? The answer is simple, by asking the
    right questions:
   - What am I passionate about?
   - What are we passionate about?
   - What is our shared vision?
   - What are our goals?
   - Why are things done this way?
   - Is there a better way to these things?
   - Would changing the way we do things improve
    those things we are passionate about?
   - Do these changes support our vision?


                                  khalil darvishali     7
   A leader must also recognize that doing the
    right things also involves good timing. In
    other words, we must do the right things
    right, at the right time.




                                khalil darvishali   8
   He also listed eleven other distinctions:

1- Managers administer; leaders innovate.
2- Managers ask how and when; leaders ask what
and why.
3- Managers focus on systems; leaders focus on
people.
4- Managers maintain; leaders develop.
5- Managers rely on control; leaders inspire trust.
6- Managers have short-term perspective; leaders
have long-term
perspective.


                                   khalil darvishali   9
7- Managers accept the status; leaders challenge
the
status.
8- Managers have an eye on the bottom line;
leaders have an eye
on the horizon.
9- Managers imitate; leaders originate.
10- Managers emulate the classic good soldier;
leaders are their
own person.
11- Managers copy; leaders show originality.


                              khalil darvishali    10
   Values are those things that really matter to
    each of us ... the ideas and beliefs we hold as
    special. Caring for others, for example, is a
    value; so is the freedom to express our
    opinions.




                                 khalil darvishali    11
   Leaders know what they value. They also
    recognize the importance of ethical behavior. The
    best leaders exhibit both their values and their
    ethics in their leadership style and actions. Your
    leadership ethics and values should be visible
    because you live them in your actions every
    single day.

   A lack of trust is a problem in many workplaces.
    If leaders never identified their values in these
    workplaces, the mistrust is understandable.
    People don't know what they can expect. If
    leaders have identified and shared their values,
    living the values daily, visibly will create trust

                                    khalil darvishali    12
1-Respect All Persons(Actively value and honor
the similarities, difference and contributions of
every individual as a unique and contributing
member).

2-Be Vision and Purpose Minded

3-Do No Harm(Demonstrate active care for the
emotional, physical, spiritual, social, and
intellectual well being of every individual within
and outside of the organization.)

                               khalil darvishali     13
   4-Demonstrate Good Stewardship(Operate
    with integrity in the management/
    development of resources your organization
    has been entrusted with – create a legacy of
    leaving things better than you found them)
   5-Intentionally Influence(In both the
    leadership and followership roles that you
    have, build up, encourage, and advance the
    causes and purposes of Baylor and your
    organization – bringing about positive change
    in all arenas of influence.
   Leading from a foundation of your personal
    value system

                               khalil darvishali    14
   The following are examples of values. You might use
    these as the starting point for discussing values
    within your organization:

   ambition, competency, individuality, equality,
    integrity, service, responsibility, accuracy, respect,
    dedication, diversity, improvement, enjoyment/fun,
    loyalty, credibility, honesty, innovativeness,
    teamwork, excellence, accountability, empowerment,
    quality, efficiency, dignity, collaboration,
    stewardship, empathy, accomplishment, courage,
    wisdom, independence, security, challenge,
    influence, learning, compassion, friendliness,
    discipline/order, generosity, persistency,optimism,
    dependability, flexibility

                                     khalil darvishali       15
   As a leader, choose the values and the ethics
    that are most important to you, the values
    and ethics you believe in and that define your
    character. Then live them visibly every day at
    work. Living your values is one of the most
    powerful tools available to you to help you
    lead and influence others. Don't waste your
    best opportunity.




                                khalil darvishali    16
   Many organizations experience generational
    conflict. Older leaders have a hard time
    understanding, and therefore trusting,
    younger ones who are anxious to find their
    role in leadership. The latter often can't
    understand why older leaders believe and do
    what they do, and their questioning may lead
    to conflict.




                               khalil darvishali   17
   Most of this tension results from generational
    differences that exist because of contrasting
    values. We make choices and decisions based
    on our value system, and differing values
    often lead to misunderstandings and
    misinterpretation. This, in turn, hampers our
    relationships and lessens the effectiveness of
    our work together




                                khalil darvishali    18
khalil darvishali   19
   Moral reasoning is a study in psychology that overlaps
    with moral philosophy. It is also called moral
    development.

   Moral reasoning can be defined as being the process in
    which an individual tries to determine the difference
    between what is right and what is wrong in a personal
    situation by using logic. This is an important and often
    daily process that people use in an attempt to do the
    right thing. Every day for instance, people are faced with
    the dilemma of whether or not to lie in a given situation.
    People make this decision by reasoning the morality of
    the action and weighing that against its consequences.
   Although all moral choice can be seen as personal
    choice, some choices can be seen as an economic
    choice, or an ethical choice described by some ethical
    code or regulated by ethical relationships with others.
                                        khalil darvishali        20
   The first of these is moral sensitivity, which is
    "the ability to see an ethical dilemma, including
    how our actions will affect others.
   The second is moral judgment, which is "the
    ability to reason correctly about what 'ought' to
    be done in a specific situation.
   The third is moral motivation, which is "a
    personal commitment to moral action, accepting
    responsibility for the outcome.
    The fourth and final component of moral
    behavior is moral character, which is a
    "courageous persistence in spite of fatigue or
    temptations to take the easy way out


                                   khalil darvishali    21
khalil darvishali   22
   Why Leading across Cultures? International success is no
    longer a question of the size of an organisation, it is now
    more than ever about having the right people with the
    right skills. This is especially true in the case of
    international business managers and leaders. Managing
    international projects or multicultural teams requires to
    the ability to manage and understand cultural differences
    between employees and team members, as well as the
    diverse business cultures that exist across the world.

   Styles and approaches that work well at home when
    leading organisations or managing people are often less
    effective in a global context. This means that managers
    need to adopt a global mindset that allows them to flex
    their natural leadership styles and adapt their default
    behaviours to the culture and context they are working in.


                                         khalil darvishali        23
   Communicaid’s Leading across Cultures
    programme improves your cross-cultural
    leadership skills by increasing your
    understanding of culture and how it impacts
    global communication, working relationships and
    leadership styles. Training also helps you
    develop concrete strategies to adapt and improve
    your global leadership style as well as your ability
    to decipher relevant cross-cultural differences
    that affect your business context. After
    participating in a Leading across Cultures
    programme you will be better equipped to
    appropriately and effectively respond to cross-
    cultural challenges facing global leaders today.


                                    khalil darvishali      24
1-Communicaid’s Leading across Cultures
programme will provide you with:

2-An increased awareness of culture’s key drivers
and their impact on you as a global leader
3-An understanding of how different
communication styles affect international
business and leadership
4-Improved communication skills to positively
interact and lead colleagues and counterparts in a
global context


                               khalil darvishali     25
5-Enhanced leadership skills to more
effectively inspire and motivate people across
cultures
6-An opportunity to compare your experiences
of global leadership with people in a similar
role, furthering your understanding of culture’s
influence on global leadership
7-Concrete tools and strategies to improve
leadership and develop long-term relationships
with global colleagues.




                              khalil darvishali    26
khalil darvishali   27

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Advance leadership theory &practice. nahaiepptx

  • 2. What was leadership? A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal.  or  Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority. khalil darvishali 2
  • 3. 1- Trust As a Group Leader, you've got to establish confidence. Every member of your team must trust you. It is your responsibility to build that confidence towards you and towards every members of your team. 2- Coherence You've got to walk your talk. What you say is what you do. Coherence between your teaching and your own actions will have a significant effect on your team : it will have a direct influence upon the trust of your team members towards you. The less your team trust you, the less your message will be heard. khalil darvishali 3
  • 4. 3- Competence No leader can survive incompetence. Knowing how to resource yourself and knowing how to surround yourself are 2 qualities that every leaders possess.  What the leader don't know, he learns it or he makes someone who knows about it to execute the task. 4- Collaboration The more successful people there will be in your team, the more success YOU will have but... BE CAREFUL.... As your member gets bigger and bigger, make sure they treat their downline with respect. Never let your people by themselves. Always bring them to their best. Be sure you make that statement duplicatable otherwise your downline will stop growing at some point making you lose maybe thousands of dollars. Make sure the heavy- hitters of your team know about this. khalil darvishali 4
  • 5. 5- Competition Drive your team towards excellence. Be sure your team understand the different levels in your company. You've got to drive the member of your team towards their next level. Let your team know the success of everyone. As soon as someone reach his own next level. Announce it to your team. This will favour the developpement of your group. 6- Contribution This is the guard angel of the team spirit. If all the members of your team contribute to bring the best out of themself you will lead a group that has very good potential to hit hard....as a team. Every members must contribute in some ways. If they don't work their business, they will not make money and you won't make money. Help them build their business. khalil darvishali 5
  • 6. Managers do things right; leaders do the right thing.At least so suggested Warren Bennis in 1989.(March 8, 1925 (age 87) (is an American scholar, organizational consultant and author, widely regarded as a pioneer of the contemporary field of Leadership studies) This is the primary difference between a good manager and a good leader. A good manager can accomplish only what has been defined and documented for him or her, yet a good leader constantly questions why things are done the way they are and is able to recognize the value and potential of doing things differently. A good leader is passionate about excellence and must therefore strive for continuous improvements and change. khalil darvishali 6
  • 7. One may wonder, how does a leader find the right things? The answer is simple, by asking the right questions:  - What am I passionate about?  - What are we passionate about?  - What is our shared vision?  - What are our goals?  - Why are things done this way?  - Is there a better way to these things?  - Would changing the way we do things improve those things we are passionate about?  - Do these changes support our vision? khalil darvishali 7
  • 8. A leader must also recognize that doing the right things also involves good timing. In other words, we must do the right things right, at the right time. khalil darvishali 8
  • 9. He also listed eleven other distinctions: 1- Managers administer; leaders innovate. 2- Managers ask how and when; leaders ask what and why. 3- Managers focus on systems; leaders focus on people. 4- Managers maintain; leaders develop. 5- Managers rely on control; leaders inspire trust. 6- Managers have short-term perspective; leaders have long-term perspective. khalil darvishali 9
  • 10. 7- Managers accept the status; leaders challenge the status. 8- Managers have an eye on the bottom line; leaders have an eye on the horizon. 9- Managers imitate; leaders originate. 10- Managers emulate the classic good soldier; leaders are their own person. 11- Managers copy; leaders show originality. khalil darvishali 10
  • 11. Values are those things that really matter to each of us ... the ideas and beliefs we hold as special. Caring for others, for example, is a value; so is the freedom to express our opinions. khalil darvishali 11
  • 12. Leaders know what they value. They also recognize the importance of ethical behavior. The best leaders exhibit both their values and their ethics in their leadership style and actions. Your leadership ethics and values should be visible because you live them in your actions every single day.  A lack of trust is a problem in many workplaces. If leaders never identified their values in these workplaces, the mistrust is understandable. People don't know what they can expect. If leaders have identified and shared their values, living the values daily, visibly will create trust khalil darvishali 12
  • 13. 1-Respect All Persons(Actively value and honor the similarities, difference and contributions of every individual as a unique and contributing member). 2-Be Vision and Purpose Minded 3-Do No Harm(Demonstrate active care for the emotional, physical, spiritual, social, and intellectual well being of every individual within and outside of the organization.) khalil darvishali 13
  • 14. 4-Demonstrate Good Stewardship(Operate with integrity in the management/ development of resources your organization has been entrusted with – create a legacy of leaving things better than you found them)  5-Intentionally Influence(In both the leadership and followership roles that you have, build up, encourage, and advance the causes and purposes of Baylor and your organization – bringing about positive change in all arenas of influence.  Leading from a foundation of your personal value system khalil darvishali 14
  • 15. The following are examples of values. You might use these as the starting point for discussing values within your organization:  ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistency,optimism, dependability, flexibility khalil darvishali 15
  • 16. As a leader, choose the values and the ethics that are most important to you, the values and ethics you believe in and that define your character. Then live them visibly every day at work. Living your values is one of the most powerful tools available to you to help you lead and influence others. Don't waste your best opportunity. khalil darvishali 16
  • 17. Many organizations experience generational conflict. Older leaders have a hard time understanding, and therefore trusting, younger ones who are anxious to find their role in leadership. The latter often can't understand why older leaders believe and do what they do, and their questioning may lead to conflict. khalil darvishali 17
  • 18. Most of this tension results from generational differences that exist because of contrasting values. We make choices and decisions based on our value system, and differing values often lead to misunderstandings and misinterpretation. This, in turn, hampers our relationships and lessens the effectiveness of our work together khalil darvishali 18
  • 20. Moral reasoning is a study in psychology that overlaps with moral philosophy. It is also called moral development.  Moral reasoning can be defined as being the process in which an individual tries to determine the difference between what is right and what is wrong in a personal situation by using logic. This is an important and often daily process that people use in an attempt to do the right thing. Every day for instance, people are faced with the dilemma of whether or not to lie in a given situation. People make this decision by reasoning the morality of the action and weighing that against its consequences.  Although all moral choice can be seen as personal choice, some choices can be seen as an economic choice, or an ethical choice described by some ethical code or regulated by ethical relationships with others. khalil darvishali 20
  • 21. The first of these is moral sensitivity, which is "the ability to see an ethical dilemma, including how our actions will affect others.  The second is moral judgment, which is "the ability to reason correctly about what 'ought' to be done in a specific situation.  The third is moral motivation, which is "a personal commitment to moral action, accepting responsibility for the outcome.  The fourth and final component of moral behavior is moral character, which is a "courageous persistence in spite of fatigue or temptations to take the easy way out khalil darvishali 21
  • 23. Why Leading across Cultures? International success is no longer a question of the size of an organisation, it is now more than ever about having the right people with the right skills. This is especially true in the case of international business managers and leaders. Managing international projects or multicultural teams requires to the ability to manage and understand cultural differences between employees and team members, as well as the diverse business cultures that exist across the world.  Styles and approaches that work well at home when leading organisations or managing people are often less effective in a global context. This means that managers need to adopt a global mindset that allows them to flex their natural leadership styles and adapt their default behaviours to the culture and context they are working in. khalil darvishali 23
  • 24. Communicaid’s Leading across Cultures programme improves your cross-cultural leadership skills by increasing your understanding of culture and how it impacts global communication, working relationships and leadership styles. Training also helps you develop concrete strategies to adapt and improve your global leadership style as well as your ability to decipher relevant cross-cultural differences that affect your business context. After participating in a Leading across Cultures programme you will be better equipped to appropriately and effectively respond to cross- cultural challenges facing global leaders today. khalil darvishali 24
  • 25. 1-Communicaid’s Leading across Cultures programme will provide you with: 2-An increased awareness of culture’s key drivers and their impact on you as a global leader 3-An understanding of how different communication styles affect international business and leadership 4-Improved communication skills to positively interact and lead colleagues and counterparts in a global context khalil darvishali 25
  • 26. 5-Enhanced leadership skills to more effectively inspire and motivate people across cultures 6-An opportunity to compare your experiences of global leadership with people in a similar role, furthering your understanding of culture’s influence on global leadership 7-Concrete tools and strategies to improve leadership and develop long-term relationships with global colleagues. khalil darvishali 26