This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
Situational leadership theory proposes that there is no single best leadership style and that effective leadership depends on the readiness level of the group or individual. The theory identifies four leadership styles (telling, selling, participating, and delegating) based on the amount of task behavior and relationship behavior exhibited. It also identifies four developmental levels of group maturity (M1-M4). The theory asserts that effective leadership involves matching one's style to the competence and commitment level (D1-D4) of the group for the task. The key to effective leadership is correctly assessing the situation and applying the appropriate leadership style.
This document contains a learning outline for a chapter on leadership from a management textbook. The outline covers various theories of leadership, including trait theories, behavioral theories, contingency theories like Fiedler's model and path-goal theory, and current approaches like transformational leadership. It also discusses leadership issues like power, trust, empowering employees, cross-cultural leadership, and when leadership may be irrelevant. The document provides definitions and comparisons of the different leadership concepts discussed in the textbook chapter.
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
A work place comprises of employees' with varied level of development. It is the responsibility of a Manager to understand the people working with him and deploy the best leadership style to get the best out of them.
This presentation describes situational leadership, and how it can be used to make you a better leader
The Situational Leadership model was created by Paul Hersey and Ken Blanchard, all rights of the term belong to them and them alone.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
Situational leadership theory proposes that there is no single best leadership style and that effective leadership depends on the readiness level of the group or individual. The theory identifies four leadership styles (telling, selling, participating, and delegating) based on the amount of task behavior and relationship behavior exhibited. It also identifies four developmental levels of group maturity (M1-M4). The theory asserts that effective leadership involves matching one's style to the competence and commitment level (D1-D4) of the group for the task. The key to effective leadership is correctly assessing the situation and applying the appropriate leadership style.
This document contains a learning outline for a chapter on leadership from a management textbook. The outline covers various theories of leadership, including trait theories, behavioral theories, contingency theories like Fiedler's model and path-goal theory, and current approaches like transformational leadership. It also discusses leadership issues like power, trust, empowering employees, cross-cultural leadership, and when leadership may be irrelevant. The document provides definitions and comparisons of the different leadership concepts discussed in the textbook chapter.
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
A work place comprises of employees' with varied level of development. It is the responsibility of a Manager to understand the people working with him and deploy the best leadership style to get the best out of them.
This presentation describes situational leadership, and how it can be used to make you a better leader
The Situational Leadership model was created by Paul Hersey and Ken Blanchard, all rights of the term belong to them and them alone.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership Powerpoint Presentation Slides. It's iridescence increases interest. https://bit.ly/3x4FNNn
The document discusses various theories and concepts related to leadership. It defines leadership as a process where a person influences others to accomplish an objective and directs an organization. The document outlines four factors of leadership: the leader, followers, situation, and communication. It also discusses different leadership styles such as authoritarian, democratic, paternalistic, and laissez-faire. Finally, the document presents Robert Blake and Jane Mouton's Managerial Grid model which illustrates different leadership behaviors based on concern for tasks and concern for people.
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
The new employee was not given proper instructions and did not know what to do when left alone to enter data. As a result, no work was completed and deadlines were missed. Although blaming the employee is tempting, the manager shares responsibility for not properly training the employee and ensuring they understood their tasks before leaving them unattended. Providing clear expectations and availability to answer questions could have prevented the lost time.
Group 9's presentation covered various topics related to leadership including:
1. Definitions of leadership from different sources and theorists.
2. Theories of leadership evolution over time from trait theories to current situational, transformational, and environmental leadership theories.
3. Contexts of leadership in organizations, management, groups, and other species.
4. Styles of leadership including autocratic, participative, and laissez-faire with their characteristics and appropriate contexts.
This document summarizes several theories of leadership, including trait theories that identify personality and intellectual traits that differentiate leaders, behavioral theories that examine specific leader behaviors, and contingency theories that propose effective leadership depends on situational factors. It discusses traits like intelligence, responsibility, competence. behavioral styles of concern for tasks vs people, and directive vs participative leadership. Contingency theories covered include Fiedler's model linking leader style to situation control, path-goal theory focusing on assisting followers, and situational leadership theory proposing the right style depends on follower readiness. It contrasts managers who do things right with leaders who do the right things and produce change.
Situational leadership theory proposes that effective leadership requires adapting one's style to the demands of different situations. The theory evaluates a worker's competence and commitment to determine one of four leadership styles: directing, coaching, supporting, or delegating. As a worker's competence and commitment increase through different developmental levels, the leader should adapt their style to give less input and direction. While widely used, situational leadership has also received some criticism for its limited research support and ambiguity around defining developmental levels.
Know how effective team management can lead to successful team work, which in turn can ultimately lead to the successful organization http://bit.ly/ZZNmC2
This document summarizes a presentation on project leadership and change management. It discusses components of project leadership like creating vision, guiding teams, and being an agent of change. It also examines different leadership styles and their suitability for projects. Change management is explored through characteristics of change-capable teams, managing resistance to change, and using models like ADKAR. The role of leadership in change is defined as providing vision and support through transitions. Techniques for reducing resistance include communication and participation. The document provides activities for participants to discuss leadership and change processes for a state education project.
The document discusses situational leadership theory, which proposes that effective leadership depends on the development level of followers. It describes four leadership styles based on the amount of direction and support provided: directing, coaching, supporting, and delegating. The optimal style depends on followers' competence and commitment levels, with more directive styles used for low development levels and less directive styles for high development levels. Mismatches between leadership style and follower development can decrease effectiveness.
This document discusses various theories and styles of leadership. It defines leadership as motivating a group towards a common goal. Leadership theories covered include trait theory, behavioral theory, and contingency theory models like Fiedler's, situational, and path-goal theories. It also outlines different leadership styles such as transformational, transactional, servant, autocratic, laissez-faire, democratic, bureaucratic, and charismatic. The document emphasizes that the best leadership style depends on the situation and that Prophet Muhammad exemplified strong leadership through confidence, vision, planning, teamwork and other qualities.
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015Danielle Kautz
This document provides an overview of situational leadership training. It discusses the purposes and learning objectives, which include developing leadership flexibility and the ability to diagnose different development levels in others. The core of the training is the Situational Leadership II Model, which involves two leadership skills: flexibility in adapting one's style, and diagnosis of an individual's competence and commitment levels. Trainees learn to identify four development levels (Enthusiastic Beginner, Disillusioned Learner, Capable Performer, Self-Reliant Achiever) and match one of four leadership styles to best support the individual in their development.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence.
For More Details Visit Now: https://www.dewaninstitutes.com/
This document summarizes key concepts from the book "Leadership in Organizations Management 6th Ed." by Richard Daft. It defines leadership and distinguishes it from management. Leadership involves influencing others towards goals using sources of power like position, reward, expertise and relationships. Theories discussed include trait approaches, behavioral and contingency theories like Fiedler's, path-goal theory and substitutes for leadership. Emerging concepts covered are transformational, virtual, servant and level 5 leadership suited for new workplaces.
The team leader is the main link between the organization’s goals and the people who are responsible for the daily activities that make those goals a reality. Because of the necessary and integral role that this position plays, it is obvious that good team leaders are key to the success of any organization.
Many everyday decisions required within this role affect the revenue, productivity, service levels as well as attitudes and morale. With a role and function of this magnitude, it would seem logical that the process of becoming a team leader would require years of training. However, most team leaders have had little or no training in the required skills.More often than not, today’s teams leaders are men and women who have been promoted from being a superworker to being a team leader. However with the development of some key skills, the superworker can successfully transition into a super team leader!
Learn how to :
Understand the roles and function of a successful team leader
Maximize their power of influence to build a cohesive and productive team
Create clear results-focused action plans
Manage their time to ensure deadlines are met and projects are brought to a successful completion
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
Change management involves creating and implementing roles, processes, and tools to effectively manage how people are affected by organizational changes. It requires involvement from various groups like the project team, senior leaders, managers, and employees. There are different levels and phases of change management. The ADKAR model is a foundational tool that identifies key components for managing change, including creating awareness of the need for change, developing a desire to support it, providing knowledge and ability to implement changes, and reinforcing changes.
The document discusses the three basic characteristics of strong leaders: calling, character, and competency. It states that true leaders have a sense of calling to their task and this calling gives them focus and an artistic drive. Strong character is also important for leaders, which is demonstrated through their daily actions, speech, personality, and behavior. Finally, competency, the ability to successfully perform tasks, is key for leaders as it will be noticed by others and inspire them. Strong leaders know their limits and call on others for help.
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership Powerpoint Presentation Slides. It's iridescence increases interest. https://bit.ly/3x4FNNn
The document discusses various theories and concepts related to leadership. It defines leadership as a process where a person influences others to accomplish an objective and directs an organization. The document outlines four factors of leadership: the leader, followers, situation, and communication. It also discusses different leadership styles such as authoritarian, democratic, paternalistic, and laissez-faire. Finally, the document presents Robert Blake and Jane Mouton's Managerial Grid model which illustrates different leadership behaviors based on concern for tasks and concern for people.
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
The new employee was not given proper instructions and did not know what to do when left alone to enter data. As a result, no work was completed and deadlines were missed. Although blaming the employee is tempting, the manager shares responsibility for not properly training the employee and ensuring they understood their tasks before leaving them unattended. Providing clear expectations and availability to answer questions could have prevented the lost time.
Group 9's presentation covered various topics related to leadership including:
1. Definitions of leadership from different sources and theorists.
2. Theories of leadership evolution over time from trait theories to current situational, transformational, and environmental leadership theories.
3. Contexts of leadership in organizations, management, groups, and other species.
4. Styles of leadership including autocratic, participative, and laissez-faire with their characteristics and appropriate contexts.
This document summarizes several theories of leadership, including trait theories that identify personality and intellectual traits that differentiate leaders, behavioral theories that examine specific leader behaviors, and contingency theories that propose effective leadership depends on situational factors. It discusses traits like intelligence, responsibility, competence. behavioral styles of concern for tasks vs people, and directive vs participative leadership. Contingency theories covered include Fiedler's model linking leader style to situation control, path-goal theory focusing on assisting followers, and situational leadership theory proposing the right style depends on follower readiness. It contrasts managers who do things right with leaders who do the right things and produce change.
Situational leadership theory proposes that effective leadership requires adapting one's style to the demands of different situations. The theory evaluates a worker's competence and commitment to determine one of four leadership styles: directing, coaching, supporting, or delegating. As a worker's competence and commitment increase through different developmental levels, the leader should adapt their style to give less input and direction. While widely used, situational leadership has also received some criticism for its limited research support and ambiguity around defining developmental levels.
Know how effective team management can lead to successful team work, which in turn can ultimately lead to the successful organization http://bit.ly/ZZNmC2
This document summarizes a presentation on project leadership and change management. It discusses components of project leadership like creating vision, guiding teams, and being an agent of change. It also examines different leadership styles and their suitability for projects. Change management is explored through characteristics of change-capable teams, managing resistance to change, and using models like ADKAR. The role of leadership in change is defined as providing vision and support through transitions. Techniques for reducing resistance include communication and participation. The document provides activities for participants to discuss leadership and change processes for a state education project.
The document discusses situational leadership theory, which proposes that effective leadership depends on the development level of followers. It describes four leadership styles based on the amount of direction and support provided: directing, coaching, supporting, and delegating. The optimal style depends on followers' competence and commitment levels, with more directive styles used for low development levels and less directive styles for high development levels. Mismatches between leadership style and follower development can decrease effectiveness.
This document discusses various theories and styles of leadership. It defines leadership as motivating a group towards a common goal. Leadership theories covered include trait theory, behavioral theory, and contingency theory models like Fiedler's, situational, and path-goal theories. It also outlines different leadership styles such as transformational, transactional, servant, autocratic, laissez-faire, democratic, bureaucratic, and charismatic. The document emphasizes that the best leadership style depends on the situation and that Prophet Muhammad exemplified strong leadership through confidence, vision, planning, teamwork and other qualities.
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015Danielle Kautz
This document provides an overview of situational leadership training. It discusses the purposes and learning objectives, which include developing leadership flexibility and the ability to diagnose different development levels in others. The core of the training is the Situational Leadership II Model, which involves two leadership skills: flexibility in adapting one's style, and diagnosis of an individual's competence and commitment levels. Trainees learn to identify four development levels (Enthusiastic Beginner, Disillusioned Learner, Capable Performer, Self-Reliant Achiever) and match one of four leadership styles to best support the individual in their development.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence.
For More Details Visit Now: https://www.dewaninstitutes.com/
This document summarizes key concepts from the book "Leadership in Organizations Management 6th Ed." by Richard Daft. It defines leadership and distinguishes it from management. Leadership involves influencing others towards goals using sources of power like position, reward, expertise and relationships. Theories discussed include trait approaches, behavioral and contingency theories like Fiedler's, path-goal theory and substitutes for leadership. Emerging concepts covered are transformational, virtual, servant and level 5 leadership suited for new workplaces.
The team leader is the main link between the organization’s goals and the people who are responsible for the daily activities that make those goals a reality. Because of the necessary and integral role that this position plays, it is obvious that good team leaders are key to the success of any organization.
Many everyday decisions required within this role affect the revenue, productivity, service levels as well as attitudes and morale. With a role and function of this magnitude, it would seem logical that the process of becoming a team leader would require years of training. However, most team leaders have had little or no training in the required skills.More often than not, today’s teams leaders are men and women who have been promoted from being a superworker to being a team leader. However with the development of some key skills, the superworker can successfully transition into a super team leader!
Learn how to :
Understand the roles and function of a successful team leader
Maximize their power of influence to build a cohesive and productive team
Create clear results-focused action plans
Manage their time to ensure deadlines are met and projects are brought to a successful completion
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
Change management involves creating and implementing roles, processes, and tools to effectively manage how people are affected by organizational changes. It requires involvement from various groups like the project team, senior leaders, managers, and employees. There are different levels and phases of change management. The ADKAR model is a foundational tool that identifies key components for managing change, including creating awareness of the need for change, developing a desire to support it, providing knowledge and ability to implement changes, and reinforcing changes.
The document discusses the three basic characteristics of strong leaders: calling, character, and competency. It states that true leaders have a sense of calling to their task and this calling gives them focus and an artistic drive. Strong character is also important for leaders, which is demonstrated through their daily actions, speech, personality, and behavior. Finally, competency, the ability to successfully perform tasks, is key for leaders as it will be noticed by others and inspire them. Strong leaders know their limits and call on others for help.
This slideshow examines the meaning of leadership in modern organisations. How are we to understand leadership? Is it through the personality or behaviours of individuals who occupy leadership positions, or is it through the processes they enact, or the results they achieve? What are the key characteristics of successful executives today? This presentation explores these questions.
This document discusses different leadership styles:
1) It outlines five basic leadership styles - autocratic, bureaucratic, laissez-faire, democratic, and charismatic.
2) It provides descriptions of each style, including when each style is most effective. For example, the autocratic style retains power with the leader and is effective for new/untrained employees, while the democratic style includes others in decision making and is effective for team building.
3) It poses questions at the end about which style is most/least effective, which style audience members prefer in leaders, and what style best describes themselves.
This document discusses the characteristics and behaviors of "Nice Leaders". It argues that Nice Leaders are able to accomplish goals through understanding others rather than judging them, motivating through commitment rather than directives, and effective communication, listening and feedback. Nice Leaders realize people's personalities cannot be changed but they can take actions to facilitate relationships. Communication is emphasized as critical for leadership, with Nice Leaders establishing trust and making logical, emotionally compelling arguments through good organization and style. Barriers to communication are also examined. In the end, Nice Leadership involves treating people with humanity, understanding others' perspectives, and fairness.
Leadership Quest is a Christian leadership training program for students that aims to strengthen faith, expand vision for life, and equip students to make a difference for Christ. Through workshops, Bible study, projects, evening activities and more, students will draw closer to God, gain life skills, be inspired and challenged, and make new friends. Past attendees reported feeling more confident, gaining a renewed sense of purpose and belief in their dreams and abilities to impact others for their faith.
This document contains inspirational quotes about leadership, imagination, enthusiasm, positive thinking, and making the most of your potential. The quotes encourage leading by inspiring others, knowing how to command through first learning to obey, finding what lies beyond hopes through hope itself, going beyond perceived limits into the impossible, it's never too late to change your path, keeping an open yet discerning mind, using imagination to go far, achieving great things through enthusiasm, focusing on what you can do rather than what you can't, and maintaining a positive outlook.
Sheryl Sandberg is the COO of Facebook and one of the few female self-made billionaires. As a leader, she acts as an innovation coach, learning advocate, critic, and provocateur. She is also a direction setter who draws on the struggles of past foremothers to encourage moving forward. As a storyteller and meaning maker, Sandberg shares her experiences openly and honestly to build community and provide guidance to others. Her TED talks focus on themes of women in leadership, stereotypes that hold women back, and having the confidence to ask for what they want.
The document discusses what makes effective leadership. It lists personal traits like self-confidence, initiative, and communication skills, as well as managerial traits such as administrative ability, technical knowledge, and ability to deal with people, that effective leaders possess. It also discusses prerequisites of leadership like developing voluntary cooperation, exercising authority when needed, building confidence in followers, and effective communication. The document emphasizes that true leadership requires confidence, courage to make tough decisions, and compassion for others' needs.
“To add value to others, one must first value others.” - John Maxwell
This presentation is based on Leadership training
for new businessman, entrepreneur and other management student ...
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Rahul Kunwar
rajcite@gmail.com
08051139888
Corporate Trainer & Motivational Speaker
Mumbai, Maharashtra
To be a good leader, one must know themselves and be willing to grow, establish clear goals and a vision for their group to work towards, and know each member of their team in order to motivate them and get the best from individuals. Effective communication, both talking to share ideas and listening to others, as well as evaluating performances and showing appreciation, are also important skills for a leader.
The proposed XYZ Leadership Training is aimed at guiding college students to develop leadership skills. It will help students manage decisions, build relationships, and become effective leaders. The training will use modern techniques like power point presentations and activities to build self-esteem. Participants will gain knowledge in leadership skills not fully covered in school. The training is expected to enhance students' basic leadership foundations and help them improve skills to become better leaders. It will also provide an opportunity to apply theoretical knowledge in practice and learn responsibility.
A leader possesses many important traits that allow them to successfully guide an organization or team. Some key traits of a good leader include having a clear vision for the future, being dedicated to achieving objectives, employing strategic thinking, delegating responsibilities effectively, and motivating others. Good communication skills are also essential for a leader to share their vision and inspire others.
Lead follow or get out of the way. One of my favorite quotes about how to be a leader. This got me thinking about what the strongest traits are for business leaders. Leadership as some identifiable attributes and we captured them here.
This document discusses different leadership styles including totalitarianism, autocratic, democratic, laissez-faire, theocratic, and aristocracy. It provides the characteristics, when each style can be effective, and examples of when it may be ineffective. Totalitarianism involves absolute control by a political party and a dictator with complete power. It can be effective when a goal must be met by a deadline, but ineffective if citizens do not agree with the rules or leaders do not follow their own rules. Democratic leadership involves decisions by majority and power resting with citizens.
This document outlines the Youth Leadership Training Continuum used in Boy Scouts, which includes Troop Leadership Training (TLT) at the troop level, National Youth Leadership Training (NYLT) at the council level, and National Advanced Youth Leadership Experience (NAYLE) at the national level. It focuses on TLT, which is conducted by the Scoutmaster and Senior Patrol Leader. TLT includes three one-hour modules that teach youth leaders about their roles and responsibilities, how to fulfill their positions effectively, and what is expected of them as leaders. The goal is for Scouts to understand leadership, be able to work as a team toward a shared vision of success, and empower their patrol members through servant leadership.
Evolution of management thought in detail..Sumiran Sinha
This document provides an overview of the evolution of management theories from the late 19th century to modern times. It describes early theories including scientific management, bureaucracy, and administrative management principles. It then covers behavioral management including the Hawthorne Studies and McGregor's Theory X and Y. Later sections discuss management science, systems theory, contingency theory, and the mechanistic and organic organizational structures that managers can use depending on the situation.
Objective: To acquaint/inform you with the functional basics of custom & etiquette
Why it is important:
The Purpose of a Handshake
Handshake Etiquette
Know When to Initiate
Connect other waves
Stand and Look the Person in the Eye
Acceptable Social distance
Offer a Greeting Before and During
Handshake Should be Firm but Not Crushing
Should be Approximately 2-3 Seconds Long
Be Aware of Other Hand
Shake Hands in an Up-and-Down Motion
Hands should be dry and not sweaty
Email Etiquette
Parts of an Email
Sending a Professional email
Enabling objectives: To know about the ESSENTIAL & EFFECTIVE skills for a salesperson
Contents:
Definition of selling, skill
Products feature & benefits
Basic Principles of Selling
Effective Selling Steps
Selling process
Essential qualities of a salesperson
Qualities of a successful salesperson
Types of Customers
Segmentation, Targeting & Positioning and Product brandingArfan Ahmed Shourov
This document discusses market segmentation, targeting, positioning, and profiling. It provides details on the basis for market segmentation including gender, age, income, lifestyle, and health. It outlines requirements for effective segmentation and evaluating market segments. Targeting and positioning strategies are explained. Positioning is described as designing a company's offering and image to occupy a distinctive place in the target market's mind. Common branding mistakes are listed such as inconsistent identity, poor visuals, not training employees, and failing to focus on the core service.
Job Satisfaction: The degree of pleasure an employee derives from his or her job.
Employee Responses to Dissatisfaction
Learn how to Motivate A Team
Maslow’s Hierarchy of Needs
How Eliminate Job Dissatisfaction
Create Conditions for Job Satisfaction
Motivational Preferences in differ need level
Motivation tools in differ need level
Universal Motivation tools
Other types of job interviews:
1. Behavioral Interviews: Behavioral based interviewing is interviewing based on discovering how the interviewee acted in specific employment-related situations. Example: Behavioral Interview and STAR (Situation, Task, Action, Result) interview
2. Case Interviews: Case interviews are used most often in management consulting and investment banking interviews and require interviewees to demonstrate their analytical ability and problem-solving skills.
3. Competency Based Interviews: Competency based interviews require interviewees to give specific examples of times in which they demonstrated particular skills or attitudes. Here's information on how they work, how to prepare, as well as sample questions.
4. Phone Interviews: While interviewer actively job searching, it's important to be prepared for a phone interview on a moment's notice. Here's how to prepare for a telephone interview.
5. Second Interviews: Interviewee passed the first interview with flying colors and interviewee just got a call to schedule a second interview. Here are suggestions on how to use interviewer second job interview to help secure an offer.
6. Structured Interview: A structured interview is a standardized method of comparing job candidates. A structured interview format is typically used when an employer wants to assess and compare candidates impartially. If the position requires specific skills and experience, the employer will draft interview questions focusing exactly on the abilities the company is seeking.
7. Unstructured Job Interview: An unstructured interview is a job interview in which questions may be changed based on the interviewee's responses. While the interviewer may have a few set questions prepared in advance, the direction of the interview is rather casual, and questions flow is based on the direction of the conversation. Unstructured interviews are often seen as less intimidating than formal interviews. However, because each interviewee is asked different questions, this method is not always reliable.
8. Tele Conference Interview: Tips and suggestions for successfully interviewing via video.
9. Stress Interview: It is conducted to evaluate the behavior of the candidate under stressful conditions. How does a can¬didate react to stress? Whether they remain quiet and calm or becomes stressed, can be judged by creating different stressful conditions around, and the case with which they get out of it indicates their stress-handling capacity in future.
10. Panel Interview: A selection committee appointed for interviewing candidates is called a panel. It generally consists of three or more members who collectively perform the task of selection. The final decision is taken with the consent of all panel members.
Mechanism Antibiotic Resistance
Intrinsic (Natural)
Acquired
Chromosomal
Extra chromosomal
Intrinsic Resistance
Lack target : No cell wall; innately resistant to penicillin
2. Drug inactivation: Cephalosporinase in Klebsiella
3. Innate efflux pumps:
It is an active transport mechanism. It requires ATP.
Eg. E. coli, P. aeruginosa
Altered target sites
PBP alteration
Ribosomal target alteration
Decreased affinity by target modification
Beta-lactamase
Beta-lactamases are enzymes produced by bacteria that provide resistance to β-lactam antibiotics such as penicillins, cephamycins, and carbapenems
Major resistant Pathogen
1. PRSP- Penicillin resistant Streptococcus pneumoniae2. MRSA/ORSA- Methicillin-resistant Staphylococcus Aureus (Super bug)3. VRE -Vancomycin-Resistant Enterococci4. Carbapenem resistant pseudomonas aeruginosa5. Carbapenem resistant Carbapenem resistant 6. Extended spectrum beta-lactamase (ESBL)-producing bacteria
Bacteria
Difference between Eukaryotic and Prokaryotic cell
Classification of Bacterial
According to gram-staining : 2 types
According to morphology: 3 types
According to oxygen requirement : 3 types
Gram-staining
Difference between gram positive & gram negative bacteria
Enzyme production
Coagulase
Beta-lactamase
This document provides an overview of pharmacovigilance basics. It defines pharmacovigilance as the science and activities relating to the detection, assessment, understanding and prevention of adverse effects or any other drug-related problems. The document discusses key events in pharmacovigilance such as the thalidomide disaster and various drug withdrawals. It also covers adverse event reporting requirements and challenges, the importance of pharmacovigilance in ensuring drug safety, and common pharmacovigilance terms and concepts.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise stimulates the production of endorphins in the brain which elevate mood and reduce stress levels.
The document provides an overview of the cardiovascular system including its main components and functions. It describes the heart anatomy, blood circulation, types of blood vessels, cardiac cycle, electrophysiology, role of calcium in muscle contraction, hemodynamics, and nervous system regulation. The cardiovascular system functions to pump blood throughout the body to deliver oxygen and nutrients and remove waste through a dual circulatory pathway consisting of the pulmonary and systemic circuits.
The word "suture" describes any strand of material used to ligate (tie) blood vessels or approximate (bring close together) tissues. Sutures are used to close wounds.
Properties of Suture Material…
Characteristics of an Ideal Suture
Suture classification
Classifying Suture Material…
MONOFILAMENT VS. MULTIFILAMENT STRANDS
Disadvantages of Braided Sutures
ABSORBABLE SUTURES vs NONABSORBABLE SUTURES
Natural Suture
Customer attendant netiquettes
Customer
relationship
. Improve business
2. Retain customer
3. Attract new customer
4. Increase profitability
5. Decrease customer
management cost
Customer Retention Strategies
Set customer expectations
2. Be the expert
3. Build trust through relationships
4. Implement anticipatory service
5. Build KPI’s around customer service
6. Build relationships online
7. Implement customer feedback surveys
Handle customer complain
How to Say NO Without Feeling Guilty
Acknowledge that you can't do everything
Know that you can't please everyone
Understand why you have a hard time saying no.
Understand the different tactics people use to get you to say "yes.“
Explain why you can't do it
Give the person some alternatives.
Remain polite to say No
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
8. 3 Ways to Become Leaders
Some personality traits may lead people
naturally into leadership roles.
--Trait Theory.
che guevara
ARFAN AHMED SHOUROV 8
9. A crisis or important event may
cause a person to rise to the
occasion, which brings out
extraordinary leadership
qualities in an ordinary person.
Great Events Theory.
Mahatma Gandhi
ARFAN AHMED SHOUROV 9
10. People can choose to become leaders.
People can learn leadership skills.
--Transformational Leadership Theory.
shakib al hasan
ARFAN AHMED SHOUROV 10
13. “Isolates”
“Isolates” are followers who have given up on involvement
Isolates are completely detached. They don't care about their leaders, know anything
about them or respond to them in any obvious wayARFAN AHMED SHOUROV 13
16. Activists
“Activists” care so much that they will go to extremes to support their
leaders or take active steps to replace them.
ARFAN AHMED SHOUROV 16
19. Teamwork is the ability to work together toward a common vision. The ability to direct individual
accomplishments toward organizational objectives. It is the fuel that allows common people to
attain uncommon results. It is also very important that everyone else on the team understands
the meaning of teamwork. Here are 10 Lessons About Teamwork :
ARFAN AHMED SHOUROV 19
23. How to Be a Good Leader
1. Be a good role model.
2. Be clear about your rules and expectations.
3. Leave room for input
4. Reward employees for good behavior.
5. Be liked
ARFAN AHMED SHOUROV 23
24. 9 dot test
LinkThe "nine dots".
link all 9 dots using straight lines , without lifting the pen and without tracing the same line
more than once. One the 9 dots by one lineARFAN AHMED SHOUROV 24
Isolates
Isolates are completely detached. They don't care about their leaders, know anything about them or respond to them in any obvious way. Their alienation is, nevertheless, of consequence. By default – by knowing nothing and doing nothing – isolates strengthen leaders who already have the upper hand.
Bystanders
Bystanders observe but do not participate. They make a deliberate decision to stand aside, disengaging from their leaders and the group. This withdrawal is, in effect, a declaration of neutrality that amounts to tacit support for the status quo.
Participants
Participants are in some way engaged. They clearly favor or oppose their leaders and the groups and organizations of which they are a part. In either case, they care enough to invest some of what they have (time, for example) to have an impact.
Activists
Activists feel strongly about their leaders, and they act accordingly. They are eager, energetic and engaged. Because they are heavily invested in people and process, they work hard on behalf of their leaders or to undermine and even unseat them.
Diehards
Diehards are prepared to die for their cause, whether that is an individual, an idea or both. Diehards are deeply devoted to their leaders or, in contrast, ready to remove them from positions of power, authority and influence by any means necessary. Diehards are defined by their dedication, including their willingness to risk life and limb. Being a diehard is all-consuming. It is who you are. It determines what you do.
Participants
Participants are in some way engaged. They clearly favor or oppose their leaders and the groups and organizations of which they are a part. In either case, they care enough to invest some of what they have (time, for example) to have an impact.
Activists
Activists feel strongly about their leaders, and they act accordingly. They are eager, energetic and engaged. Because they are heavily invested in people and process, they work hard on behalf of their leaders or to undermine and even unseat them.
Diehards
Diehards are prepared to die for their cause, whether that is an individual, an idea or both. Diehards are deeply devoted to their leaders or, in contrast, ready to remove them from positions of power, authority and influence by any means necessary. Diehards are defined by their dedication, including their willingness to risk life and limb. Being a diehard is all-consuming. It is who you are. It determines what you do.
Participants
Participants are in some way engaged. They clearly favor or oppose their leaders and the groups and organizations of which they are a part. In either case, they care enough to invest some of what they have (time, for example) to have an impact.
Activists
Activists feel strongly about their leaders, and they act accordingly. They are eager, energetic and engaged. Because they are heavily invested in people and process, they work hard on behalf of their leaders or to undermine and even unseat them.
Diehards
Diehards are prepared to die for their cause, whether that is an individual, an idea or both. Diehards are deeply devoted to their leaders or, in contrast, ready to remove them from positions of power, authority and influence by any means necessary. Diehards are defined by their dedication, including their willingness to risk life and limb. Being a diehard is all-consuming. It is who you are. It determines what you do.
Participants
Participants are in some way engaged. They clearly favor or oppose their leaders and the groups and organizations of which they are a part. In either case, they care enough to invest some of what they have (time, for example) to have an impact.
Activists
Activists feel strongly about their leaders, and they act accordingly. They are eager, energetic and engaged. Because they are heavily invested in people and process, they work hard on behalf of their leaders or to undermine and even unseat them.
Diehards
Diehards are prepared to die for their cause, whether that is an individual, an idea or both. Diehards are deeply devoted to their leaders or, in contrast, ready to remove them from positions of power, authority and influence by any means necessary. Diehards are defined by their dedication, including their willingness to risk life and limb. Being a diehard is all-consuming. It is who you are. It determines what you do.
Communication and Icebreakers
http://www.huddle.com/blog/team-building-activities/
Leadership is not a position. It’s the ability to obtain followers, create trust, and have a positive impact on those around you.
Here are 6 characteristics of a great leader:
1. Integrity. Integrity means doing the right thing regardless of circumstances. If you promise that you’re going to do something… do it! Your students need to know you have integrity in order to build trust in your leadership capabilities.
2. Faith. People, especially your students, need to know that you have faith in them! Try to focus on the good things you see them accomplish, building them up a little each day. This will nearly always encourage them to continue improving.
3. Listening. Listening is absolutely vital to solid leadership. You need to be a good listener, even when faced with criticism, whining, tattling, complaining, and crying! (Hopefully those will only be an issue with children…)
4. Understanding. Always try to understand where people are coming from. Is a child crying all the time because they are hungry? Why does that one child pull away every time you go to give them a hug? Before you can affect people, you must first understand them.
5. Guidance. Effective leaders will make students (and people) feel better. Proper guidance doesn’t involve forcing people to do things—it means naturally directing them toward improvement and success.
6. Empowering. When you lead people effectively, you make them feel like they can achieve more than they could before. Good teaching and positivity will drive people to try harder and do more, thus, empowering them.