Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
Effective teamwork and communication are essential for business success. Good communication creates understanding between team members as they complete tasks, while teamwork provides diverse perspectives and improved efficiency. Managers must communicate strategically with employees to accomplish goals and maintain connections that allow the business to work efficiently.
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
The document outlines the steps involved in developing a strategic plan, including gathering information through tools like SWOT analysis, defining the vision, mission, values and strategy, setting goals and objectives, and ensuring stakeholders understand and support the strategic vision. It also discusses the importance of benchmarking, developing action plans for each department, and periodically reviewing and adjusting the strategic plan.
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
Effective teamwork and communication are essential for business success. Good communication creates understanding between team members as they complete tasks, while teamwork provides diverse perspectives and improved efficiency. Managers must communicate strategically with employees to accomplish goals and maintain connections that allow the business to work efficiently.
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
The document outlines the steps involved in developing a strategic plan, including gathering information through tools like SWOT analysis, defining the vision, mission, values and strategy, setting goals and objectives, and ensuring stakeholders understand and support the strategic vision. It also discusses the importance of benchmarking, developing action plans for each department, and periodically reviewing and adjusting the strategic plan.
Communication and leadership are closely intertwined. Effective communication involves encoding a message from the sender, transmitting it to a receiver, and having the receiver decode the message. Barriers to communication can prevent understanding and open communication where information is shared across all levels is important for an organization. Key aspects of communication include nonverbal cues, active listening, and selecting the right channel to deliver messages. The document emphasizes that communication is the most important skill for leadership success and that clear communication between leaders and employees is essential for an organization to thrive.
Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENTsourashtra
Meaning, Importance, Benefits to organisation and to an individual, Process,Difference between Training and Development, Models of T&D in Organisation, and Meaning and Charecteristics of Virtual organisation
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
This document summarizes a presentation on developing employee and organizational performance through performance appraisals and coaching. It discusses:
1) Linking performance appraisals and goal setting to coaching practices to improve employee performance, satisfaction, and retention.
2) Key elements of effective performance appraisal and coaching systems including feedback, clear expectations, and a continuous performance development cycle.
3) Barriers to performance management like inadequate manager skills and disconnect from organizational strategy.
Why Teams Fail & 14 Success Factors for a TurnaroundDiane Boivie
The document discusses reasons why teams fail and success factors for improving team performance and turnarounds. It provides 10 reasons why teams fail, including disempowering leadership and lack of accountability. It also lists 10 ways to improve teamwork, such as aligning teams around goals and strategies. Additionally, the document outlines 14 success factors for team turnarounds, including factors related to productivity like leadership and resources, as well as positivity factors like trust and respect. The purpose is to help teams assess weaknesses and make improvements to enhance performance.
The document discusses building high performance teams. It outlines the typical stages of team development: forming, storming, norming, performing, and adjourning. It describes the leader's role in guiding the team through each stage, such as communicating objectives during forming and stepping back to allow the team autonomy during performing. Characteristics of high performance teams are also presented, like shared responsibility, commitment, and mutual respect. The document provides tips for building a high performance team culture through training, recognition, communication, and engagement. It concludes with inviting questions about the topic.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
There are several leadership styles that can be adopted in different situations: autocratic, bureaucratic, democratic, and laissez-faire. The autocratic style involves a leader retaining power and authority without staff input, while bureaucratic leadership manages through procedures and rules. Democratic leadership encourages staff participation in decision-making. Laissez-faire provides little direction from the leader and gives staff freedom. The most effective style depends on factors like the manager's background, the staff being managed, and the organization.
The document discusses various definitions, theories, styles, and behaviors related to organizational leadership. It defines leadership as a process of social influence where leaders set goals, motivate behavior toward those goals, and help define organizational culture. Several leadership theories are examined, including trait theory, behavioral theories, contingency theories, and situational leadership theory. Different leadership styles are also outlined such as autocratic, bureaucratic, transformational, and democratic styles. Key leadership behaviors and qualities of effective leaders are also defined.
The document discusses performance management and performance appraisal, including defining performance management, the purposes and processes of performance appraisal, methods for conducting performance appraisals, and common problems that can arise with performance management systems such as bias, manipulation, and creating anxiety for employees. Performance management aims to ensure employees meet organizational goals through ongoing feedback, while performance appraisal evaluates past performance for administrative purposes.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Potential appraisal is a process to determine an employee's strengths and weaknesses to predict future performance, track unrevealed skills, and assess potential for increased responsibilities. It benefits organizations by recommending growth plans, showing career paths, and identifying training needs. Succession planning anticipates and prepares for changes in key employees by filling positions internally through natural selection or an acceleration pool to develop high potentials, or externally. It ensures seamless leadership transitions, backup staff, and motivated employees while reducing costs. However, succession planning requires selecting the right candidates and their development needs, and risks losing groomed employees to other companies. Best practices include clarity of goals, effective reviews, competency documentation, rewards, and leadership involvement.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
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 strategic human resource management. It defines strategic management as matching organizational strengths to environmental opportunities to achieve objectives. The strategic management process involves analyzing external and internal environments, revising strategy as needed, formulating alternative strategies, selecting strategies, implementing strategies, and evaluating strategies through standards and corrective actions. Corporate strategies include stability, growth, retrenchment, and combination approaches. Functional strategies must be consistent with business unit strategies, which can pursue low-cost leadership, differentiation, or focus. Human resource strategies must support organizational strategies at all levels.
Leadership can be described as a process of social influence where an individual enlists the aid of others to accomplish a common task, or organizing a group of people to achieve a common goal. Qualities of a good leader include integrity, dedication, being forward-looking, competence, and treating people with fairness and respect. There are different leadership styles such as autocratic, bureaucratic, democratic, and charismatic. The document discusses qualities, styles, and examples of good leadership.
The basic skills of leadership include problem solving, decision making, planning, meeting management, delegation, communication, and self-management. These basic skills form the foundation for developing more advanced leadership practices in management. Leadership requires skills like integrity, vision, communication, building relationships, persuasion, adaptability, teamwork, coaching, decision-making, and planning. Developing these skills is essential for effective leadership.
The document discusses team building and types of teams. It defines a team as a group of people working together towards a common goal. Team building aims to improve communication, motivation, productivity and collaboration. There are four main types of teams: problem-solving teams, cross-functional teams, self-managed teams, and virtual teams. Building an effective new team involves getting management support, defining the purpose, selecting members, establishing shared goals and norms.
Training Plan Template - Honey & Mumford Learning ModelCairo Okba
This document provides a template for a training plan on the Honey & Mumford Learning Model. The plan includes sections on introduction, objectives, process, experience, application, guided learning, practice and progress monitoring, recap, review, and application. The guided learning section would discuss the four learning preferences identified in the model (activist, reflector, theorist, pragmatist) and have learners match them to Kolb's learning cycle. Learners would then practice applying the model and be assessed on their understanding.
Leading with passion: Leadership from the perspective of emotionsShiva Kakkar
This document is a term paper submitted by Shiva Kakkar to Prof. Parvinder Gupta at the Indian Institute of Management Ahmedabad on September 18th, 2014. The paper examines leadership from the perspective of emotions. It discusses how leaders influence followers and manage emotions, as well as how leaders regulate their own emotions. The paper analyzes emotion theories like appraisal theory and affective events theory to understand how leaders impact the emotional appraisal and affect of followers. Effective leaders are able to facilitate positive appraisals, minimize the impact of negative events, and shape the overall affective tone and climate of a group.
Communication and leadership are closely intertwined. Effective communication involves encoding a message from the sender, transmitting it to a receiver, and having the receiver decode the message. Barriers to communication can prevent understanding and open communication where information is shared across all levels is important for an organization. Key aspects of communication include nonverbal cues, active listening, and selecting the right channel to deliver messages. The document emphasizes that communication is the most important skill for leadership success and that clear communication between leaders and employees is essential for an organization to thrive.
Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENTsourashtra
Meaning, Importance, Benefits to organisation and to an individual, Process,Difference between Training and Development, Models of T&D in Organisation, and Meaning and Charecteristics of Virtual organisation
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
This document summarizes a presentation on developing employee and organizational performance through performance appraisals and coaching. It discusses:
1) Linking performance appraisals and goal setting to coaching practices to improve employee performance, satisfaction, and retention.
2) Key elements of effective performance appraisal and coaching systems including feedback, clear expectations, and a continuous performance development cycle.
3) Barriers to performance management like inadequate manager skills and disconnect from organizational strategy.
Why Teams Fail & 14 Success Factors for a TurnaroundDiane Boivie
The document discusses reasons why teams fail and success factors for improving team performance and turnarounds. It provides 10 reasons why teams fail, including disempowering leadership and lack of accountability. It also lists 10 ways to improve teamwork, such as aligning teams around goals and strategies. Additionally, the document outlines 14 success factors for team turnarounds, including factors related to productivity like leadership and resources, as well as positivity factors like trust and respect. The purpose is to help teams assess weaknesses and make improvements to enhance performance.
The document discusses building high performance teams. It outlines the typical stages of team development: forming, storming, norming, performing, and adjourning. It describes the leader's role in guiding the team through each stage, such as communicating objectives during forming and stepping back to allow the team autonomy during performing. Characteristics of high performance teams are also presented, like shared responsibility, commitment, and mutual respect. The document provides tips for building a high performance team culture through training, recognition, communication, and engagement. It concludes with inviting questions about the topic.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
There are several leadership styles that can be adopted in different situations: autocratic, bureaucratic, democratic, and laissez-faire. The autocratic style involves a leader retaining power and authority without staff input, while bureaucratic leadership manages through procedures and rules. Democratic leadership encourages staff participation in decision-making. Laissez-faire provides little direction from the leader and gives staff freedom. The most effective style depends on factors like the manager's background, the staff being managed, and the organization.
The document discusses various definitions, theories, styles, and behaviors related to organizational leadership. It defines leadership as a process of social influence where leaders set goals, motivate behavior toward those goals, and help define organizational culture. Several leadership theories are examined, including trait theory, behavioral theories, contingency theories, and situational leadership theory. Different leadership styles are also outlined such as autocratic, bureaucratic, transformational, and democratic styles. Key leadership behaviors and qualities of effective leaders are also defined.
The document discusses performance management and performance appraisal, including defining performance management, the purposes and processes of performance appraisal, methods for conducting performance appraisals, and common problems that can arise with performance management systems such as bias, manipulation, and creating anxiety for employees. Performance management aims to ensure employees meet organizational goals through ongoing feedback, while performance appraisal evaluates past performance for administrative purposes.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Potential appraisal is a process to determine an employee's strengths and weaknesses to predict future performance, track unrevealed skills, and assess potential for increased responsibilities. It benefits organizations by recommending growth plans, showing career paths, and identifying training needs. Succession planning anticipates and prepares for changes in key employees by filling positions internally through natural selection or an acceleration pool to develop high potentials, or externally. It ensures seamless leadership transitions, backup staff, and motivated employees while reducing costs. However, succession planning requires selecting the right candidates and their development needs, and risks losing groomed employees to other companies. Best practices include clarity of goals, effective reviews, competency documentation, rewards, and leadership involvement.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
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 strategic human resource management. It defines strategic management as matching organizational strengths to environmental opportunities to achieve objectives. The strategic management process involves analyzing external and internal environments, revising strategy as needed, formulating alternative strategies, selecting strategies, implementing strategies, and evaluating strategies through standards and corrective actions. Corporate strategies include stability, growth, retrenchment, and combination approaches. Functional strategies must be consistent with business unit strategies, which can pursue low-cost leadership, differentiation, or focus. Human resource strategies must support organizational strategies at all levels.
Leadership can be described as a process of social influence where an individual enlists the aid of others to accomplish a common task, or organizing a group of people to achieve a common goal. Qualities of a good leader include integrity, dedication, being forward-looking, competence, and treating people with fairness and respect. There are different leadership styles such as autocratic, bureaucratic, democratic, and charismatic. The document discusses qualities, styles, and examples of good leadership.
The basic skills of leadership include problem solving, decision making, planning, meeting management, delegation, communication, and self-management. These basic skills form the foundation for developing more advanced leadership practices in management. Leadership requires skills like integrity, vision, communication, building relationships, persuasion, adaptability, teamwork, coaching, decision-making, and planning. Developing these skills is essential for effective leadership.
The document discusses team building and types of teams. It defines a team as a group of people working together towards a common goal. Team building aims to improve communication, motivation, productivity and collaboration. There are four main types of teams: problem-solving teams, cross-functional teams, self-managed teams, and virtual teams. Building an effective new team involves getting management support, defining the purpose, selecting members, establishing shared goals and norms.
Training Plan Template - Honey & Mumford Learning ModelCairo Okba
This document provides a template for a training plan on the Honey & Mumford Learning Model. The plan includes sections on introduction, objectives, process, experience, application, guided learning, practice and progress monitoring, recap, review, and application. The guided learning section would discuss the four learning preferences identified in the model (activist, reflector, theorist, pragmatist) and have learners match them to Kolb's learning cycle. Learners would then practice applying the model and be assessed on their understanding.
Leading with passion: Leadership from the perspective of emotionsShiva Kakkar
This document is a term paper submitted by Shiva Kakkar to Prof. Parvinder Gupta at the Indian Institute of Management Ahmedabad on September 18th, 2014. The paper examines leadership from the perspective of emotions. It discusses how leaders influence followers and manage emotions, as well as how leaders regulate their own emotions. The paper analyzes emotion theories like appraisal theory and affective events theory to understand how leaders impact the emotional appraisal and affect of followers. Effective leaders are able to facilitate positive appraisals, minimize the impact of negative events, and shape the overall affective tone and climate of a group.
The document discusses creative leadership skills needed for the 21st century. It summarizes findings from an IBM CEO study that found creativity is the most important leadership quality. Creative leaders encourage experimentation, make major business model changes, and take calculated risks to innovate. The document also discusses trends like increasing complexity, shorter product lifecycles, and changing nature of work that require creative leadership. It presents models for developing creative change leaders and lists qualities of creative leaders, like believing in others' creativity and living with ambiguity.
Leadership Skills In Management Educationnorshimhashim
This document discusses leadership skills that are important in management education from the perspectives of both faculty and administrators. It summarizes a study that examined which skills faculty and administrators viewed as most important for effective leadership in hospitality management higher education programs. Both faculty and administrators ranked business skills as the most important, followed by cognitive skills, interpersonal skills, personal values, and strategic skills. Specifically, they unanimously ranked communication as the most important individual skill and felt ethics and fairness were important personal values for leaders.
This document outlines a presentation on leadership given by Tim Valton II. The presentation explores leadership through two approaches: the trait approach and skills approach. For the trait approach, the presentation discusses the "Big Five" leadership traits of intelligence, self-confidence, determination, integrity, and sociability. For the skills approach, it discusses three basic leadership skills of technical skill, human skill, and conceptual skill. Participants complete self-assessments to identify their strengths and weaknesses under each approach in order to better understand their own leadership styles. The goal is for participants to reflect on leadership development for career purposes.
This business project plan outlines a project to be completed by a team led by a project manager. It describes the project scope, objectives, deliverables, success factors, team roles and responsibilities. It also provides details on implementation, resources, costs, schedule, risks, quality management, and includes supplementary materials in an appendix. The plan aims to guide the project to deliverables that meet requirements and objectives on time and on budget.
Religion, the core of the interfaith discourse, is the new ‘empire of the mind’. It has acquired the minds of our citizens; possesses the power of state; expressed in terms of money and wealth; guarantees influence; and controls resources. Religion is war; it is modern conflict, and the most dangerous threat to societal peaceful existence.
This document describes the author's various identities. She identifies as a daughter, sister, family member, rower who is part of the Otago University and Avon rowing clubs, a traveler who has been to China and Seattle through rowing, a physical education student studying to become an occupational therapist. She also identifies as an independent adult through living in various flats while studying. Her future goals are to become a multisport athlete by competing in long distance races, learning to kayak, and maintaining her identity as a runner.
In part 4 of this BGP webinar series, we cover how to optimize Autonomous System paths, especially in cases of suboptimal international routes. Tips include monitoring layer 3 forwarding alongside BGP, monitoring reverse paths, layering covering prefixes, as well as prepending and MED.
Starting from key concepts, you'll learn how to recognize route leaks and hijacks in the data, alert for these events and proactively mitigate their impact. See the webinar recording at https://www.thousandeyes.com/webinars/detecting-hijacks-and-leaks
FS-ISAC 2014 Troubleshooting Network Threats: DDoS Attacks, DNS Poisoning and...ThousandEyes
The network is a key component in application delivery and is often a direct or indirect target of security attacks
such as DDoS and BGP hijacking. Mitigation strategies often involve using a third party cloud service without any
visibility into whether the mitigation is working well. Using real life examples, we will show how one can measure
the user perceived impact of an ongoing attack, as well as identify which aspects of the mitigation are not working
as desired. With this detailed availability and performance data at the various layers, financial firms can learn how
to better manage ongoing attacks.
This document lists several rivalries across different industries throughout history:
- Coke and Pepsi have battled for over a century to be the top cola brand, with Coke regaining the lead in the 21st century.
- Apple and Microsoft have competed neck and neck as the leading computer and tablet companies, while Dell and HP also strive to be the best.
- Google and Bing are two of the world's most prominent search engine rivals, with studies showing Google provides more and better information.
- In ancient Greece, Athens and Sparta were the two top cities, each believing they had the best warriors, athletes, and cuisine.
- Nintendo and Sony have been video game rivals since their inception, creating iconic
This document discusses various aspects of communication including the communication process, types of communication, barriers to communication, and principles of effective communication. It notes that communication involves a sender encoding a message that is sent through a channel and decoded by the receiver. Principles of good communication include being complete, concise, considerate of the receiver, clear, courteous, and correct. Barriers to communication can occur due to language differences, distractions, cultural factors, and personal or emotional issues. Both verbal and nonverbal forms of communication are addressed.
SC Heerenveen: How do we use digital media in "Heerenveen" (Jelmar Helmut)ResultSportsUkraine
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Case study on how virtual workforce and virtual assistants can help with Executive Branding or Personal Branding implementation. John Davern, President & CEO of Virtual Assistant Talent, LLC shares how virtual assistants (VAs) can help you implement your executive/personal brand by designing your logo, website, creating your tag line, updating your social media accounts to be consistent with your brand, create your executive bio/profile from your resume, assist you in authority marketing by creating press releases/blogs/articles/blog commenting for you, and building your social networks and influence by managing your social media accounts, participating and connecting with professionals in LinkedIn and creating groups, etc. Learn how this Next Practice can help you, as presented by John Davern at the Executive Next Practices Institute event on April 4, 2014 in Irvine, CA.
This document provides an overview and summary of the Benchmarking Public Procurement 2017 report, which assesses public procurement regulatory systems in 180 economies. Some key points:
- The report examines laws and regulations affecting private suppliers' participation in public procurement markets globally. It covers more economies than previous editions to enhance understanding.
- Data is presented on the procurement process from needs assessment to contract implementation, and on complaint review mechanisms. This provides insight into challenges countries face in establishing transparent procurement markets.
- By informing policy discussions, the report aims to strengthen the role of procurement in promoting economic growth and private sector development. Comparable global data on procurement markets has been limited, so this report seeks to address that gap.
· Leadership Skill Sets COLLAPSE What skill sets are needed to b.docxalinainglis
· Leadership Skill Sets COLLAPSE What skill sets are needed to be an effective leader? Webster defines skill as “a developed aptitude or ability” as oppose to a trait which is “a distinguishing quality.” Skill sets are, therefore, a collection of those abilities that can be developed through learning, can be applied, and then measured or evaluated for improvement. Effective leadership skill sets are: conceptual thinking, communication, time management and analytical analysis. Each of these four skill sets will be explored through a development perspective of learning, application and measurement. Conceptual thinking refers to the ability to think in abstract terms, to visualize solutions and to make predictions. Conceptual thinking is learned through out one’s educational pursuits regardless of discipline. Indeed, an English literature major must abstractly determine an author’s meaning while an engineer must visualize a new structure. An effective leader must use conceptual thinking to solve problems, predict appropriate action strategies and create vision. (Kouzes 2017) (Kalargyrou 2012). Conceptual thinking reviews the environment from multiple perspectives including self, followers and customers. This skill can be measure by reviewing outcomes or comparing predictions to reality and may be improved by working brain teasing puzzles or reading thought provoking articles and books. The next skill set is communication which refers to the leader’s ability to use written and verbal language to clearly describe direction and expectations. (Kalargyrou 2012). Persuasion and motivation including courageous and difficult conversations are contained in communication. It incorporates public speaking, testimony and teaching, as well as the opposite, active listening. Again, this skill is learned throughout the educational process but can be improved upon through practice and role playing. It can be measured by asking listeners to verbalize a summation and by comparing outcomes to intention. Time management skills refers to the effective leader’s ability to take the most finite resource of the 24-hour day, match that against the work at hand and maximize results. The leader must be self-aware of peak energy levels, able to predict time needed for a project or task and manage delegated activities. Time management can be learned through numerous books, programs and systems and/or self-taught through trial and error. It can be measured through calendar review, by comparing goals to outcomes or by interviewing staff and family. Analytical analysis is the ability to use data to gain a greater understanding or to maintain control. Analytical analysis in business incorporates the ability to understand and find meaning in financial statements, inventory control and quality control. (Kalargyrou 2012) In science and higher education, analytical analysis incorporates statistics and research methods. Analytical analysis is learned through course work and mentorship.
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
This document provides a summary of leadership theories and strategies for developing talent within an organization. It discusses the importance of leadership and talent development in maintaining organizational success. The document outlines key leadership theories and traits of talented individuals, such as intelligence, motivation, and leadership skills. It also discusses the role of current leadership in identifying and developing future leaders through assessing skills, providing professional development opportunities, and replacing chronic underperformers. The goal is to build a workforce with "competitive capacity" through strategic thinking, coaching, cross-functional knowledge, industry knowledge, and collaboration. A variety of leadership theories are presented, but no single theory is identified as best, and a contingency approach is recommended to account for all situational factors.
Entrepreneurial leadership training resource uploadYvonne Orme
This training resource aims to teach supply chain and procurement managers at Asda about entrepreneurial leadership and corporate social responsibility issues related to their textile manufacturer partners in Bangladesh. The resource is in eBook format and focuses on social, environmental, economic, responsibility, and sustainability (SEERS) principles of entrepreneurial leadership. It includes self-assessment materials, case studies on companies like Nike, and activities to develop leadership skills through group discussions. The objectives are to understand entrepreneurial leadership and identify key global issues related to SEERS.
The Impact of Leadership on Creativity and Innovationinventionjournals
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Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
1) The document discusses the development of human resources and overcoming learning disabilities through organizational learning and leadership challenges in the 21st century.
2) It notes that while processes and technology improve efficiency and effectiveness, people skills development alone contributes to efficacy. Organizations often fail to adequately engage their workforces or address learning disabilities.
3) Adaptive learning systems that transform passive learners into collaborators, and development of educational materials tailored to learning needs, can help organizations overcome these challenges through leadership focused on transformation.
The Importance Of Development In Organizational...Monica Rivera
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Alignment of Learning and Development activities to become value addding deeds that influence the corporate bottomline and act as enablers for achieving organisational goals thereby operating as strategic business partner.
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Earlier, leaders used to consider strategies to be the original part of forecasting, planning and
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Leadership plays a key role in influencing innovation in organizations. Leaders establish an organizational culture that encourages innovation by implementing a structure that fosters creativity, such as through specialization and team reflexivity. Transformational and transactional leadership styles both positively impact innovation, though transformational leadership better motivates employees. Leaders also create a supportive psychological climate and strengthen relationships to generate ideas and implement innovations.
Organizational performance; the role of knowledge management and performance ...AGBEDZAVUEMMANUEL
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1. There are fundamental differences between leadership and management. Leadership involves leading and inspiring people, while management focuses on controlling processes and resources.
2. Different leadership styles can impact performance. A human-relations style that is supportive and participative can foster cooperation, while an autocratic or charismatic style concentrates power and decision-making with the leader.
3. Effective management and leadership require both control of processes and inspiration of people. Historically, companies that adopted principles balancing these needs, like Michelin, saw improved performance and worker satisfaction.
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Running Head Leadership Responsibility –Preparing Self .docxcowinhelen
Running Head: Leadership Responsibility –Preparing Self 1
Leadership Responsibility –Preparing Self 2
Leadership Responsibility- Preparing Self
James Smith
MBA 6026 Unit 4 Assignment 1
5/8/2016
Leadership Responsibility- Preparing Self
Accepting responsibility is actually a measure standard of one’s self-worth, security level and also indicate the true sign of courage and strength of taking charge of one’s actions. Possessing this ability can inspire an individual to grow in ways which would create good rewards and even achievements in one’s life and it is also a sign of maturity and personal growth and not a show of weakness (Kramer, 2005).Considering responsibility earns one respect having in mind that human beings can never be faultless all the times and therefore are prone to making mistakes which creates way for an appropriate ground for considering leadership via making improvements on the regions of weakness.
Lack of the ability to take responsibility for behaviours and actions in our everyday lives is triggered by the sense of insecurity of surrendering to being powerless, weak, or exposes them to a possibility of losing the respect they had gained from others therefore, leading to a lost sense of dignity and value (Kramer, 2005). A person who takes personal responsibility garners greater respect for owning up and is thus likely to perform much better in facilitating the accomplishment of the set goals and success in life.
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Architectural development in leadership is a key perspective in improving corporate leadership capacity which identifies the level of the competence and can be portrayed as an extensive system approach to substantial investment in time, money as well as energy in developing potential leaders (Rosen, 2000). Several initiatives to leadership development do not indicate good and required results because of the approach of observing at leadership development too narrowly and also failures to exhibit thorough development priorities to leadership. There are many ways that can be implemented to improve on the skills for global leadership encompassing taking initiative of indulging into projects which are external to your job description (Rosen, 2000). Thiscan assist in progressing into a leadership responsibility in the workplace.
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2. ‘United we Stand, Divided we Fall’– Anonymous
A Lecture Delivered to the NIPSS Policy, Strategy and
Leadership Course 19 on Tuesday, 18 August, 2015
3. Preface
• A smart visionary leadership is able to synthesize
different styles in response to organizational
exigencies for efficiency.
• Creativity and innovation are twin drivers for
leadership vision focused on organizational
efficiency.
• This paper discusses the internal and external
challenging realities facing organizational
leadership in advancing or improving efficiency.
6. Background
Leadership visioning is the preoccupation of capable leaders
who are able to harness human and material resources for
the efficient function any organization.
A leader should be able to identify situational opportunities,
resource availability and individual capability of his followers
or subordinates for efficient running of the organization.
Vision is therefore crucial as means for focusing attention on
what matters most, what you want to accomplish and what
kind of leadership is desired.
https://hbr.org/2008/08/title
7. Background Contd…
Organizational efficiency is described as process-centric
collaboration methodology involving deliberate efforts
of leadership and subordinates in attaining set goals by
prudent resource management (Vijayan, 2014).
It measures and relates to performance, productivity
and optimum balancing of resource input with goal
attainment.
It also projects the ability of an organization to achieve
its set goals in the maxim of ‘united we stand, divided
we fall’.
8. Literature and Theoretical Context
Literature on creativity and innovative leadership orbits
around the ability of leaders to identify, harvest and
redirect individual efforts into an overall organizational
process for efficiency (Vijayan, 2014).
Larger part of literature on organizational efficiency
falls under organizational change with emphasis on
desired outcome rather than focus on understanding its
dynamics (JPC, 2002).
For theoretical context, a blend of earlier works on
modelling by Amabile (1998); and latter expansion by
Gliddon (2006) tend to accommodate the dynamics of
creative and innovative leadership vision for
organizational efficiency.
9. Problem Statement
The idea of tasking a particular style of leadership to
galvanize all other approaches require careful
alignment of theories, practice and concepts for clear
understanding.
This paper contributes to a course programme on
‘leadership, policy and strategy’ for middle and upper
cadre of senior executives drawn from Nigeria’s
public and private sectors.
The course is instructive, interactive and simulative,
modeled for synergy amongst diverse professionals
and career public officers in confronting and solving
national issues as one single unit or force.
10. Points of Inquiry
To treat the above issues, this paper seeks to understand
the following:
Creative and innovative leadership visioning;
Strategies for Organizational Efficiency; and
Challenges of Leadership Visioning in Organizational
Efficiency.
11. Paper Organization
The introduction is followed by conceptual clarification
to translate and transmit meanings for clear
understanding of leadership vision and organizational
efficiency.
Strategies and challenges to organizational efficiency
are discussed and linked to leadership, policy and
strategy.
A conclusion is followed by an engaging group exercise
for course participants to practice what is learnt on real
world situation.
12. Creativity
Creativity is the imaginative ability in producing and using
artistic ideas for new things, added value or countering
challenges.
It is commonly termed as ingenuity, inventiveness,
resourcefulness, inspiration, vision, innovation.
In general application to human ability and transactions,
creativity implies new and useful products or processes,
something original and worthwhile (Mumford, 2003;
Meusburger, 2009; Stenberg, 2011).
In an organizational set up, creative is harnessed collectively
from individuals and developed into a process of innovation
(Amabile, 1988).
14. Creativity and Innovation Model
• Creativity is the generation of new but useful ideas.
• Amabile (1988) provides a foundation for modelling creativity and
innovation in organizations based on reciprocal individual
contribution and organizational influence.
• According to Amabile (1988), in as much as an individual is
required to be creative, the organization through leadership is
needed for innovation to prosper.
• Legrenzi (2006) built on this foundation, seeing “… creativity as an
ability of single individuals; and innovation, as collective
phenomenon.” (p. 6).
• Leadership therefore galvanizes human and material resources for
creativity and innovation.
15. Innovation
• Innovation denotes the introduction, origination or process
of putting new ideas or methods for purpose of
advancement or improvement of existing practice, product,
system or situation.
• It involves advancement or progress in efficiency,
effectiveness, application, or simple breakthrough
(Maranville, 1992; Frankelius, 2009).
• Innovation is a driver for change as the ‘new’ comes to
replace ‘old’.
16. Leadership
• Leadership is defined in many ways across time and space,
depending on the direction of discourse.
• Leadership is about knowledge, skills, and abilities for
transformation, including motivation or inducement to
certain kinds of action and behavior (Ncube, 2010).
• This paper opts for a definition signifying collaborative effort
in turning ideas into reality.
• Leadership in this regard involves blending of visions, values
and contributions to the effort in turning ideas into reality
through others that share the same vision (Burian, et al.
2014).
17. Innovative Leadership
Innovative leadership combines or blends different styles to
mobilize and lead followers or employees in creating ideas,
ventures, services or solution to challenges (Gliddon, 2006).
It is a strategic process involving creative thinking and proactive
action compatible with ‘leadership, policy and strategy’.
It supports organizational development in achieving mission, vision
and visioning in a rapidly changing world.
The need for innovation in an organization therefore shifts focus
on the role of leaders in shaping creative efforts of individuals,
subordinates, employees or followers (Mumford & Licuanan,
2004).
18. Vision and Visioning
o Vision is a mental picture, an image or concept in one’s
imagination often called a dream or a plan at individual or
group levels.
o It is the proficiency to plan, set goals or anticipate future
events and developments.
o It implies well thought-out ideas, mental picture, far-
sightedness, conceptualization, visualization, foresight,
forethought, imagination or prescience for direction.
o In organizational studies, vision is associated with future
plan, intention, direction, strategy or strategic plan often
expressed as ‘vision statement’ or ‘visioning’.
19. Vision and Visioning … Contd
o Visioning involves deliberate planning for breakthrough or in
anticipation of what lays ahead.
o Nooyen, Hilberts & Dijk (2014) define visioning as the process of
coming up with ideas for breakthrough which are usually not the
function or product of one mind or single trend.
o This process requires creative thinking to identify and utilize
conflicting propositions within same goal-tract.
o A creative and innovative leadership is able to blend and employ
different available styles to mobilize for organizational efficiency.
20. Organizational Efficiency
• An Organization denotes a group identified by shared
interest or purpose, like a business, company, agency,
ministry, department or any functional entity consisted of
arranged components directed at achieving set goals.
• In technical terms, an organization may refer to the process
of coordination, relationship or effectiveness of ventures.
• It could also be defined as the effectiveness or efficiency of
the arrangement of separate components in a coherent
whole (Microsoft Encarta, 2009).
• An organization is an entity that needs guiding, directing or
leading for the purpose of its existence or intent.
21. Organizational Efficiency … Contd
• Efficiency is the ability to do, achieve, attain or deliver well
and desirable result without waste of time, energy, efforts or
resources in general.
• It stands for competence, resourcefulness, productivity,
effectiveness, efficacy, proficiency and adeptness in
management, administration and leadership in planned
ventures.
• Efficiency is therefore a driver of ventures in which leaders
and subordinates are galvanized in the direction of set goals
for organizations.
22. Organizational Efficiency … Contd
• Organizational efficiency is the ability of an organization to
reach its set goals by optimum use of resources.
• It is the measure of relationship between inputs or resources
and outputs or desired result
https://sielearning.tafensw.edu.au .
• Organizational efficiency submits to easy understanding but
difficult definition, described by Davoren (n.d.), as the ease
with which an organization makes use of its resources for
optimum attainment of set goals; and suggests five types of
efficiencies.
23. Types of Efficiencies
Resource efficiency, in prudent allocation and minimizing
of waste;
Time efficiency, in operating within set time frame or
sooner;
Cost-efficient, in inexpensive manner and prudency;
Management efficiency, in coordination and
improvement as well as elimination of inefficiency; and
Work force efficiency, concerning employee
commitment and performance.
25. Traits of Innovative Leaders
Visioning is the vehicle which bears creativity and innovation,
with leadership in the driver’s seat destined for organizational
efficiency.
Leaders who are able and competent to galvanize resources
and achieve desired results are considered as innovative.
Zenger & Folkman (2014) offers some major traits identified
with innovative leaders as:
Display of excellent strategic vision;
Having strong focus on followers, subordinates or employees;
Creating a climate of reciprocal thrust;
Display of fearless loyalty in doing what is right for the cause or
organization;
Putting faith in organizational culture and communication;
27. Innovative Leadership Model
Gliddon’s (2006) model of innovative leadership is built
around organizational development in support of mission
and vision statements.
Organizations therefore need innovations in order to
survive and be successful in a competitive world as
continuously projected in the major works in the field.
(Tushman & Reilly, 1996; Dess & Pickens, 2000; Shipton, et al. 2005;
Sarros, Cooper & Santaro, 2008; McEntire & Green-Shortridge, 2011).
Innovation is a collaborative affair running from idea,
through its development to Implementation, involving
many people with various expertise (Baumgartner (2013).
28. Strategy Making Process
Blending creativity and innovation in leadership with
organizational efficiency brings to bear on the essence of the
strategy making process.
Strategy making involves defining a strategy and ensuring
that it becomes a reality rather than just an abstract wish.
It involves, not only coming up with a strategy but also,
planning on how to execute it and adjust to unexpected
events (Jarret and Huy, 2012).
30. Strategy for Organizational Efficiency
a. Selection of mission statement, goals, objectives;
b. Analysis of external environment for opportunities
and threats;
c. Analysis of internal environment for strengths and
weaknesses;
d. Select line of action based on a, b & c above;
e. Implement decisions; and
a. Evaluate success of the strategy.
31. Organizational Adaptation
• Organizational adaptation of strategy making process for efficiency may
seem difficult at theoretical level due to surface complexity.
• However, the application of strategy making process to clearly spelt-out
functions and objectives of real world organizations is practically possible.
• A simulation exercise based on actual current events and process in
Nigeria would provide ample opportunities for test the lessons of the
Lecture.
• The exercise, involving two of Nigeria’s process-based efficiency agencies,
the SERVICOM and IPPIS are is used to simulate issues of leadership and
organizational efficiency.
• Some basic challenges are not unexpected in the application of
organizational adaptation in the real world situation.
33. Challenging Factors
Vision and visioning are easy to understand but hard to define as
much as organizational efficiency is hard to define but easy to
understand.
Factors responsible for challenges to innovative leadership visioning
in organizational efficiency include the dearth of attentive literature,
particularly in developing societies where the level of exposure and
competitiveness is very low.
The absence of incentive and motivation is worsened by weak
reward system and lack of societal acknowledgement and
recognition of good deeds.
Also, available and reliable data for internal and external situation
analysis, monitoring and evaluation of outcome is hard to obtain.
34. Remedial Options
• Available remedial options include the educational level,
experience, exposure and direct or indirect involvement of senior
executives charged with running the affairs of the agencies they
come from.
• The ‘NIPSS-PLSC module’ is specifically designed to bring
participants of diverse backgrounds, expertise and professionalism
who are at the apex of their careers, to learn and exchange ideas.
• This group of frontline career Nigerians know exactly what to
expect from the course at NIPSS.
• It is therefore expected that they are ready to put their heads
together to help current challenges facing Nigeria.
36. Summary
• This lecture seeks to conceptualize, correlate and discuss
identified key terms constituting the discourse on creative and
innovative leadership visioning for organizational efficiency.
• It has established visioning as crucial in harnessing resources
for a process-centric organizational efficiency.
• While the dominant literature on the subject focused more on
the ability of leaders in organizational change, theoretical
context tends to accommodate the dynamics of its
functionality.
• The paper therefore dwells on the understanding of creative
and innovative leadership visioning, strategies for
organizational efficiency, and the challenges as well as remedial
options for practical application of lesson learnt.
37. Conclusion
• It is concluded that visioning is the vehicle which bears creativity
and innovation, with leadership in the driver’s seat destined for
organizational efficiency.
• It means that, leaders who are able and competent enough to
galvanize resources and achieve desired results are considered as
creative and innovative, and characterized by strategic qualities.
• The creative and innovative leader plays the role of a cultural
officer who identifies norms and values of organizational efficiency
and moves the group forward.
• This blending of creativity and innovation in leadership with
organizational efficiency also brings to bear on the essence of the
current NIPSS-PSLC programme.
38. Simulation Exercise
To test the assumptions and lessons drawn from the lecture, a
group simulation exercise is provided reflecting opening phrase
of ‘united we stand, divided we fall’
39. Appendix 1
CREATIVE AND INNOVATIVE LEADERSHIP VISION FOR
ORGANIZATIONAL EFFICIENCY: A SIMULATION EXERCISE NO. 2
Exercise Quotation
“Without the playing with fantasy, no creative work has ever yet
come to birth. The debt we owe to the play of imagination is
incalculable."
— Carl Jung
40. Introduction
• This simulation exercise is specially designed for the NIPSS –
Policy Strategy and Leadership Course 19, to bring out the
creativity and innovative leadership lessons of the Lecture.
• Individuals and groups ability are tasked on the application
of strategy for organizational efficiency.
• Special attention must be given to the course theme which is
‘Internally Generated Revenue’.
• Two of Nigeria’s process-centric efficiency agencies, the
SERVICOM and IPPIS are used in simulating issues of
organizational efficiency in Nigeria’s public and private
sectors’ administration, management and leadership.
41. The Exercise
• Course participants are divided into two groups as SERVICOM and
IPPIS.
• Briefs on the aims and objectives from the websites of these two
agencies are downloaded and distributed for reference.
• The task is for the Course Participants to extract and apply the
objectives of these two agencies on any revenue-based MDA, like
the NNPC, the Nigerian Customs Service, and Nigerian Immigration
Service, to bring about organizational efficiency.
• The time for planning and execution of the exercise is one hour.
• Group Representatives will brief the Class on the outcome of their
exercise.
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