Karen Gieseke, the Southeastern Minnesota Synod, ELCA's Children, Youth, & Family Ministry Coordinator shared this presentation on Strengths Based Leadership at the 2013 Councils as Leaders in the Church event.
The document discusses motivation and its importance. It defines motivation as an interaction that creates a desire or willingness to perform and encourages action or feelings that lead to overall growth. It identifies the main keys of motivation as ability, skills, equipment, supplies, and time. It also outlines Maslow's Hierarchy of Needs and lists types of motivation including power, attitude, incentive, fear, and achievement. The importance of motivation is said to be the achievement of goals, putting human resources into action, improving efficiency, building relationships, and maintaining a stable workforce.
This document discusses leadership training and effective leadership principles. It explores what makes people want to follow a leader, different types of leaders, and critical leadership attributes. Traditional leader traits are also examined, using the analogy of geese flying in a "V" formation to create greater range through less drag. The overall goals are to have an open discussion on leadership and challenge participants to take action.
This document discusses strengths-based leadership. It argues that all people have innate talents or strengths that can be developed for leadership. Strengths-based leadership views leadership as a collective process and recommends using different strengths for different leadership situations. The document also outlines four domains of leadership strength: executing, relationship building, strategic thinking, and influencing. It notes that the most effective leaders invest in their own and others' strengths, surround themselves with the right people, understand followers' needs, and can accomplish things through other people.
The Case for Executive Advising- Leland SandlerLeland Sandler
Leland Sandler's presentation on the case for executive advising- accelerated growth of leaders. Topics include effectively dealing with complexity, technical vs adaptive change, and leadership blind spots.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
Presentation of novel strength based leadership by tom rath and barry conchieNeha Kumari
The document introduces Strengths Based Leadership by Tom Rath and Barry Conchie, which applies the idea of identifying individual strengths to leadership. It builds upon Rath's prior work on strengths by examining how strengths impact effective leadership and how to maximize teams by understanding followers' needs. Key findings are that the most effective leaders invest in their own strengths and surround themselves with people to maximize their team. The domains of leadership strength discussed are relationship building, executing, influencing, and strategic thinking.
This document discusses followership and leadership. It provides quotes and questions about defining leadership, leadership role models, why someone should follow a leader, the foundations and transition from followership to leadership. It also discusses situational leadership, sources of power for leaders, and how to build trust and cohesion in a team. The overall message is that leadership requires getting others to willingly follow through inspiration and ethical conduct.
The document outlines principles of effective leadership and compares the roles of a leader versus a manager. It discusses that leaders empower followers, create engagement in employees, and set a vision and direction for long-term change and achievement. In contrast, managers focus on maintaining stability through planning details, making decisions, enacting culture, and minimizing risk to achieve short-term objectives and results.
Karen Gieseke, the Southeastern Minnesota Synod, ELCA's Children, Youth, & Family Ministry Coordinator shared this presentation on Strengths Based Leadership at the 2013 Councils as Leaders in the Church event.
The document discusses motivation and its importance. It defines motivation as an interaction that creates a desire or willingness to perform and encourages action or feelings that lead to overall growth. It identifies the main keys of motivation as ability, skills, equipment, supplies, and time. It also outlines Maslow's Hierarchy of Needs and lists types of motivation including power, attitude, incentive, fear, and achievement. The importance of motivation is said to be the achievement of goals, putting human resources into action, improving efficiency, building relationships, and maintaining a stable workforce.
This document discusses leadership training and effective leadership principles. It explores what makes people want to follow a leader, different types of leaders, and critical leadership attributes. Traditional leader traits are also examined, using the analogy of geese flying in a "V" formation to create greater range through less drag. The overall goals are to have an open discussion on leadership and challenge participants to take action.
This document discusses strengths-based leadership. It argues that all people have innate talents or strengths that can be developed for leadership. Strengths-based leadership views leadership as a collective process and recommends using different strengths for different leadership situations. The document also outlines four domains of leadership strength: executing, relationship building, strategic thinking, and influencing. It notes that the most effective leaders invest in their own and others' strengths, surround themselves with the right people, understand followers' needs, and can accomplish things through other people.
The Case for Executive Advising- Leland SandlerLeland Sandler
Leland Sandler's presentation on the case for executive advising- accelerated growth of leaders. Topics include effectively dealing with complexity, technical vs adaptive change, and leadership blind spots.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
Presentation of novel strength based leadership by tom rath and barry conchieNeha Kumari
The document introduces Strengths Based Leadership by Tom Rath and Barry Conchie, which applies the idea of identifying individual strengths to leadership. It builds upon Rath's prior work on strengths by examining how strengths impact effective leadership and how to maximize teams by understanding followers' needs. Key findings are that the most effective leaders invest in their own strengths and surround themselves with people to maximize their team. The domains of leadership strength discussed are relationship building, executing, influencing, and strategic thinking.
This document discusses followership and leadership. It provides quotes and questions about defining leadership, leadership role models, why someone should follow a leader, the foundations and transition from followership to leadership. It also discusses situational leadership, sources of power for leaders, and how to build trust and cohesion in a team. The overall message is that leadership requires getting others to willingly follow through inspiration and ethical conduct.
The document outlines principles of effective leadership and compares the roles of a leader versus a manager. It discusses that leaders empower followers, create engagement in employees, and set a vision and direction for long-term change and achievement. In contrast, managers focus on maintaining stability through planning details, making decisions, enacting culture, and minimizing risk to achieve short-term objectives and results.
This document discusses free range teams and provides synonyms for teams such as club, company, lineup, and organization. It references the 2017 New Zealand BLAX World Cup squad and a quote about how teams can generate magic but not to count on it. The document is a placeholder for a talk and encourages attendees to have conversations and discussions. It concludes by thanking the audience and asking if there are any questions.
Leadership requires determination, courage, and the ability to get results while building relationships. True leaders establish a direction, align people, motivate and inspire, and produce change. The document discusses the differences between leaders and non-leaders, noting that leaders are purpose-oriented while non-leaders are career-oriented. It also outlines six key skills that make effective leaders: having a sense of purpose and passion, strong character and competence, wisdom, and the ability to multiply their impact through others.
By Anand:-
Effective team work, inffeffectiveness, strategy, benefits, barriers, how to improve team work everything in it.
I will be glad to see your comments.
And also please like it, if you really like it
i will be do always improvements in it.
thanx
The creative individual in the knowledge-based societyTudor Rickards
The document discusses theories of creativity and innovation, and how creative individuals can help develop teams. It proposes that creative leaders establish "benign structures" that overcome barriers and encourage creativity in others. Research identified seven team factors influenced by creative leadership, and found some teams outperform through these structures. The conclusion is that creativity, innovation, and co-creation will be increasingly important in knowledge societies and organizations should embed creative teams and networks.
Strengths Based Leadership: Applications for 4-HEric Kaufman
All too often, leaders are blind to the obvious when it comes to something of critical importance to them -- their unique talents and strengths. Gallup’s StrengthsFinder and StrengthsExplorer assessments can help us uncover and develop personal strengths. This workshop will outline resources and strategies for helping 4-Hers develop and apply their talents in four domains of leadership: relationship building, strategic thinking, influencing, and executing.
The document discusses strengths-based leadership. It defines strengths as pre-existing capacities that are authentic and energizing, enabling optimal performance. Strengths are developed using positive psychology research showing high achievers spend most time in their strengths areas. A strengths perspective focuses on talents rather than deficits, and building on strengths promotes more success than fixing weaknesses. There are four domains of leadership strengths: strategic thinking, executing, relationship building, and influencing. The document provides examples of strengths that may naturally conflict and encourages developing a personal action plan to better leverage one's strengths.
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
This presentation will teach you about different principles of good leadership. If you are a leader of a particular organization, then, this is the perfect one for you. Enjoy reading while learning. Keep safe everyone!
Leadership can take many forms, including being appointed to a position of authority, having charisma or personality, leading by moral example, or through one's abilities. While bosses focus on planning, organizing, directing, and problem-solving, true leaders set strategy and vision, communicate effectively, motivate and inspire others, and empower their people. Effective leadership requires traits like intelligence, personality, and physical presence, and different leadership styles can be delegating, participating, inspiring, or directive. Self-awareness of one's own style is important for leaders to know themselves and define their approach.
What is an Agile Mindset? Exploring the Virtues of An Agile LeaderJason Schreuder
This document discusses the virtues of an agile mindset for leadership. It begins by providing background on the author as an agile coach and then discusses some of the complex issues facing the world today. It contrasts a Newtonian mindset that values stability and control with a quantum mindset that embraces uncertainty and change. The document advocates adopting qualities like autonomy, mastery and purpose. It discusses intent-based decision making and the virtues of an agile organization, including clarity of vision, pervasive collaboration, integrity and accepting prudent risks. The overall message is that an agile mindset can help leaders adapt to a complex, changing world.
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.
The document outlines 17 laws of teamwork that are important for building highly effective teams. Some of the key laws include:
1) The law of significance - no one person can achieve greatness alone; teams are needed to attain uncommon results.
2) The law of the big picture - team members must prioritize the overall team vision over their individual roles and agendas.
3) The law of the catalyst - winning teams have driven individuals who take initiative and help the team succeed.
4) The law of accountability - team members must be reliable and dedicated to the team's success.
5) The law of the price tag - teams must be willing to sacrifice and commit time to develop
This document discusses how leaders build effective teams. It identifies key human needs and motivation factors that correlate to successful leadership and teamwork. The presentation goals are to analyze best practices that incorporate the seven principles of effective teams, and evaluate leadership attributes and effective teamwork. Some of the seven principles discussed include having a shared vision, finding individual roles, trust, communication, and transitioning responsibility to the team. References and the presenter's credentials are provided at the end.
The document discusses various aspects of leadership including definitions, key traits, styles, and roles of leaders. It defines a leader as someone who influences others towards achieving goals and lists traits like integrity, dedication and creativity. It also outlines three major leadership styles: authoritarian, participative, and delegative. The key roles of a leader are defined as visioning, strategy, and organizing people.
Gretta Fennell outlines her leadership and management plan in three parts: raising the leadership bar by leading with integrity and sharing goals, building strong relationships through genuine care and trust, and setting others up for success by providing growth opportunities and mentorship. She aims to fulfill her personal mission of helping others and making a difference by motivating through her strengths of listening, reflection, and building relationships while addressing her weaknesses of confidence and cautiousness to change.
Teamwork and leadership were the main topics discussed. The document provided an agenda that covered the importance of teamwork, how to construct effective teams, and characteristics of good team players and leaders. It discussed the differences between a leader and manager, qualities of good leaders, and strategies for dealing with different difficult personality types on a team, such as whiners, shy people, and "tanks." The overall message was about the value of teamwork and effective leadership in achieving goals and building successful teams.
This document summarizes key concepts in ethics, including:
1) Meta-ethics addresses questions about the nature of ethics, normative ethics focuses on moral standards and principles, and applied ethics applies theory to practical issues like abortion and war.
2) Objectivism holds that values exist independently of human views while subjectivism says values are human constructs. Absolutism and relativism differ on whether morality is universal or culturally dependent.
3) Deontology judges acts by their adherence to duty while consequentialism assesses acts by their outcomes. Utilitarianism specifically aims to maximize happiness. Virtue ethics focuses on developing good character rather than rules.
This document discusses various concepts related to professional ethics including what constitutes a profession, the difference between descriptive and prescriptive ethics, common professional values like integrity and competency, and how to reason through moral dilemmas and apply ethical theories. It uses examples of potential ethical issues an occupational health and safety professional may face to illustrate these concepts and help think through problems in professional ethics.
This document discusses free range teams and provides synonyms for teams such as club, company, lineup, and organization. It references the 2017 New Zealand BLAX World Cup squad and a quote about how teams can generate magic but not to count on it. The document is a placeholder for a talk and encourages attendees to have conversations and discussions. It concludes by thanking the audience and asking if there are any questions.
Leadership requires determination, courage, and the ability to get results while building relationships. True leaders establish a direction, align people, motivate and inspire, and produce change. The document discusses the differences between leaders and non-leaders, noting that leaders are purpose-oriented while non-leaders are career-oriented. It also outlines six key skills that make effective leaders: having a sense of purpose and passion, strong character and competence, wisdom, and the ability to multiply their impact through others.
By Anand:-
Effective team work, inffeffectiveness, strategy, benefits, barriers, how to improve team work everything in it.
I will be glad to see your comments.
And also please like it, if you really like it
i will be do always improvements in it.
thanx
The creative individual in the knowledge-based societyTudor Rickards
The document discusses theories of creativity and innovation, and how creative individuals can help develop teams. It proposes that creative leaders establish "benign structures" that overcome barriers and encourage creativity in others. Research identified seven team factors influenced by creative leadership, and found some teams outperform through these structures. The conclusion is that creativity, innovation, and co-creation will be increasingly important in knowledge societies and organizations should embed creative teams and networks.
Strengths Based Leadership: Applications for 4-HEric Kaufman
All too often, leaders are blind to the obvious when it comes to something of critical importance to them -- their unique talents and strengths. Gallup’s StrengthsFinder and StrengthsExplorer assessments can help us uncover and develop personal strengths. This workshop will outline resources and strategies for helping 4-Hers develop and apply their talents in four domains of leadership: relationship building, strategic thinking, influencing, and executing.
The document discusses strengths-based leadership. It defines strengths as pre-existing capacities that are authentic and energizing, enabling optimal performance. Strengths are developed using positive psychology research showing high achievers spend most time in their strengths areas. A strengths perspective focuses on talents rather than deficits, and building on strengths promotes more success than fixing weaknesses. There are four domains of leadership strengths: strategic thinking, executing, relationship building, and influencing. The document provides examples of strengths that may naturally conflict and encourages developing a personal action plan to better leverage one's strengths.
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
This presentation will teach you about different principles of good leadership. If you are a leader of a particular organization, then, this is the perfect one for you. Enjoy reading while learning. Keep safe everyone!
Leadership can take many forms, including being appointed to a position of authority, having charisma or personality, leading by moral example, or through one's abilities. While bosses focus on planning, organizing, directing, and problem-solving, true leaders set strategy and vision, communicate effectively, motivate and inspire others, and empower their people. Effective leadership requires traits like intelligence, personality, and physical presence, and different leadership styles can be delegating, participating, inspiring, or directive. Self-awareness of one's own style is important for leaders to know themselves and define their approach.
What is an Agile Mindset? Exploring the Virtues of An Agile LeaderJason Schreuder
This document discusses the virtues of an agile mindset for leadership. It begins by providing background on the author as an agile coach and then discusses some of the complex issues facing the world today. It contrasts a Newtonian mindset that values stability and control with a quantum mindset that embraces uncertainty and change. The document advocates adopting qualities like autonomy, mastery and purpose. It discusses intent-based decision making and the virtues of an agile organization, including clarity of vision, pervasive collaboration, integrity and accepting prudent risks. The overall message is that an agile mindset can help leaders adapt to a complex, changing world.
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.
The document outlines 17 laws of teamwork that are important for building highly effective teams. Some of the key laws include:
1) The law of significance - no one person can achieve greatness alone; teams are needed to attain uncommon results.
2) The law of the big picture - team members must prioritize the overall team vision over their individual roles and agendas.
3) The law of the catalyst - winning teams have driven individuals who take initiative and help the team succeed.
4) The law of accountability - team members must be reliable and dedicated to the team's success.
5) The law of the price tag - teams must be willing to sacrifice and commit time to develop
This document discusses how leaders build effective teams. It identifies key human needs and motivation factors that correlate to successful leadership and teamwork. The presentation goals are to analyze best practices that incorporate the seven principles of effective teams, and evaluate leadership attributes and effective teamwork. Some of the seven principles discussed include having a shared vision, finding individual roles, trust, communication, and transitioning responsibility to the team. References and the presenter's credentials are provided at the end.
The document discusses various aspects of leadership including definitions, key traits, styles, and roles of leaders. It defines a leader as someone who influences others towards achieving goals and lists traits like integrity, dedication and creativity. It also outlines three major leadership styles: authoritarian, participative, and delegative. The key roles of a leader are defined as visioning, strategy, and organizing people.
Gretta Fennell outlines her leadership and management plan in three parts: raising the leadership bar by leading with integrity and sharing goals, building strong relationships through genuine care and trust, and setting others up for success by providing growth opportunities and mentorship. She aims to fulfill her personal mission of helping others and making a difference by motivating through her strengths of listening, reflection, and building relationships while addressing her weaknesses of confidence and cautiousness to change.
Teamwork and leadership were the main topics discussed. The document provided an agenda that covered the importance of teamwork, how to construct effective teams, and characteristics of good team players and leaders. It discussed the differences between a leader and manager, qualities of good leaders, and strategies for dealing with different difficult personality types on a team, such as whiners, shy people, and "tanks." The overall message was about the value of teamwork and effective leadership in achieving goals and building successful teams.
This document summarizes key concepts in ethics, including:
1) Meta-ethics addresses questions about the nature of ethics, normative ethics focuses on moral standards and principles, and applied ethics applies theory to practical issues like abortion and war.
2) Objectivism holds that values exist independently of human views while subjectivism says values are human constructs. Absolutism and relativism differ on whether morality is universal or culturally dependent.
3) Deontology judges acts by their adherence to duty while consequentialism assesses acts by their outcomes. Utilitarianism specifically aims to maximize happiness. Virtue ethics focuses on developing good character rather than rules.
This document discusses various concepts related to professional ethics including what constitutes a profession, the difference between descriptive and prescriptive ethics, common professional values like integrity and competency, and how to reason through moral dilemmas and apply ethical theories. It uses examples of potential ethical issues an occupational health and safety professional may face to illustrate these concepts and help think through problems in professional ethics.
The document discusses several ethical theories:
- Subjective relativism and cultural relativism hold that morality is determined by individual or cultural perspectives.
- Divine command theory says morality obeys God's commands.
- Ethical egoism and act utilitarianism focus on individual or short-term benefits.
- Kantianism and rule utilitarianism emphasize duty and long-term consequences.
- Social contract theory sees morality arising from implicit agreements within society.
The document also provides examples to illustrate each theory and analyzes whether copying a music CD or sharing exam answers aligns with each framework. It concludes that sharing answers violates rules and duties.
Ethics and it professional practises (assignment 2)Farah Azudin
The document discusses ethics and professional practices in information technology. It presents a scenario where a manager tasks a group leader with laying off one member of a five-person software engineering team due to company-wide layoffs. The group leader knows the company tracks internet usage but has not shared this with the team. The document asks if it would be unethical for the leader to access these records to determine which two least productive members spend time online and lay one of them off. It analyzes this question from several ethical perspectives.
- Thomas Hobbes argued that in a state of nature without government, life would be "solitary, poor, nasty, brutish, and short" due to individuals looking out for their own self-interest. He believed people consented to form societies and cede some rights to a sovereign authority in order to have security and order.
- John Locke believed individuals in a state of nature had natural rights and consented to form governments to better protect those rights from harm, as living without such protection would leave individuals in a state of fear. He advocated for limiting government power to protect individual freedoms.
- Jean-Jacques Rousseau argued people in a state of nature had more freedom and morality,
This document introduces several ethical theories: Kantianism focuses on treating people as ends rather than means; utilitarianism evaluates actions based on their consequences and maximizing happiness; social contract theory proposes that individuals implicitly consent to moral rules for the benefit of society; and virtue ethics emphasizes cultivating moral character through habitually doing right actions. The document provides examples applying these theories to scenarios around plagiarism, highway construction, computer viruses, marketing practices, and more.
1. Hermeneutics is an interpretive method for understanding human meaning and values, which are culturally and historically situated. Positivism is too restrictive for understanding human motivation fully.
2. Interpretation of social and cultural contexts is needed to understand human experience, separate from studying natural sciences. Shared meanings and norms are constructed through communication within a community.
3. Through interpretive understanding of others' perspectives and motivations informed by shared cultural systems, it is possible to overcome the subject-object divide in understanding human behavior.
Kant believed there are absolute moral laws called categorical imperatives that dictate how we ought to act regardless of the consequences of those actions. His fundamental principle of morality is that we should only act in a way that the actions could become a universal law without contradiction. For Kant, morality depends on having a good will and doing the right action for its own sake rather than for personal desires or consequences. He argued that because humans are rational beings capable of reason, they have intrinsic worth and dignity that should never be violated by treating them as mere means to an end.
This document discusses several ethical theories and concepts, including:
1) Kantian ethics focuses on duty and the categorical imperative, holding that an action is only moral if motivated by duty rather than consequences.
2) Utilitarianism judges the morality of actions based on their consequences and promoting the greatest good for the greatest number.
3) Aristotle's doctrine of the mean teaches that virtue and developing good character lead to a good life.
4) Indian traditions discuss concepts like dharma, artha, moksha, and the gunas that influence views of human nature, society, and development.
Kant's deontological moral philosophy is based on the categorical imperative and the idea that individuals have a duty to act based on universal moral rules and principles rather than consequences. There are three formulations of the categorical imperative: 1) only act in ways that could become a universal law; 2) treat humanity as an end in itself, never merely as a means; 3) act as if you are a lawmaker formulating universal rules. Kant believed that morality comes from rational will and duty rather than desires. However, some Islamic scholars criticize Kant for making human rationality the sole source of morality and for allowing subjective maxims rather than basing morality on obedience to divine commands.
The document discusses the field of ethics and moral philosophy. It defines ethics as the study of evaluating human actions and morality as concerning proper behavior. It outlines the three main areas of moral philosophy: metaethics investigates the basis of morality, normative ethics focuses on ethical standards, and applied ethics applies theory to practical issues. The document also examines the views of several philosophers on the importance of moral reflection, including Socrates advocating examining one's life, Aristotle linking happiness to fulfilling one's nature through reason, and Kant's notion of conscience as a process of moral self-judgment.
Kant's deontological moral philosophy is based on the categorical imperative and the idea that morality depends on duty and the good will rather than consequences. The categorical imperative has three formulations: first, act only according to maxims that could become universal laws; second, act to treat humanity as an end in itself, never as a mere means; and third, act as a member of a kingdom of ends where all rational beings give universal laws. Islamic philosophers criticize Kant for making human rationality the sole source of morality and for proposing subjective moral principles rather than objective divine commands. For Islam, intention includes knowledge, will, and obedience to God's commands, and intention combined with action determines moral worth.
Normative ethics aims to discover the moral standards supported by the best reasons. There are four main approaches: teleological theory assesses acts based on their consequences; deontological theory evaluates acts based on adherence to duty; ethical egoism holds an act is good if it benefits oneself; and virtue ethics focuses on developing good character traits. Utilitarianism is a form of teleological theory that considers an act right if it maximizes overall happiness. Kantianism is a deontological theory that deems an act right only if motivated by duty.
The document discusses the arguments for and against whether playing violent video games is ethical. It covers three ethical theories: utilitarianism, deontology, and virtue ethics. Regarding utilitarianism, the document argues that it is difficult to prove the risks of playing violent video games outweigh the benefits. From a deontological perspective, the document discusses how playing such games could reduce others to mere means. However, it notes the simulated nature of video games. Finally, in discussing virtue ethics, the document suggests violent games could cultivate the wrong character traits, though applying classical theories to new technologies has limitations.
Group Assignment 2 involves two tasks. Task 1 is compulsory and requires analyzing an ethical scenario about accessing employee internet usage records when making a layoff decision. Task 2 involves choosing three of five options analyzing topics related to IT, automation, and monitoring in the workplace. The options provide examples and analyze advantages and disadvantages from different perspectives. Submission is due by January 29th via emailing a blog link to the specified email address.
Immanuel Kant was an 18th century German philosopher who developed the categorical imperative as a way to determine morality. The categorical imperative states that moral rules must be universal and that people should never be treated merely as a means to an end. Kant believed that human nature is fundamentally good and that we have a duty to act according to moral rules derived from pure reason alone. He argued that morality depends on intention rather than outcomes and that we have universal duties that apply regardless of inclination.
Immanuel Kant - An 18th Century Western Philosophermukeshjhedu
Immanuel Kant was an 18th century German philosopher born in 1724 in Konigsberg, Prussia (now Kaliningrad, Russia). Some of Kant's major contributions included his categorical imperative, critique of pure reason, critique of practical reason, and critique of judgment. In his works, Kant explored concepts like deontology, aesthetics, and moral philosophy. He is regarded as one of the central figures in modern philosophy.
Deontological ethics focuses on adherence to moral rules and duties rather than consequences. It is based on the ideas of Immanuel Kant, who argued that an act is only right if it is done from duty and respects rational moral laws. For Kant, the only unqualified good is a good will, and morality requires acting only on principles that could become universal rules followed by all rational beings. He formulated the categorical imperative as a test of whether actions truly respect humanity as an end in itself.
This document provides an overview of a presentation on ethical leadership for technical professionals. The presentation covers engaging employees, virtues of ethical leadership including clarity, creativity, competence, courage and service. It discusses specific skills like giving feedback using a fair process model. Stories are used to illustrate concepts like courage, listening, apologizing and using fair processes. Attendees are encouraged to share stories of virtues and pick one to improve going forward.
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
This document outlines an agenda for a professional development conference on ethical dimensions of fire service instruction. The agenda covers topics such as why ethics is important, ethical challenges, values for adult educators, ethical decision-making, virtues of ethical leadership, and case studies. It discusses concepts like ethical frameworks, fair process, relational leadership, vision and goals, and the importance of storytelling for leadership. The overall aim is to help fire service instructors incorporate ethics into their teaching and leadership approaches.
Presentation to Minnesota Recreation and Parks Association 2011. Focusing on leading with a sense of purpose and defining actions in terms of core values of public service.
Ethical Leadership working session with Metro Fire Cheif Officers Association, Part 2 of 4. Focus on the virtues of ethical leadership, and key underlying values for public safety.
This document summarizes a webinar about communicating vision and value in nonprofit organizations. The webinar discusses moving beyond linear strategic thinking to embrace more complex and adaptive systems approaches. It explores envisioning as an ongoing process of open dialogue and discovery rather than fixed plans and messages. The webinar also provides tools and strategies for communicating vision through social media in a way that pulls people in through exploration and authenticity rather than just pushing messages.
Magic Myth and the Devops - Cascadia IT 2015Jennifer Davis
“Once upon a time”: powerful words that begin many oral
narratives and indicate that the story to be told will be imbued
with magic and myth. Organizational folklore can be a very powerful force for instilling or perpetuating behavior, systems, and culture within an organization.
Too often, fear and negativity are the driving forces in the folklore behind many organizational traditions. A positive narrative that embraces the customs and traditions of a healthy, balanced feedback loop can help jumpstart your DevOps journey. This talk will help you frame your narrative alongside metrics and use folklore as a catalyst for positive change.
This document presents a model for developing expert leaders called WICS, which stands for Wisdom, Intelligence, Creativity, and Synthesized. It argues that wisdom is the most important component of leadership and defines wisdom as balancing short-term and long-term interests through values. The model proposes that expert leaders attain common goods through a balance of intrapersonal, interpersonal, and extrapersonal interests using successful intelligence. It also discusses how practical intelligence, tacit knowledge, and wisdom can be developed to improve leadership.
There is good alignment between what the company says it stands for and what employees actually experience and believe in. Alignment of values helps build trust and commitment.
Principle 2: Distributed Leadership
• Leadership is distributed throughout the organisation rather than concentrated at the top.
There is good alignment between what the company says it stands for and what employees actually experience and believe in. Values are consistently demonstrated from top to bottom.
Principle 2: Distributed Leadership
• Leadership is distributed throughout the organisation.
Mindful ATF is an adaptive organizational development framework that bridges agility and organizational change. It emphasizes exposing environmental phenomena through mindfulness practices rather than simplifying complexity. The framework incorporates concepts from fields like neuroscience, psychology, and change management. It addresses the cultural challenges of agile transformations and views organizations as complex systems. Mindful ATF uses workshops and leadership development to establish shared understanding, build guiding coalitions, and develop sustainable change visions tailored to each organization's needs and maturity levels.
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
There are five sides to every story presentation (2)DanielleCMST412
This document discusses the five practices of using stories effectively: finding stories, digging into stories, selecting stories, crafting stories, and embodying stories. It notes that stories can be used for branding, public relations, internal communications, and appealing to investors. While stories are difficult to directly tie to financial returns, the study found that some organizations have experienced increased growth, profitability, funding, goal achievement, and engagement through the strategic use of stories.
This document discusses the key principles of Agile Project Management including trust, openness, honesty, courage, and behavioral flexibility. It outlines the Agile PM Success Sliders tool which focuses on 7 attributes of project success. It also emphasizes developing a learning mindset and practicing empathy. Overall, adopting an Agile mindset is said to increase engagement, develop multi-skilled individuals, and lead to superior project outcomes through healthier behaviors.
Thinking strategically & critically seeing possibilitiesRebecca Jones
Strategic thinking involves seeing possibilities by viewing situations from different perspectives, questioning assumptions, and focusing on the future. It requires openness, flexibility, and adapting views over time. Key aspects of strategic thinking discussed in the document include clarifying assumptions, questioning the status quo, avoiding decision traps like anchoring, and seeing opportunities where others see difficulties. The document provides techniques for practicing strategic thinking and emphasizes its importance for effective problem solving and decision making.
Abstract: Public Lecture Da Vinci
Dr Rica Viljoen
The theory that will underpin the public lecture deals with the complex problem of how individuals, groups, organisations and societies handle changing life conditions. Thinking systems in people, organisations and society help us to understand the adaptive capability of changing environmental conditions. These conditions in the environment study the following:
• Worldview: messaging and pattern recognition
• Degree of complexity: exiting or emerging codes of thinking
• Command and control: the inherent flexibility
• Organising Principles: the intensity of the condition
• Elaborating stream implications: the view and implications of the past, present and future time line
• Potential: the functionality or health of the ecology
Insights gained from a meta-study on leadership will be presented. These insights lead to the publication of the book Organisational Change and Development. Multi-cultural research conducted in 42 different countries, with more than 100 000 participants, will be shared. These ethnographical insights will be interwoven with the Interesting findings from various Da Vinci PhD-studies to present a rich narrative on the human condition. The purpose of the lecture is to uniquely offers the application of diversity of thought and contexual understanding in various geo-political, industry domains organisational spaces.
The stories that will be shared, was lived by leaders in multi-cultural settings. The organisational and societal development interventions that will be described, was facilitated by Rica and/or her co-researchers. One such case will deal with the successful implementation of co-determination – a unique way of partnering between workers, management and trade unions in an effort to optimise stakeholder relationships and conduct sustainable business in South Africa and other emerging economies. An effort will be made to present enough rich narratives for the participant to be triggered, inspired and even moved to action to make the world a better place for all.
The following books will be available after the lecture:
• Organisational Change and Development (Viljoen, 2015)
• Employee Engagement in a South African Context (Nienaber and Martins, 2016)
• Organisational Diagnostics (Martins, Martins and Viljoen, 2017)
This document discusses different types of power and their impact. It outlines coercive, utility, and moral power. Coercive power is based on fear and leads to negative outcomes. Utility power is based on exchanges but can promote individualism over teamwork. Moral power is grounded in commitment to doing right and modeling values, promoting sustained positive influence. The document also discusses tools for principled power, including persuasion, patience, gentleness, teachability, acceptance, kindness, openness, compassionate confrontation, consistency, and integrity.
The document discusses bringing narrative practices to workplaces through coaching and consulting. It describes how narrative coaching can help restore common purpose and culture in organizations by having employees tell stories about their preferred values at work. However, narrative practices also challenge traditional views of management and leadership. The document explores various applications of narrative practices in individual coaching, training, team building, change management, and responding to issues like conflict and suicide in the workplace.
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
7. Ethical Decision Making
• Authority or Traditions.
• Conscience or gut feel.
• Name-calling
OR
• Ethical frameworks
• Analytical thinking
• Constructive discussion
9. 3,000 years in 5 minutes
Aristotle John Locke Immanuel Kant J.S. Mill
b. 384 BCE b. 1632 b. 1724 b. 1806
Think “OMAR”:
Outcomes – Motives – Agent – Rights
10. Ethical Discussion Framework
Outcomes
Motives
Agent
Rights
• Articulate position (or competing positions).
• Define disagreements or points of contention.
• Clarify terms and concepts
• Seek and clarify situation facts and objective data
• Analyze positions
12. Employee Engagement Drivers
• Clear expectations for
performance
• Adequate materials
and equipment
• Ability to succeed
in assigned roles
• A supervisor who cares about subordinates
• Co-workers committed to quality work
• Opportunities to learn and grow
Source: Gallup G12 Summary
13. Learning from Sisyphus
• Sisyphus angered
gods through a
variety of antics.
“Accounts vary.”
• His sentence was the
worst thing the
storytellers could
imagine for a smart,
engaged person.
16. Best Practices from Hospice Care
• Group sessions to
process, share
(and grieve).
• Individual
relationships
pervade teams and
enterprise.
• Culture of mutual
support and
awareness
17. The oldest leadership seminar
If we
• Safety and comfort
aren’t
telling
stories, • Tactical information
others
surely
are! • Problem-solving
• Strategic decisions
• Who are we???
18. Thank you for your attention!
Charles A. Weinstein, Ph.D.
Ethical Leaders in Action, LLC
cweinstein@ethinact.com
651-646-1512
“We enable ethical leaders to achieve
extraordinary results”