Deloitte lfw linked in ppt
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The document summarizes an evaluation report of a Leadership for Women program. It finds that the program helped women develop leadership competencies like goal setting, confidence, relational skills and leadership actions. It also led to greater self-reflection, motivation, and empowerment of other women. The program is recommended to be offered more frequently, affordably and in different locations to help more women.
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“A field of study that investigates the impact that individuals, groups and structures have on behavior within organization, for the purpose of applying such knowledge toward improving organization effectiveness.”
“Understand, predict and manage human behavior in organizations”
Figurehead
Symbolic head; Required to perform a number of routine duties of a legal or social nature.
For Example:
Leader
Responsible for the motivation and direction of employees
For example
Liaison
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Disseminator
Transmit information received from outsiders/employees to members of the organization
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The document discusses gender differences in leadership effectiveness and the barriers that women face in achieving leadership positions. While men and women are equally effective leaders overall, women tend to be more effective in leadership roles that align with stereotypical feminine traits, like education and social services. However, women are underrepresented in top leadership positions due to factors like human capital differences related to domestic responsibilities, gender differences in self-promotion, and prejudice stemming from perceptions that leadership requires stereotypically masculine traits. The "glass ceiling" refers to the invisible barrier preventing women's advancement, and its persistence is related to a lack of recognition of women's business, strategic, and financial acumen.
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The document summarizes three leadership theories:
1. Managerial Grid Theory identifies five leadership styles based on concern for production and people. The optimal style is high concern for both.
2. Path-Goal Theory states that a leader's style should motivate employees by focusing on the task and environment. Directive, supportive, participative, and achievement-oriented styles should be used.
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This document summarizes several theories of leadership behavior and leader-member relationships. It discusses:
1) Early theories focused on distinguishing leaders based on traits but did not agree on relevant traits. Later theories examined leadership styles, including those focused on concern for production vs people.
2) Transformational leadership aims to motivate members to exceed expectations by changing their values. It identifies a continuum of effectiveness for eight leadership styles.
3) Situational theory proposes that leader effectiveness depends on leader-member relations, task structure, and position power. Fiedler suggested choosing directive or permissive styles based on these conditions.
4) Leader-Member Exchange theory found leaders treat in-group, out-group
Do gender dynamics affect manager effectiveness culture amp
The document discusses research on the impact of gender dynamics on manager effectiveness. Some key findings include:
- Female direct reports generally rate their managers slightly lower than male direct reports, especially in areas like recognition and inclusion.
- Women reporting to men give the lowest ratings to managers, while men reporting to women give the highest.
- Female managers are rated higher than male managers in skills like valuing diversity and ensuring fair attribution of work.
- Despite excelling in these skills, fewer female managers advance to senior leadership roles compared to male managers.
The document concludes that training and organizational processes need to mitigate biases to ensure fair evaluations and career advancement for all.
Relationship Between Gender and Leadership – Female Leaders in the new century
The success of the company depends significantly on leaders and their leadership in the organization. For the last 80 years, many studies about leadership had created a complex web of standards and theories along with a plethora of related skill sets, traits, and dispositions (O’ Connell, 2014). According to Rost and Barker (2000): “Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes”.
Nevertheless, the concept of leadership has changed in this 21st century and leaders are expected to be more flexible when applying their skills and knowledge to work with each individual, team and situation (Osborn, Hunt, and Jauch, 2002; Porter and McLaughlin, 2006). Besides that, the relationship between gender and leadership is always a question without proper answers (Powell, 2011). Many studies were implemented to explain how the gender affects leadership styles and how female leaders or male leaders can use their knowledge to develop their leadership skills.
This paper will provide general and in-depth information about the influence of gender to leadership. Therefore, leaders can find suitable ways to improve their leadership skills, especially female leaders. The first section will give readers some information about the development of leadership in the 21st century. The second section will contain evidences about the effect of gender on the behavior of the leader and explain how it happens. The third part will concentrate on female leaders and present some difficulties that they might face in this new century. The last part is the discussion and reflection of the author based on real-life situations.
Managerial Roles in the Organization | Organization Behavior |
Managerial Roles in the Organization -
“A field of study that investigates the impact that individuals, groups and structures have on behavior within organization, for the purpose of applying such knowledge toward improving organization effectiveness.”
“Understand, predict and manage human behavior in organizations”
Figurehead
Symbolic head; Required to perform a number of routine duties of a legal or social nature.
For Example:
Leader
Responsible for the motivation and direction of employees
For example
Liaison
Maintains a network of outside contacts who provides favors and information
For Example
Monitor
Receives a wide variety of information; serves as a nerve center of internal and external information of the organization
For Example
Disseminator
Transmit information received from outsiders/employees to members of the organization
For Example
Spokesperson
Transmit information to outsiders on organizational plans, policies,actions and results; serves as expert on organization industry
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Do gender dynamics affect manager effectiveness culture amp
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Relationship Between Gender and Leadership – Female Leaders in the new century
Relationship Between Gender and Leadership – Female Leaders in the new century
Managerial Roles in the Organization | Organization Behavior |
Managerial Roles in the Organization | Organization Behavior |
Similar to Deloitte lfw linked in ppt
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This document summarizes a presentation on boosting female leadership in global organizations. It begins with figures showing that organizations with more female leadership and more women on boards tend to outperform financially. However, women are underrepresented in corporate leadership positions. Common reasons for the leadership gender gap include lack of confidence, stress from disproportionate pressures, and lack of strong professional networks for women. The document calls for actions by employers to close the gap such as minimizing bias, providing sponsorship opportunities, and implementing career development programs. It provides examples of initiatives from various global companies and organizations to promote women's leadership. The presentation concludes with advice and inspiration from successful female business leaders.
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The National Leadership Unit in NHS Scotland works to develop and improve leadership in the public health sector. It aims to build leadership capacity and capabilities, support current and future leaders, evaluate leadership programs, and collaborate across public services. It offers various leadership development programs, resources, and frameworks to nurture strategic, clinical, and frontline leadership skills.
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(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
Research In Action: Issue 3
Program Staff in Youth Mentoring Programs: Qualifications, Training and Retention with Tom Keller, Ph.D. - April 1, 2009
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The document reports on a study by All American Leadership that sought to understand the factors limiting organizations' ability to develop great cultures. It found that developing next generation leaders was the top challenge and that the pace of change has made cultural development difficult. The study aims to create a framework for measuring organizational culture to help companies diagnose weaknesses and improve.
Advancing Women’s Leadership in Business.pdf
Unlock success with the best advancing women's leadership in business strategies. Elevate your career and empower female leaders today
A shared leadershipskills
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions, direction, and commitment around complex issues by developing capabilities like engaging across boundaries and understanding the organization systemically.
Shared leadership skills
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions to complex issues by developing capabilities like engaging across boundaries, understanding interdependencies, and effective teamwork.
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In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
Research In Action #2
Issue 2: Effectiveness of Mentoring Program Practices.
This series was developed by MENTOR and translates the latest mentoring research into tangible strategies for mentoring practitioners. Research In Action (RIA) makes the best available research accessible and relevant to the mentoring field.
Educational Leadership 9 8 06
This document discusses developing educational leadership capacity. It outlines objectives of discussing considerations for including leadership in academic careers, skills and attitudes needed for leadership positions, and issues of ethics and cultural competency. Participants are encouraged to identify leadership opportunities and develop a personal leadership development plan. Key aspects emphasized include developing vision, communication skills, cultural competence, and empowering others through influence and mentoring.
Addressing tomorrows workforce today
Utilizing Dr. Gloriana Hunter’s Model of Employment Role Autonomy Levels © , this training addresses what is necessary in today's workforce.
Employee Engagement and Retention with Dr. Paul Marciano
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document recommends organizations assess their level of respect, align respect with their mission and values, provide training on respectful behaviors, and consequate behaviors to work towards engaging employees.
Rypple webinar
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document proposes assessing an organization's level of respect and engagement, aligning respect with the organization's mission and values, and conducting workshops to teach and reinforce respectful behaviors to help engage employees.
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Among the key challenges many employers face:
They don’t have strategic level initiatives in place to capture and retain the knowledge that’s about to leave
They don’t have replacement talent ready to step into leadership as these roles open up
They can’t engage and retain early career talent long enough to fill leadership roles
What if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
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ORGANIZATIONAL BEHAVIOUR& LEADERSHIP BY Enkeleda KAPLLANAJ
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- 1. Evaluation Report Leadership for Women™ Program
- 5. 1. Gender Stereotypes Expectations arising from gender stereotypes result in “ devaluation of their (women’s) performance, denial of credit to them for their success, or the penalization for being competent” Heilman, 2001
- 22. For more information: Contact: Kathy Watt [email_address]