This document discusses leadership theories and emotional intelligence. It defines leadership as influencing others to achieve organizational goals, and identifies four characteristics of effective leaders: providing direction and meaning, generating trust, favoring action and risk-taking, and being hopeful. Several leadership theories are outlined, including behavioral, contingency, situational, and transformational theories. The document also discusses the importance of emotional intelligence for leaders, noting that leaders who lack emotional intelligence can foster stress and inhibit collaboration, while emotionally intelligent leaders create safe environments and leverage emotions to facilitate change.
Patriarchal Leaders are leaders who use their left brain functions excessively to drive their individual agenda and to control their experience and those of others. As a result, they are bound to the Patriarchal behaviors associated with that side of the brain. They tend to support the notion that traditional (left brain) behaviors of men are right and preferred while other behaviors and ways of expressing oneself are wrong. Functional qualities and needs rooted in the left brain include power, control, objectivity, critical thinking, and competitiveness and are the hallmark of the Patriarchal Leader. They negate the value of collaboration, cooperation, emotional expressiveness, empathy, caring and concern for the experience of employees, which are traditional right brain functional qualities.
As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.
Patriarchal Leaders are leaders who use their left brain functions excessively to drive their individual agenda and to control their experience and those of others. As a result, they are bound to the Patriarchal behaviors associated with that side of the brain. They tend to support the notion that traditional (left brain) behaviors of men are right and preferred while other behaviors and ways of expressing oneself are wrong. Functional qualities and needs rooted in the left brain include power, control, objectivity, critical thinking, and competitiveness and are the hallmark of the Patriarchal Leader. They negate the value of collaboration, cooperation, emotional expressiveness, empathy, caring and concern for the experience of employees, which are traditional right brain functional qualities.
As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.
Two contrasting views fuel debate in leadership theory and practice: The classic behavioral approach assumes that developing leaders means focusing on the person, his or her skills and experience, whereas the mindful approach holds that leadership happens in the moment and requires making sense of the evolving dynamic between person and context. In essence, training leaders in the behavioral tradition means providing them with a toolbox of knowledge and skills. But is this sufficient, given the complexity and human dynamics involved in leading people in organizations?
Secretary of the Air Force Deborah Lee James called for Bold.docxkenjordan97598
Secretary of the Air Force Deborah Lee James called for Bold Leadership. But what does bold leadership mean, and what does it look like? Boldness takes courage and courage is product of vulnerability. To get to a place of bold leadership, first leaders must understand the many complex emotions that are a part of leadership (uncertainty, risk and emotional exposure) and how to manage or make use of them in a way that's healthy and productive so they can be a powerful source of influence and motivation rather than seeking to repress or ignore them or letting them spiral out of control.
These are my notes/thoughts so far, and would appreciate an opportunity to discuss/determine how to best capture these themes. I only provide this to give you a general idea of what I'm thinking. I'm not tied to any of this, and am open to feedback.
- Leading is about people – if done right it is an emotional experience, a leaders own emotions, beliefs and biases play a large role in who they are as a leader and their effectiveness.
- Leadership roles constantly generate feelings of vulnerability, but leaders are typically conditioned to hide their vulnerabilities at all costs. Leaders need to cultivate the ability to be vulnerable without feeling compelled to close themselves down in an attempt to safeguard or project the image he or she has been taught is that of a successful leader. Leaders have to develop a sense of comfort with discomfort, and understand the emotions behind it in order to r
- The ability to do this is of critical importance to a leader, for leaders not only not only manage their own emotions, but also need to be aware of the significant impact his or her emotions have on everyone around them (positive or negative). Science has shown that emotions are literally contagious--we sense them in others, pick them up and pass them on--and people are even more sensitive to the emotions of those in leadership positions or if viewed as having a high status.
Therefore understanding emotions, and having the skill set to leverage this dynamic effectively provides a leader tremendous advantage.
Leaders need to have a better understanding of the emotions that are inherent to leadership, and how to manage or make use of them in a way that's healthy and productive so they can be a powerful source of influence and motivation rather than seeking to repress or ignore them or letting them spiral out of control.
- Leadership is an inside-outside game. Leaders have to look in to see out. How we think about things impacts what we do. In today’s frenetic world, we’re often so busy doing things that we don’t notice our thinking—our Inner Operating System, which then takes on a life of its own and it is often hidden from our view. We are caught in our own habitual patterns, without noticing, at high cost since the inner life impacts personal effectiveness, creativity, innovation, and performance.
USAF Secretary James called for bold leadership in fa.
The Importance of Emotional Intelligence in Leadership Development.pdfEnterprise Wired
Emotional Intelligence in Leadership: 1. Effective Communication 2. Conflict Resolution 3. Decision-Making 4. Empathy and Team Building 5. Stress Management 6. Adaptability
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2. Leadership
a process of influencing others to
facilitate the attainment of
organizationally relevant goals. It
could be formal or informal
leadership.
3. Four Characteristics of an Effective Leader
Warren Bennis
1.They provide direction and
meaning to the people they are
leading.
2. They generate trust.
3. They favor action and risk taking.
4. They are purveyors of hope.
8. Authoritarian decision-making
make all the major group
decisions and demand compliance
from the group members.
Authoritarian leaders typically
make decisions on their own and
tell other group members what to
do and how to do it.
BEHAVIOURAL THEORY
9. Leaders who use democratic decision-making
encourage group discussion and believe in
decision-making through consensus.
Democratic leaders still make the final decision,
but do so only after carefully considering what
other group members have said. Usually, their
decision goes with the majority.
BEHAVIOURAL THEORY
10. Laissez-faire, loosely translated, means 'to
leave alone' in French. Therefore, leaders who
use laissez-faire decision-making let the
groups make their own decisions.
They are only minimally involved, basically
sitting back and letting the group function on
its own. Laissez-faire is usually the least
effective style of leadership decision-making.
BEHAVIOURAL THEORY
11. BEHAVIOURAL THEORY
Michigan Leadership Studies
the well-known series of leadership studies
that commenced at the University of
Michigan in the 1950s by Rensis Likert
The studies identified two broad leadership
styles – an employee orientation and a
production orientation.
16. Must be controlled
THEORY X THEORY Y
Avoid Work
Avoid Responsibility
Seek Security
Work is Natural
Self-direction
Seek Responsibility
Good Decisions
Mc Gregor’s Theory
17.
18.
19. A contingency theory is an organizational
theory that claims that there is no best way to
organize a corporation, to lead a company, or to
make decisions. Instead, the optimal course of
action is contingent (dependent) upon the
internal and external situation. A contingent
leader effectively applies their own style of
leadership to the right situation.
20. Fiedler's contingency theory
is one of the contingency theories that states that effective
leadership depends not only on the style of leading but on the
control over a situation.
There needs to be good leader-member relations, task with clear
goals and procedures, and the ability for the leader to meet out
rewards and punishments. Lacking these three in the right
combination and context will result in leadership failure.
Fiedler created the least preferred co-worker (LPC) scale, where
leader is asked what traits can be ascribed to the co-worker that
the leader likes the least.
27. Attribution theory
is concerned with how and why ordinary
people explain events as they do.
Heider (1958) believed that people are naive
psychologists trying to make sense of the
social world. People tend to see cause and
effect relationships, even where there is none!
28.
29.
30.
31.
32.
33.
34. TRANSACTIONAL LEADER
HELPS THE FOLLOWER IDENTIFY
WHAT MUST BE DONE TO
ACCOMPLISH THE DESIRED
RESULTS.
LEADER RELIES ON CONTINGENT
REWARDS
39. has to do with one’s ability to both recognize and control
his/her own emotions, while leveraging emotions appropriately
as situations dictate.
It also has to do with one’s awareness of and sensitivity
towards others’ emotions. It could easily be argued that
emotional intelligence is an important characteristic for anyone
at any level of an organization.
A leader’s emotional intelligence can have far-reaching
influence over their relationships, how they manage their
teams, and generally how they interact with individuals in the
workplace.
EMOTIONAL INTELLIGENCE
40. What happens when leaders aren’t emotionally intelligent?
Most leaders frequently face stressful situations.
Leaders who are low in emotional intelligence tend to
act out in stressful situations because they’re not able
to manage their own emotions. They may be prone to
behaviors such as yelling, blaming, and being passive
aggressive. This can create an even more stressful
environment, where workers are always walking on
eggshells trying to prevent the next outburst.
41. What happens when leaders aren’t emotionally intelligent?
Not being emotionally intelligent can inhibit
collaboration. When a leader doesn’t have a handle
on his own emotions and reacts inappropriately,
most of his employees tend to feel nervous about
contributing their ideas, for fear of how the leader
will respond.
42. What happens when leaders aren’t emotionally intelligent?
A leader who lacks emotional intelligence doesn’t necessarily
lash out at his/her employees. Not being emotionally
intelligent can also mean an inability to address situations
that could be fraught with emotion. Most leaders deal with
conflict, and a leader who isn’t clued into others’ emotions
may have a difficult time recognizing conflict and dealing
effectively with its resolution.
43. What happens when leaders are emotionally intelligent?
Leaders who are emotionally intelligent foster
safe environments, where employees feel
comfortable to take calculated risks and to
voice their opinions. Working collaboratively
isn’t just a goal, but it gets woven into the
organizational culture.
44. What happens when leaders are emotionally intelligent?
When a leader is emotionally intelligent, s/he can
leverage emotions for the good of the organization.
Leaders often have to act as change agents, and if
they are aware of how others will react emotionally to
changes they can anticipate this and plan the most
appropriate ways to introduce and carry out the
change.
45. What happens when leaders are emotionally intelligent?
Emotionally intelligent leaders don’t take things
personally and are able to forge ahead with plans
without worrying about the impact on their egos.
