The following presentation on the 21st century leadership will observe key elements of this New style of leadership, which won India its independence, paved the past for an African American to become a President in the United States.
Slides E Pluribus Partners (Michael Lee Stallard and Jason Pankau) presented in a keynote speech at Northwestern University People Performance Management and Measurement's annual Human Capital Think Tank held on October 14, 2009 in Chicago, Illinois.
The following presentation on the 21st century leadership will observe key elements of this New style of leadership, which won India its independence, paved the past for an African American to become a President in the United States.
Slides E Pluribus Partners (Michael Lee Stallard and Jason Pankau) presented in a keynote speech at Northwestern University People Performance Management and Measurement's annual Human Capital Think Tank held on October 14, 2009 in Chicago, Illinois.
Presentation summary of some aspects of the book by the same name, by Gary MacIntosh. Focuses on leadership problem types, particularly from a Christian perspective.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Leadership Types".
Coach Wooden’s Leadership Game Plan for Success presents a unique opportunity to study under the man ESPN hails as “the greatest coach of the 20th century.” Practicing character-based leadership before the term was invented, John Wooden consistently led his legendary teams to victory and has since taught countless business leaders his fundamentals for achieving and sustaining success.
The Essential Wooden is the ultimate collection of Wooden’s opinions and observations on achieving exceptional leadership in any organization, with 200 invaluable lessons for inspiring championship performance.
Coach Wooden offers his hard-won wisdom on building an organization that performs at its full potential under pressure, from preparing and training the team to instilling personal drive and dedication. He takes his famous Pyramid of Success to the next level, filling the entire book with his straight-shooting personality and keen insight on human nature.
Are you faced with conflicts in the workplace and unsure how to resolve them effectively? Have you tried to resolve a conflict with a manager, direct report or peer and felt like you got nowhere? Do you sometimes avoid conflicts because they seem impossible to resolve? In this webinar, we will discuss a step by step process for preparing to resolve a conflict, how to have a productive conflict resolution conversation, and learn more about the nature and purpose of conflict in the workplace.
Presentation summary of some aspects of the book by the same name, by Gary MacIntosh. Focuses on leadership problem types, particularly from a Christian perspective.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Leadership Types".
Coach Wooden’s Leadership Game Plan for Success presents a unique opportunity to study under the man ESPN hails as “the greatest coach of the 20th century.” Practicing character-based leadership before the term was invented, John Wooden consistently led his legendary teams to victory and has since taught countless business leaders his fundamentals for achieving and sustaining success.
The Essential Wooden is the ultimate collection of Wooden’s opinions and observations on achieving exceptional leadership in any organization, with 200 invaluable lessons for inspiring championship performance.
Coach Wooden offers his hard-won wisdom on building an organization that performs at its full potential under pressure, from preparing and training the team to instilling personal drive and dedication. He takes his famous Pyramid of Success to the next level, filling the entire book with his straight-shooting personality and keen insight on human nature.
Are you faced with conflicts in the workplace and unsure how to resolve them effectively? Have you tried to resolve a conflict with a manager, direct report or peer and felt like you got nowhere? Do you sometimes avoid conflicts because they seem impossible to resolve? In this webinar, we will discuss a step by step process for preparing to resolve a conflict, how to have a productive conflict resolution conversation, and learn more about the nature and purpose of conflict in the workplace.
A Trainers' Guide to Successful Conflict Styles WorkshopsRiverhouse ePress
Thirty page trainers guide by Dr. Ron Kraybill, a peacebuilding trainer with many years' experience, provides detailed, step-by-step guidance for leading workshops on conflict styles. Keyed to the Style Matters conflict style inventory, the guide works with any five-styles-of-conflict inventory that is based on the Mouton Blake Axis, including the Thomas Kilmann Conflict Mode Instrument.
The 2017 revision includes detailed guidance for use both in the classroom as well as online
Includes links to extended resources on the web.
Intro to conflict styles presents five styles of dealing with conflict and the value of each in conflict resolution. Suitable for work with Style Matters: The Kraybill Conflict Inventory, the Thomas Kilmann Conflict Mode Instrument, and some other five style inventories.
Understanding Conflict Styles - using the Thomas Kilmann Conflict Model ktpworks
A recent presentation on Conflict Management given by Eleanor Yearwood of Key Talent Partners. The presentation reflects on the use of the Thoman Kilmann Conflict Model to help people be more aware of their - and others' - style of conflict handling, and how better awareness might help us adapt our style in order to have more influence. Adapting our style may also make us more effective negotiators, enhance interpersonal group dynamics and is applicable at every level of an organisation. The model also promotes the idea that different strategies work better in different situations, and by being more aware of our 'default' approach, we can learn to choose the most appropriate approach to give us the results we want in a particular context.
You are the leader and representative of all the students on your campus. You've worked hard to get where you are. Now let's go over some specifics of your new awesome job!
Shannon Williams, MCTC - Student Activities Coordinator
Conflict is inevitable, but it doesn’t have to be a negative experience! Learn more about your approach to conflict and how to adapt your style to different situations.
Knowing your purpose and principles is a first step in practicing an authentic leadership style. This workshop outlines how understanding one's values may support effective leadership and management techniques.
Leadership – the ability to influence the behavior of other people. In organizational context, the leader exerts influence in order to accomplish the objectives.
~ Richard A. Johnson, Fremont E. Kast, and James E. Rosenzweig ~
Your Leadership Is Unique Good news There is no one le.docxdanielfoster65629
Your Leadership Is Unique
Good news: There is no one "leadership personality."
by Peter F. Drucker
I have been working with organizations of all kinds for fifty years or more-as a teacher
and administrator in the university, as a consultant to corporations, as a board member, as a
volunteer. Over the years, I have discussed with scores-perhaps even hundreds-of leaders their
roles, their goals, and their performance. I have worked with manufacturing giants and tiny
firms, with organizations that span the world and others that work with severely handicapped
children in one small town. I have worked with some exceedingly bright executives and a few
dummies, with people who talk a good deal about leadership and others who apparently never
even think of themselves as leaders and who rarely, if ever, talk about leadership.
The lessons are unambiguous.
The first is that there may be "born leaders," but there surely are far too few to depend on
them. Leadership must be learned and can be learned …
The second major lesson is that "leadership personality," "leadership style," and
"leadership traits" do not exist. Among the most effective leaders I have encountered and worked
with in a half century, some locked themselves into their office and others were ultragregarious.
Some (though not many) were "nice guys" and others were stern disciplinarians. Some were
quick and impulsive; others studied and studied again and then took forever to come to a
decision. Some were warm and instantly "simpatico"; others remained aloof even after years of
working closely with others, not only with outsiders like me but with the people within their own
organization. Some immediately spoke of their family; others never mentioned anything apart
from the task in hand.
Some leaders were excruciatingly vain-and it did not affect their performance (as his
spectacular vanity did not affect General Douglas MacArthur's performance until the very end of
his career). Some were self-effacing to a fault-and again it did not affect their performance as
leaders (as it did not affect the performance of General George Marshall or Harry Truman).
Some were as austere in their private lives as a hermit in the desert; others were ostentatious and
pleasure-loving and whooped it up at every opportunity. Some were good listeners, but among
the most effective leaders I have worked with were also a few loners who listened only to their
own inner voice.
The one and only personality trait the effective ones I have encountered did have in
common was something they did not have: they had little or no "charisma" and little use either
for the term or for what it signifies.
What leaders know
All the effective leaders I have encountered-both those I worked with and those I merely
watched-knew four simple things:
1. The only definition of a leader is someone who has followers. Some people are
thinkers. Some are prophets. Bot.
Research has identified seven important dispositions, excellences, or 'virtues' of leadership. Learn how to identify, develop, and nurture these virtues to become effective leade
The third lecture in leadership and people management. If you use the E-Instruction CPS System and have the software that integrates with PowerPoint you will be able to activate the multiple choice questions in the presentation
In The Leader Who Had No Title, Robin Sharma shows how individuals, regardless of title, have the power to demonstrate leadership wherever they are. The lessons recounted in this book will help individuals rise to a new level of innovation, performance, and
customer loyalty. There are strategies to go from just being busy to achieving stunning results, transformational leadership lessons to build a great company, and hard-hitting tactics to become mentally and physically strong enough to lead in times of change
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
1. The
Reluctant
Leader
1
ISABEL MORALES
U NIVERSITY OF
SOUTHERN CALIFORNIA
November 29, 2010
“Leadership” is a concept we often resist. It seems
E DUCATION 5 2 4 :
immodest, even self- aggrandizing, to think of
LEADERSHIP
ourselves as leaders. But if it is true that we are made
for community, then leadership is everyone’s
vocation…” DR. CASTRUITA
(Palmer, 1992)
2. Why am I here?
2
“Where did you come from and
where are you going?
What makes life worth living and
work worth doing?
If you have a faith or a personal
philosophy that answers these
questions, cherish it and nourish it.”
(Bolman& Deal, 2002)
3. Where I come from
3
Boyle Heights
52.4% of residents are foreign-
born
5% of residents 25 and older have
a four-year college degree
Median household income:
$33,325
http://projects.latimes.com/mapping-la/neighborhoods/neighborhood/boyle-heights/
4. A Change is Needed
4
“Leadership is needed when we
discover the system is no longer
right and must figure out how to
change it.” (John Kotter, quoted
in Bolman& Deal, 1994)
“We…are not victims of
society, we are its co-creators.”
(Palmer, 1992)
5. “Through the act of appearing fearless,
inspire others.” (Stengel, 2008)
5
Out of the night that covers me,
Black as the Pit from pole to pole,
I thank whatever gods may be
For my unconquerable soul.
In the fell clutch of circumstance
I have not winced nor cried aloud.
Under the bludgeonings of chance
My head is bloody, but unbowed.
Beyond this place of wrath and tears
Looms but the Horror of the shade,
And yet the menace of the years
Finds, and shall find, me unafraid.
It matters not how strait the gate,
How charged with punishments the
scroll.
I am the master of my fate:
I am the captain of my soul.
Invictus – William Ernest Henley
6. Emergent Leadership
6
“Some people are leaders because of their formal
position in an organization, whereas others are
leaders because of the way other group members
respond to them.” (Northouse, 2007)
• Loyal and honest
• Avoid group-think and respectfully
speak my mind, even if it is the lone
dissenting voice.
• Seek others’ opinions
• I respect and value my colleagues
• Morale-booster
• Initiate new ideas
7. Servant Leadership
7
“A servant leader is
aware that he or she is an
instrument for good, a
person who has been
given certain abilities or
gifts that are meant to be
used in helping others.”
(Keith, 1995)
8. Leadership Development
8
Everyone can become a leader
Belasco &Stayer’s flock of
geese analogy (1993)
An organization should still be
able to function in my
absence.
Ex: Yearbook
9. Ethics
9
“Don’t rationalize your
inconsistencies” (MEChA
days)
High Expectations &
Consistency
Honor the leadership role you
have been given; honor the
students, & the community to
which you belong.
No tolerance for under-
delivering, abusing
power, lying, stealing, or
cheating
10. Internal Accountability & Agency
10
Accountable leadership
stresses the importance of agency.
is distributed leadership.
(Elmore, 2005)
11. My Strengths as a Leader
11
Leader-Manager Profile
Communicating organization
direction
Developing key relationships
Developing the Organization
Leadership over Management
12. Strengths:
Cognitive Frames
12
Symbolic Frame:
culture, ritual, ceremon
y
Human Resources:
family, relationships, h
uman needs, skills
Structural Frame:
roles, goals, policies, en
vironment
(Bolman& Deal, 2008)
13. Self-Actualization Strengths
13
Freshness of Appreciation (Capacity for wonder
and awe, lack of boredom, positive outlook)
Efficient Reality Perception (Appreciation of
unknown as source for new learning, perceiving real
world accurately, dealing with facts rather than
opinions.)
(Bennis& Goldsmith, 1997)
14. Conflict Style
14
My style is compromising and accommodating.
I listen to others, can see a variety of perspectives.
(Thomas-Killman Conflict Self-Assesment)
15. My Background: Working-
class/Mexican immigrant family
15
“We…can offer something to
you: our experience and the
knowledge that has come
from it.” (Vaclav
Havel, quoted in
Palmer, 1992)
Diversity & the need for
professional mentorship
“Minorities often experienced
difficulty finding suitable
mentors.” (HBS, 1995)
16. Areas of Improvement
16
Management (Direct
operations and
reinforcing
performance.)
Autonomy and
Independence of
Culture and
Environment (Being
independent of others’
opinions, maintaining
stability in the face of
frustrations;
maintaining inner
serenity)
17. Areas of Improvement
17
Political Frame: Improve at
networking and coalition-
building. Come out of my shell.
Conflict: I need to become more
comfortable with conflict. I can
be too accommodating and
compromising when I do not
know people well enough. I need
to “stick to my guns” around
casual acquaintances.
Implications: Surround myself
with colleagues who are strong in
the areas that I am not, so that
together, we are stronger.
18. Where to next?
18
I love teaching and
am effective at it.
Teaching 12th grade
civics/econ allows to
incorporate civic
engagement and
empowerment
without the pressures
of standardized
testing.
Is it how I can best
serve my
community?
19. Goals to fulfill…
19
Isabel Morales
Complete Ed.D.
National Board Certification
Admin Credential
20. What I will be doing in 5-10 years:
20
My heart belongs to youth and the teaching profession:
•Develop as a teacher-leader.
• Continue teaching high school while also teaching at the college level.
• Develop a partnership between my college students and my high school
students.
• Mentoring of students AND professionals.
• Advocacy work. (Teachers alone can’t solve social ills)
21. References
21
Belasco, J., and Stayer, R. (1993). Flight of the Buffalo: Soaring to Excellence, Learning to Let
Employees Lead. New York : Warner Books. pp 16-23.
Bennis, Warren and Goldsmith, Joan. (1997) Learning to Lead – Workbook on Becoming a
Leader, pp30- 36, 167-169. (material found in Reader – Unit 1)
Bolman, L. & Deal, T. (2008). Fourth Edition. Reframing Organizations: Artistry, Choice and
Leadership. San Francisco: Jossey-Bass.
Bolman, L., and Deal, T.. (2002). Leading With Soul and Spirit. The School Administrator
(AASA) web edition, pp. 1-10Eicher, J. (2005) Second Edition. Leader-Manager Profile: Self
Assessment. Pennsylvania, HRDQ.
Elmore, Richard. (2005) Accountable Leadership
Henley, W.E. Invictus
Keith, K.M. (1995). Call to Servant Leadership. Facilities Manager
Monitor Company – Personal Leadership and Diversity, (1995) Harvard Business School
Murphy, J. (1988). The Unheroic Side of Leadership: Notes from the Swamp. Phi Delta
KAPPAN, 69(9), 654-659.
Northouse, Peter G. (2003) Fourth Edition. Leadership – Theory and Practice. Thousand
Oaks: Sage PublicatiLeading from Within: Let your life speakons.
Palmer, P. (1992).. San Francisco: Jossey Bass. pp 73-94.
Senge, P. (1990). The Leader’s New Work: Building Learning Organizations. Sloan
Management Review, Fall 1990, Pp. 7-23.
Stengel, Richard. Mandela: His 8 Lessons of Leadership
Thomas-Killman Conflict Mode Instrument
http://projects.latimes.com/mapping-la/neighborhoods/neighborhood/boyle-heights/
Editor's Notes
Although I’m not the type of person to aspire to positions of power, nor did I necessarily WANT to be a leader, situations called for me to step forward.The past few months have made me question myself and reevaluate my goals.
One thing that has stayed constant is my passion and my vision. The driving force behind anything I do is the Chicana/o Educational Pipeline, which shows that only 8 out of every 100 Latino students graduates with a Bachelor’s Degree.