Leadership is a journey without final destination and with few reliable maps. To honestly face today’s challenges we need to be creative, resilient, resourceful, and courageous. Leaders need tools for working in complex, shifting environments. In times of unstable resources, they need to invite and empower everyone’s leadership, including their own.
So how do we do this. Authentic leadership in the ALIA context focuses on three aspects,
Mindfulness and authenticity to cultivate our own capacity to be genuine and courageous and to lead
Tools for working with uncertainty and transforming situations we find ourselves in
How to give space for others to develop and to empower them.
These topics are explored in this Presentation
Leadership is a journey without final destination and with few reliable maps. To honestly face today’s challenges we need to be creative, resilient, resourceful, and courageous. Leaders need tools for working in complex, shifting environments. In times of unstable resources, they need to invite and empower everyone’s leadership, including their own.
So how do we do this. Authentic leadership in the ALIA context focuses on three aspects,
Mindfulness and authenticity to cultivate our own capacity to be genuine and courageous and to lead
Tools for working with uncertainty and transforming situations we find ourselves in
How to give space for others to develop and to empower them.
These topics are explored in this Presentation
LEADERSHIP STRATEGIES and TOOLS
Organizations and communities count on leaders, now in uncertain times more than ever. This webinar will help you, as an early or mid-career leader, assess your leadership, consider principles of effective leadership in organizations and communities, and plan to become a more effective leader.
Instructor: Craig Dreeszen
Unfold the Leader in You is a unique leadership development program that clarifies the process of Obtaining Leadership by going far beyond the strategic ability and cognitive intelligence. It focuses on leader's Leadership personality and rekindle's their ability to transform themselves, their people and their businesses
INTELLECTUAL STIMULATION ACTION
LEADERSHIP DEVELOPMENT AREAS
LEADERSHIP POSITION
EFFECTIVE LEADER
TRANSFORMATIONAL LEADERSHIP
INTELLECTUAL STIMULATION
LEADERSHIP
A presentation on Real Time Team Coaching originally given by Barefoot Coaching Director, Kim Morgan at the 2015 West Midlands Coaching and Mentoring Conference. Offers an introduction to two key theories and practices for Real Time Team Coaching and suggested reading for further learning.
Exploring Professional Leadership (Shareversion)Joe LEUNG
This presentation attempts to explore educational leadership as distinct from management and share key findings in research that studies the various styles and approaches to leadership.
LEADERSHIP STRATEGIES and TOOLS
Organizations and communities count on leaders, now in uncertain times more than ever. This webinar will help you, as an early or mid-career leader, assess your leadership, consider principles of effective leadership in organizations and communities, and plan to become a more effective leader.
Instructor: Craig Dreeszen
Unfold the Leader in You is a unique leadership development program that clarifies the process of Obtaining Leadership by going far beyond the strategic ability and cognitive intelligence. It focuses on leader's Leadership personality and rekindle's their ability to transform themselves, their people and their businesses
INTELLECTUAL STIMULATION ACTION
LEADERSHIP DEVELOPMENT AREAS
LEADERSHIP POSITION
EFFECTIVE LEADER
TRANSFORMATIONAL LEADERSHIP
INTELLECTUAL STIMULATION
LEADERSHIP
A presentation on Real Time Team Coaching originally given by Barefoot Coaching Director, Kim Morgan at the 2015 West Midlands Coaching and Mentoring Conference. Offers an introduction to two key theories and practices for Real Time Team Coaching and suggested reading for further learning.
Exploring Professional Leadership (Shareversion)Joe LEUNG
This presentation attempts to explore educational leadership as distinct from management and share key findings in research that studies the various styles and approaches to leadership.
Motivation is like an accelerator in a vehicle. A vehicle keeps moving at the pace decided by its accelerator. The moment accelerator is reduced, vehicle’s speed reduces and it may come to a standstill if there is no further acceleration. Alternatively, if brakes are applied, there will be an abrupt reduction in the speed of the vehicle and it may come to a standstill.
This is true to human beings as well. As long as they are motivated they keep working and producing extraordinary results. The moment there is a drop in their acceleration (motivation), results start diminishing. Of course, applying brakes (dissatisfaction/demotivation) certainly bring them to a halt. The only difference is that unlike a vehicle, human beings have different types of accelerator and brake.
Therefore, the book, Why My Horse Doesn't Drink' will help readers to identify the ways that may accelerate or slow down the speed of their team members. Chapter ‘How to motivate’ talks about the points that accelerate and chapter ‘How not to demotivate’ explains the factors that may work as brakes to performance. Thereby readers will be able to make best use of their vehicle (Team Members).
Motivation PowerPoint PPT Content Modern SampleAndrew Schwartz
142 slides include: understanding needs vs. wants, factors for motivation, employee rewards, offering praise/recognition, types of motivation, job enrichment, the role of money and motivation, incentive programs, motivation ironies, boosting efficiency, 30 ways to motivate, Maslow's hierarchy, how to's and more.
The challenges of leading healthcare organizations and what makes an excellent healthcare leader given the various stake holders and divergent interests
Meeting of the minds leadership presentation jb august 2013Jacqueline Boaks
Presentation of leadership and ethics to a round table of of senior management professionals in Perth, hosted by BBB Advisory and Alive and Kicking Solutions.
13. Key Issues
Based on the analyses made, the following key issues are drawn.
• BNPL Financing is a type of short-term financing that allows consumers to make purchases and pay for them at a future date. It is becoming an increasingly popular payment option;
• BNPL has fully digital operating landscape that enables superior customer experience and business efficiency. Thus, it is expected to capture a significant portion of the market with strong growth prospect;
• Dashen Bank is the only bank that provides BNPL financing so far. However, as a substitute product Cooperative Bank of Ethiopia provide the Michu financing.
• Fin-tech and telecommunication companies that work in partnership with domestic banks are potential competitors to BNPL business that provide and facilitate digitized credit facility;
• The domestic experience revealed that:
o The eligibility for the service requires the customers age should be 18 years and above; have a monthly income, which they can prove from their employer or a business license in the case of business owners;
o The maximum spending limit on Dube Ale is currently set at Birr 700,000 and is determined at branches;
o Payments can only be made using the app, and withdrawals are not allowed;
o Customers charged a subscription, guarantee, and convenience fee; The maximum loan duration is 12 months;
o Interest Ranges from 2% to 2.5% on monthly basis;
o The customer should repay the previous credit first to get another credit and the credit can be paid fully or partially; and
o Charges vary depending on the credit period and if payment is made after the due date there will be a penalty fee.
• The market need assessment shows that there is a demand of BNPL financing and almost all interviewed sampled organizations were voluntary to give their employees information when requested by the bank;
• Majority of the sampled respondents prefer loan repayment through mobile banking and also most of the respondents prefer if the duration of loan repayment period up to a year and shall base on value of the purchased item;
• There are five BNPL financing models that are widely applicable. Partnering with Fin-tech to build BNPL solution and Rent out balance sheet are the best models that CBE can adopt right now. Furthermore, the Bank may entertain integrating installments in to credit cards. Acquiring a BNPL company and Rent a technology can also be adopted in line with the banks business model and when the need arise by the market;
• Currently, two local potential fin-tech companies EAGLELION System Technology (Dube Pay) and Seregela PLC approached and show an interest and signed memorandum of understanding to work with CBE through the two business models;
• The expected benefits of BNPL financing for the CBE are the loan is short term; it address the needs of credit access of retail customers; increase and diversify the credit portfolio; and the bank will have a special product that calls for and held its retail customer fr
The Leadership Challenge NotesLeadership is a relationship be.docxarnoldmeredith47041
The Leadership Challenge Notes
“Leadership is a relationship between leaders and followers. A more complete picture of leadership develops when you understand what people look for in someone they would willingly follow” (Kouzes and Posner 2017, p. xiii).
PART 1. WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT
Chapter 1. The Five Practices of Exemplary Leadership.
Using the stories of two people who each took advantage of an opportunity to lead their organization to excellence, the authors introduce their leadership model, The Five Practices of Exemplary Leadership.
The Five Practices
Ordinary people who guide others along pioneering journeys follow similar paths, marked by common patterns of action. When getting extraordinary things done in organizations, leaders engage in Five Practices that are available to anyone who accepts the leadership challenge:
Model the Way
Inspire a Shared Vision
Challenge the Practice
Enable Others to Act
Encourage the Heart
This model has stood the test of time—research confirms that it’s just as relevant now as when Kouzes and Posner first began their investigation.
Leadership is a Relationship
Leadership is a relationship between those who aspire to lead and those who choose to follow. Success in leadership, business and life is a function of how well people work and play together, and success in leading depends on the capacity to build and sustain the human relationships that enable people to extraordinary things done
Ten Commitments of Leadership
The behaviors that serve as the basis for learning to lead are embedded in The Five Practices:
Model the Way
Find your voice by clarifying your personal values
Set the example by aligning actions with shared values
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Challenge the Process
Search for opportunities by seeking innovative ways to change, grow, and improve.
Experiment and take risks by constantly generating small wins and learning from mistakes.
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Chapter 2. Credibility is the Foundation of Leadership
The authors discuss the research into the four qualities that people believe are essential to exemplary leadership, on which all great leadership is built.
What People Look for and Admire in Their Leaders
Over a period of more than 20 years, the authors asked more than 75,000 people around the globe what values they most looked for and admired in a leader, someone “whose direction they would willingly follow.”
Only four out of 20 qualities have continuously receiv.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
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”.
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.
4. Dr. STEPHEN RICHARDS COVEY –
the founder and chairman of the Covey
Leadership Center and the Institute for
Principle-Center Leadership in the US.
(October 24, 1932 – July 16, 2012) was
an American educator, author,
businessman, and keynote keynote
speaker.
Source: http://en.Wikipedia.org/wiki/Stephen_Covey
5. • Dr. Covey earned a Bachelor of
Science degree in business administration
from the University of Utah, an
MBA from Harvard University, and
a Doctor of Religious Education (DRE)
from Brigham Young University. He was a
member of Pi Kappa Alpha International
Fraternity. He was awarded ten honorary
doctorates.
6. • “ When managing in the
wilderness of the changing
times, a map is of limited
worth. What’s needed is a
moral compass.”
• A compass represents or
points to the “true north”.
• “True north” – the
magnetic principle of
respect for people and
property.
7. • “ When managing in the wilderness of the
changing times, a map is of limited worth.
What’s needed is a moral compass.”
• A compass represents or points to the “true
north”.
• “True north” – the magnetic principle of
respect for people and property.
8. • “Principles are like a compass. A compass
has a true north that is objective and
external, that reflects natural laws or
principles; as opposed to values that are
subjective and internal.
- “We must develop our value system with
deep respect for “true north” principles.
9. • “Principles are proven, enduring guidelines
for human conduct”
- e.g. “you reap what you sow”; “actions
speak louder than words”.
• “Principles empower people to create a wide
variety of practices to deal with different
situations”.
-
10. We must center our lives on “correct
principles” which are the key to developing
rich internal power in our lives. Whatever
lies at the center of our lives become the
primary source of our life-support system.
11. • Life-support system is represented by
four fundamental dimensions and
cultivates these internal sources of
strength:
• Security
• Guidance
• Wisdom
• Power
12. “Focusing on alternative centers –
work, possessions, friends, family,
and others – weakens and disorients
us”
13. PCL is practiced at different levels:
1.Personal – relationship with oneself;
2.Interpersonal – relationship and interactions
with others;
14. 3. Managerial – responsibility to get a job
done with others; and,
4. Organizational – need to recruit, train, and
compensate people, build teams, solve
problems, and create aligned structure,
strategy and systems.
15. Eight Characteristics of People
who are PC Leaders:
1.They are continually learning;
2.They are service-oriented;
3.They radiate positive energy –
hope and enthusiasm;
4.They believe in other people;
16. They lead balanced lives;
They see life as an adventure;
They complement their weaknesses with the
strengths of others; and,
They exercise for self-renewal.
17. If you want to make slow incremental
improvement, change your attitude or
behavior. But if you want to improve in
revolutionary ways, either as an individual or
organization, change your paradigm, your
scheme for understanding and explaining
certain aspects of reality.”
18. 1. The Scientific Management Paradigm
- People are seen primarily as STOMACHS
– motivated primarily by their quest for
economic security.
- Management style is authoritarian.
19. 2. The Human Relations Paradigm
- People are acknowledged not only as STOMACHS but also
HEARTS, social beings who need to be liked and
respected.
- Management is in charge, but at least people are treated
with kindness and courtesy.
20. - People are seen with MINDS, with latent talent and
capacity, in addition to STOMACHS and HEARTS.
- As managers, the goal is to identify and develop the
capacities to accomplish the objectives of the
organization.
3. The Human Resource Paradigm
21. 4. Principle-Centered Leadership
- People are seen as SPIRITUAL BEINGS who
want meaning, they are the most valuable
organizational assets – stewards of certain
resources.
- Work must be made challenging and fulfilling.
22.
23. People – it is based on the effectiveness of the
people; it recognizes the value of people because
people produce everything else.
Self – change and improvement must begin with
ones self.
24. Style – participative styles of management create
more innovation, initiative and commitment, but
also more unpredictable behavior.
Skills - skills such as delegation, communication,
negotiation, and self-management are
fundamental to high performance.
25. 5. Shared Vision and Principles – a win-win performance
agreement, where both parties share a common vision
based on common principles.
6. Structure and System – in organizations, relationships
and interactions requires some kind of structure and
certain kinds of system, just like the ”human body”.
26. Strategy – should be congruent with the professed
mission, with available resources, and with market
conditions.
Streams – these are the environments (inside and
outside) which needs to be monitored to ensure that
everything are in alignment with the organization’s vision,
systems and the rest vis-à-vis external realities.
27. “Ineffective people try to manage their
time around priorities. Effective people
lead their lives according to
principles”.
28. “The key to quality products
and services is a quality
person”.