Richard Joel was hired to lead Hillel, a large but struggling Jewish campus organization, and implemented major organizational changes including centralizing leadership, establishing quality standards, setting a new strategic vision with lay leadership, and improving fundraising, which successfully transformed Hillel into a thriving organization focused on serving Jewish students.
This document discusses the differences between leadership and management. It defines leadership as influencing people and guiding them to accomplish a common task. There are different types of leaders such as those who achieve their position, have charm or personality, are a moral example, or hold power. Managers focus on planning, organizing, directing and controlling tasks, while leaders focus on inspiring and motivating people. Both roles involve planning, organizing, directing and controlling work, but managers implement rules and systems while leaders empower people and motivate them. Effective leadership requires personal qualities like honesty and dedication, social skills like communication and teamwork, and professional abilities like problem solving and crisis management.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
Discusses leadership behavior based on Blake and Mouton's managerial grid. Discusses leadership framework using Bolman and Deal's four framework approach. The importance of recognizing what is at play in any leadership situation is important as it provides a more practical guide as to the leaders approach to take in any instance.
Organizational leadership in the recruitment industryNandu Warrier
This document provides an overview of a session on organizational leadership challenges in the recruitment industry. The session aims to understand theories of leadership, competencies required of modern leaders, and challenges currently facing the recruitment industry. It outlines the session plan which covers definitions of leadership, major leadership theories, organizational leadership challenges, and leadership imperatives. It discusses traits of effective leaders, situational leadership theory, and challenges such as competitive environment and staff turnover. It emphasizes the need for leaders to develop skills like motivation, strategic thinking, and change management to address challenges through innovation, client value addition, and talent retention.
The document discusses the differences between management and leadership, with leadership requiring motivating and inspiring others with a clear vision. It also discusses setting SMART and stretch goals, the importance of managerial control through different types of control like bureaucratic or clan control, and setting performance standards. Finally, it addresses why diversity is important for organizational success and the challenges of managing multicultural organizations.
This document outlines an educational leadership presentation discussing the need for strong leadership in schools. It introduces 6 educational leadership standards focused on vision, culture, management, community collaboration, ethics, and larger context. The presentation examines characteristics of leadership and management and asks participants to reflect on their own leadership qualities and barriers to growth. Attendees are encouraged to discuss standards, share documents, and consider follow up questions.
While management and leadership must work together, they have distinct roles. A manager focuses on planning, organizing, coordinating, and ensuring things run smoothly through systems and structure. A leader inspires and motivates people by originating new ideas and challenging the status quo with a long-term vision through trust and innovation. Effective organizations require both management and leadership working in tandem.
This document discusses the differences between leadership and management. It defines leadership as influencing people and guiding them to accomplish a common task. There are different types of leaders such as those who achieve their position, have charm or personality, are a moral example, or hold power. Managers focus on planning, organizing, directing and controlling tasks, while leaders focus on inspiring and motivating people. Both roles involve planning, organizing, directing and controlling work, but managers implement rules and systems while leaders empower people and motivate them. Effective leadership requires personal qualities like honesty and dedication, social skills like communication and teamwork, and professional abilities like problem solving and crisis management.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
Discusses leadership behavior based on Blake and Mouton's managerial grid. Discusses leadership framework using Bolman and Deal's four framework approach. The importance of recognizing what is at play in any leadership situation is important as it provides a more practical guide as to the leaders approach to take in any instance.
Organizational leadership in the recruitment industryNandu Warrier
This document provides an overview of a session on organizational leadership challenges in the recruitment industry. The session aims to understand theories of leadership, competencies required of modern leaders, and challenges currently facing the recruitment industry. It outlines the session plan which covers definitions of leadership, major leadership theories, organizational leadership challenges, and leadership imperatives. It discusses traits of effective leaders, situational leadership theory, and challenges such as competitive environment and staff turnover. It emphasizes the need for leaders to develop skills like motivation, strategic thinking, and change management to address challenges through innovation, client value addition, and talent retention.
The document discusses the differences between management and leadership, with leadership requiring motivating and inspiring others with a clear vision. It also discusses setting SMART and stretch goals, the importance of managerial control through different types of control like bureaucratic or clan control, and setting performance standards. Finally, it addresses why diversity is important for organizational success and the challenges of managing multicultural organizations.
This document outlines an educational leadership presentation discussing the need for strong leadership in schools. It introduces 6 educational leadership standards focused on vision, culture, management, community collaboration, ethics, and larger context. The presentation examines characteristics of leadership and management and asks participants to reflect on their own leadership qualities and barriers to growth. Attendees are encouraged to discuss standards, share documents, and consider follow up questions.
While management and leadership must work together, they have distinct roles. A manager focuses on planning, organizing, coordinating, and ensuring things run smoothly through systems and structure. A leader inspires and motivates people by originating new ideas and challenging the status quo with a long-term vision through trust and innovation. Effective organizations require both management and leadership working in tandem.
Management Leadership Development Programmeguesta2a7e53
The document provides an overview of management and leadership development. It discusses how the role of managers is changing rapidly due to increasing rates of change. Effective managers develop specialized knowledge over many years through experience and relationships. Management development can occur both on and off the job through various formal and informal methods. The key functions of management include planning, organizing, leading, and controlling. Effective managers develop strong technical, human, and conceptual skills.
This document discusses the key differences between management and leadership. It defines management as having responsibility for people and resources to get work done efficiently, while leadership is defined as having the ability to influence others towards achieving goals through motivation. The roles of managers are described as coping with complexity, ensuring things work, and focusing on efficiency. Leaders are described as coping with change, creating new directions, focusing on the future, inspiring people, and focusing on effectiveness. Several common leadership styles are also summarized such as autocratic, democratic, transactional, and transformational.
1) Leadership involves influencing others towards achieving goals, guiding efforts, and directing activities through decision making. Management also involves planning, organizing, staffing, directing, and controlling but within a formal organization.
2) A leader derives power from followers while a manager's power comes from their official position.
3) Effective leadership motivates subordinates and develops team spirit to increase productivity and contribute to organizational success.
Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.
Here are 5 commitments I would make to become a transformative leader:
1. Listen to understand others' perspectives with empathy and without judgment.
2. Empower and develop people by sharing leadership and decision-making.
3. Build trust and genuine relationships through open, honest and principled communication.
4. Promote shared ownership and accountability for achieving our shared goals.
5. Continually learn and grow as a leader through reflection on my experiences and feedback from others.
Assessing and Transforming Leadership CultureProfiles Asia
This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:
Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture
This document provides an overview of a senior management course on leadership in public service. It contains objectives of the course, definitions of leadership, theories of leadership styles, and qualities of good leaders. It discusses sources of power, behavioral and situational leadership styles. It poses discussion questions on appropriate 21st century leadership strategies, overcoming leadership obstacles, and factors influencing leadership in the Kenyan civil service. The document is intended to educate participants on the nature and role of leadership for public service.
This is my favorite PPT. The pictures actually fly out to reveal text and information underneath. This presentation is seamless. Download it and see what I mean. You will thank me for this template later. :) It took forever to create!
The document discusses leadership and defines it as motivating a group towards a common goal. It also defines leadership as organizing people to achieve a common goal, whether the leader has formal authority or not. The key attributes of an effective leader are discussed as trust, coherence, competence, collaboration, competition, and contribution. Leaders must ask the right questions to do the right things and recognize the importance of timing when implementing changes.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
Culture and Leadership
Source:
„Cross-Cultural Organizational Behavior“
Gelfand, M.J., Erez, M., & Aycan, Z. (2007)
The Annual Review of Psychology
Pp. 492-494
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.
Leadership and management are compared, with leadership focusing on envisioning change and inspiring followers while management focuses on maintaining the current system and overseeing processes. Both roles are important for success, with leaders setting a vision and direction and managers planning and monitoring tasks to achieve goals through teams.
This document discusses leadership, including definitions of leader and leadership, why leadership is important, how to improve leadership qualities, and different leadership styles. Leadership is defined as the action of leading a group or organization. Leaders are important as they provide vision, motivate groups, make decisions, ensure goals are achieved, and support skills development. Some ways to improve leadership qualities include listening well, planning, motivating others, having discipline, taking calculated risks, accepting mistakes, and communicating frequently. The document also outlines different leadership styles such as democratic, autocratic, free rein, and discusses factors for choosing the correct style.
Leadership can be defined as encouraging and helping others work towards common goals. Effective leadership styles depend on the situation and maturity of followers. Theories of leadership include trait, behavioral, contingency, and path-goal theories. Trait theories focus on innate qualities of leaders while behavioral theories examine how leader behaviors impact followers. Contingency theories stress that leadership effectiveness depends on matching style to the context. The path-goal theory holds that leaders clarify goals and remove obstacles for followers.
Adam examines the Future Trends of Leadership Development white paper from the Centre for Creative Leadership and presents his own thoughts on the future of the industry.
The document discusses various leadership styles including autocratic, bureaucratic, democratic, laissez-faire, team leader, coaching, task-oriented, people-oriented, transactional, and transformational. It notes that leadership involves influencing a group to achieve goals and can lift performance above normal limitations. Effective leadership realizes an additional 40% potential in people. While some are born with leadership traits, leadership can also be developed. The best leaders adapt their style to fit the task, organization, people, and time.
Leadership Strategies And Practices Powerpoint Presentation SlidesSlideTeam
The document discusses various leadership theories and styles. It begins with definitions of leadership and compares the differences between leadership and management. It then covers several leadership theories including:
- Trait theory, which focuses on inherent qualities and characteristics of leaders.
- Behavioral theories like Ohio State and University of Michigan studies, which evaluate leadership behaviors and styles.
- Contingency theories like Fiedler's model and path-goal theory, which emphasize that effective leadership depends on matching a leader's style to specific situational factors.
- Hersey-Blanchard's situational leadership model outlines different leadership styles that may be applied depending on the maturity of followers.
The document provides an overview of different
Building Effective Schools through LeadershipManilaEducator
This document provides an overview of leadership styles and principles relevant for principals. It begins with introductions and sets the tone for an interactive seminar. It then covers self-leadership through understanding personal motivations and strengths. An overview is given of various leadership styles including charismatic, transformational, instructional, situational, and emotional intelligence-based leadership. It emphasizes that effective principals adapt their style to the situation and focus on developing people and improving teaching and learning to increase student achievement. The document suggests principals should adopt flexible, people-centered styles that inspire and develop teachers in the 21st century.
Magnesium is a metallic element with the symbol Mg. It has 12 electrons, 12 protons, and 12 neutrons. Mg is found in dolomite, carnallite, sea water, and the Earth's crust. Some key uses of magnesium include in flares, pyrotechnics, bombs, airplanes, and missiles due to its ability to burn brightly. It is a soft, silver-white metal that is not toxic but poses a fire risk when in its metallic form.
Management Leadership Development Programmeguesta2a7e53
The document provides an overview of management and leadership development. It discusses how the role of managers is changing rapidly due to increasing rates of change. Effective managers develop specialized knowledge over many years through experience and relationships. Management development can occur both on and off the job through various formal and informal methods. The key functions of management include planning, organizing, leading, and controlling. Effective managers develop strong technical, human, and conceptual skills.
This document discusses the key differences between management and leadership. It defines management as having responsibility for people and resources to get work done efficiently, while leadership is defined as having the ability to influence others towards achieving goals through motivation. The roles of managers are described as coping with complexity, ensuring things work, and focusing on efficiency. Leaders are described as coping with change, creating new directions, focusing on the future, inspiring people, and focusing on effectiveness. Several common leadership styles are also summarized such as autocratic, democratic, transactional, and transformational.
1) Leadership involves influencing others towards achieving goals, guiding efforts, and directing activities through decision making. Management also involves planning, organizing, staffing, directing, and controlling but within a formal organization.
2) A leader derives power from followers while a manager's power comes from their official position.
3) Effective leadership motivates subordinates and develops team spirit to increase productivity and contribute to organizational success.
Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.
Here are 5 commitments I would make to become a transformative leader:
1. Listen to understand others' perspectives with empathy and without judgment.
2. Empower and develop people by sharing leadership and decision-making.
3. Build trust and genuine relationships through open, honest and principled communication.
4. Promote shared ownership and accountability for achieving our shared goals.
5. Continually learn and grow as a leader through reflection on my experiences and feedback from others.
Assessing and Transforming Leadership CultureProfiles Asia
This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:
Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture
This document provides an overview of a senior management course on leadership in public service. It contains objectives of the course, definitions of leadership, theories of leadership styles, and qualities of good leaders. It discusses sources of power, behavioral and situational leadership styles. It poses discussion questions on appropriate 21st century leadership strategies, overcoming leadership obstacles, and factors influencing leadership in the Kenyan civil service. The document is intended to educate participants on the nature and role of leadership for public service.
This is my favorite PPT. The pictures actually fly out to reveal text and information underneath. This presentation is seamless. Download it and see what I mean. You will thank me for this template later. :) It took forever to create!
The document discusses leadership and defines it as motivating a group towards a common goal. It also defines leadership as organizing people to achieve a common goal, whether the leader has formal authority or not. The key attributes of an effective leader are discussed as trust, coherence, competence, collaboration, competition, and contribution. Leaders must ask the right questions to do the right things and recognize the importance of timing when implementing changes.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
Culture and Leadership
Source:
„Cross-Cultural Organizational Behavior“
Gelfand, M.J., Erez, M., & Aycan, Z. (2007)
The Annual Review of Psychology
Pp. 492-494
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.
Leadership and management are compared, with leadership focusing on envisioning change and inspiring followers while management focuses on maintaining the current system and overseeing processes. Both roles are important for success, with leaders setting a vision and direction and managers planning and monitoring tasks to achieve goals through teams.
This document discusses leadership, including definitions of leader and leadership, why leadership is important, how to improve leadership qualities, and different leadership styles. Leadership is defined as the action of leading a group or organization. Leaders are important as they provide vision, motivate groups, make decisions, ensure goals are achieved, and support skills development. Some ways to improve leadership qualities include listening well, planning, motivating others, having discipline, taking calculated risks, accepting mistakes, and communicating frequently. The document also outlines different leadership styles such as democratic, autocratic, free rein, and discusses factors for choosing the correct style.
Leadership can be defined as encouraging and helping others work towards common goals. Effective leadership styles depend on the situation and maturity of followers. Theories of leadership include trait, behavioral, contingency, and path-goal theories. Trait theories focus on innate qualities of leaders while behavioral theories examine how leader behaviors impact followers. Contingency theories stress that leadership effectiveness depends on matching style to the context. The path-goal theory holds that leaders clarify goals and remove obstacles for followers.
Adam examines the Future Trends of Leadership Development white paper from the Centre for Creative Leadership and presents his own thoughts on the future of the industry.
The document discusses various leadership styles including autocratic, bureaucratic, democratic, laissez-faire, team leader, coaching, task-oriented, people-oriented, transactional, and transformational. It notes that leadership involves influencing a group to achieve goals and can lift performance above normal limitations. Effective leadership realizes an additional 40% potential in people. While some are born with leadership traits, leadership can also be developed. The best leaders adapt their style to fit the task, organization, people, and time.
Leadership Strategies And Practices Powerpoint Presentation SlidesSlideTeam
The document discusses various leadership theories and styles. It begins with definitions of leadership and compares the differences between leadership and management. It then covers several leadership theories including:
- Trait theory, which focuses on inherent qualities and characteristics of leaders.
- Behavioral theories like Ohio State and University of Michigan studies, which evaluate leadership behaviors and styles.
- Contingency theories like Fiedler's model and path-goal theory, which emphasize that effective leadership depends on matching a leader's style to specific situational factors.
- Hersey-Blanchard's situational leadership model outlines different leadership styles that may be applied depending on the maturity of followers.
The document provides an overview of different
Building Effective Schools through LeadershipManilaEducator
This document provides an overview of leadership styles and principles relevant for principals. It begins with introductions and sets the tone for an interactive seminar. It then covers self-leadership through understanding personal motivations and strengths. An overview is given of various leadership styles including charismatic, transformational, instructional, situational, and emotional intelligence-based leadership. It emphasizes that effective principals adapt their style to the situation and focus on developing people and improving teaching and learning to increase student achievement. The document suggests principals should adopt flexible, people-centered styles that inspire and develop teachers in the 21st century.
Magnesium is a metallic element with the symbol Mg. It has 12 electrons, 12 protons, and 12 neutrons. Mg is found in dolomite, carnallite, sea water, and the Earth's crust. Some key uses of magnesium include in flares, pyrotechnics, bombs, airplanes, and missiles due to its ability to burn brightly. It is a soft, silver-white metal that is not toxic but poses a fire risk when in its metallic form.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Este documento describe los diferentes tipos de vidrio, incluyendo vidrio plano convencional, templado y laminado, así como vidrio moldeado en bloques y perfiles. Explica los sistemas de fijación de vidrio como presión, atornillado y adhesión, y los métodos de sellado de juntas entre vidrios como adhesivos elásticos y perfiles sellados con silicona.
Este documento narra la historia de un mago llamado Harry que vivía solo en un castillo que había creado con su varita mágica en el Bosque de Palermo. Un día, al explorar las habitaciones del castillo, Harry encontró un ataúd del que emergió Drácula, quien le explicó que su antigua casa había sido convertida en piedra por un hechicero. Harry se dio cuenta de que ambos habían creado sus casas con magia, por lo que decidieron compartir el castillo y se hicieron buenos amigos.
Charla 2 nocion y contenido de la libertad sindicalACEB
Este documento trata sobre la noción y contenido de la libertad sindical. Explica que la libertad sindical es un derecho fundamental que protege tanto los derechos individuales como colectivos de los trabajadores. Describe los diferentes aspectos de la libertad sindical individual y colectiva, así como sus limitaciones legítimas según el derecho internacional laboral. Finalmente, señala que la Organización Internacional del Trabajo protege la libertad sindical a través de su Comité de Libertad Sindical.
The document provides instructions for completing a final kaleidoscope project in 8 steps:
1) Cut construction paper and draw an "X" in the center.
2) Use a compass to draw an 11-inch circle and cut it out to create a practice wheel.
3) Use half circles as guides to mark dots around the "X" on a 12x12 inch paper.
4) Draw lines between the dots to divide the paper into pie shapes, making sure the lines meet at the center.
5) Draw additional lines between the remaining dots to finish dividing the paper into pie shapes.
This presentation outlines the leadership and transformation of Hillel by an experienced leader who revamped the strategy, structure, culture and execution to save Hillel from financial and management issues. They redesigned a new independent model that increased student engagement and Jewish community involvement on campuses. Some criticism of the new system was that it was too standardized and impersonal.
Learning Objective: Examine methods for developing a successful team
Are you the type of leader who takes control of a situation by conveying a clear vision of the group’s goals, who exhibits a passion for your work, and who has the ability to put others at ease? If not, do you want to be this person? A transformational leader is one that can inspire positive changes in those around them, is energetic, and is enthusiastic. These leaders are focused on helping their team members rise to their best. This seminar will address how transformational leadership can convey trust and develop employees.
By the end of the session, participants will:
a. Discuss what transformational leadership is.
b. Discover the traits that support and mentor employees to greatness.
c. Examine processes for boosting morale, creating positive expectations, and leading empowered groups.
Here is an analysis of a principal I worked with using the factors of transformational leadership:
The principal displayed idealized influence through being a role model who built trust. She was honest, ethical and led by example with integrity. Followers respected her principles and values.
She provided inspirational motivation by communicating high expectations and using symbols to focus efforts on student achievement. She helped staff believe in their ability to succeed and meet challenging goals.
The principal stimulated intellectual curiosity by encouraging innovation and creativity. She supported new ideas and questioned assumptions to address problems from different perspectives.
She paid attention to individual needs through mentoring and coaching. The principal knew staff members personally and supported their development, growth and desires for advancement.
The document discusses leading culture change in public services through employee engagement. It identifies four enablers of engagement: shared purpose, integrity, voice, and engaging managers. It emphasizes the importance of leadership in transforming services and engaging employees. Leaders must articulate a clear vision, involve staff, and respond to local needs. Engaging leadership requires reviewing employee work, providing autonomy, showing personal interest, and constructive feedback. Developing management capabilities through training and performance management is key to closing gaps between manager and employee perceptions.
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
A transformational leader is focused on transforming the organization by understanding its future needs, developing a vision, and empowering people to achieve goals. Key aspects of transformational leadership include challenging norms, managing resources effectively, understanding organizational transformation, developing one's own ability to transform others, and focusing on developing people's potential to lead the organization successfully into the future.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
This document discusses the differences between management and leadership, and key aspects of effective leadership. It defines management as focusing on tasks like planning, budgeting, and problem-solving, while leadership involves setting direction through vision, aligning people, and motivating followers. Effective leadership requires developing an inspiring vision for the future along with clear mission and values statements. Creating a vision is a critical leadership task, though it should not be done alone - it must engage stakeholders and be realistic yet aspirational. Both management and leadership skills are needed for organizations to succeed.
This document discusses organizational change and developing a common vision. It begins with a quote about how quickly technology changes. It then discusses organizational lifecycles, causes of decline, and models of change. The next sections cover reframing organizations using different lenses and highlights from a 2014 retreat focused on developing a single vision and conclusion for each college and the whole community college system. Exercises are presented to discuss organizational identity, purpose, values, and developing a shared vision statement. The purpose is to transform the culture and align the organization through a strategic planning process.
Transformational leadership stimulates and inspires followers to achieve extraordinary outcomes and develop their own leadership capacity. These leaders respond to individual needs, empower followers, and align objectives. They inspire and motivate followers, challenge them to be innovative, and show genuine care and concern. Key elements include idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leaders develop a vision, sell the vision to followers, map a clear direction, and lead by example while encouraging followers. This style of leadership has been shown to increase performance, effort, satisfaction, and development of future leaders. However, it depends on the leader's abilities and characteristics.
The document provides information about transformational leadership. It defines transformational leadership as a process that changes and transforms people by focusing on emotions, values, ethics, and long-term goals. Transformational leaders engage with followers to create connections that raise motivation and morality in both leaders and followers. The four factors of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation, and individual consideration.
1. The document discusses leadership approaches in Chinese companies like Vanke, Haier, and Haidilao, noting they emphasize relationship-building, goal-setting, and adapting styles to contexts.
2. It then outlines future influences on leadership like globalization, climate change, and technology, arguing future leaders will need to emphasize empathy, strategic thinking, collaboration, and adaptability.
3. The conclusion is that leadership approaches depend on company goals and culture, and organizations must adapt leadership styles to changing environments for efficiency, with trust and adaptation being essential.
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
This document provides an overview of a seminar on turning obstacles into opportunities for growth through organizational change. The seminar will provide strategies for how obstacles and change can enable great opportunities, how to effectively respond to change and support teams through change. It discusses how change is inevitable in today's dynamic business environment and successful organizations are agile and adjust quickly to pressures. The most successful approaches to change management include five phases: motivating change, creating a vision, developing political support, managing transition, and sustaining momentum. Key strategies for change include educating employees and allowing participation, as employees who take ownership of change will be more loyal.
This document discusses leadership styles and theories. It defines leadership as having a vision, inspiring trust, effective communication, and seeing possibilities. Several leadership styles are described, including autocratic, democratic, laissez-faire, and paternalistic. The challenges of leading change are discussed, including how change impacts employee self-esteem. Various theories of leadership are outlined, such as trait, behavioral, contingency, transformational, and transactional theories. Factors that can influence leadership style are also presented, like risk, organizational culture, and the nature of the task.
The document discusses elements of strategic planning, organizational change, and organizational culture. It provides frameworks for analyzing competing values, leading change, and assessing the external environment. It emphasizes that shared vision and values are important for aligning an organization and engaging employees. Strategic priorities should address gaps between the current reality and the vision. Organizational culture consists of visible artifacts as well as deeper assumptions, and understanding culture is key to successfully initiating change.
This document compares the strategic and cultural changes at GE under the leadership of Jack Welch and Jeff Immelt. Under Welch, GE had a people-oriented culture with open communication, high performance rewards, and internal promotion. Immelt shifted GE's focus to marketing, innovation, and sustainability. He encouraged collaboration but communication suffered. The document advises increasing engagement, transparency, and mitigating resistance to change when transforming corporate culture and strategy.
A new model of transformational leadershipNick Burnett
(1) The document discusses transformational leadership models and a new transformational leadership questionnaire (TLQ) developed in the UK.
(2) The TLQ measures scales such as leading others, personal qualities, and leading the organization. Validation studies show it increases motivation, job satisfaction, and organizational commitment.
(3) A project applying the TLQ in schools found it useful for teacher development and improving school culture through transformational leadership.
theories of leadership, organizational behavior, management, x y theory of leadership, leader membership theory, group approach by kurt lewin, hasrey and blenchard's contingency, features of leadership, trait theory of leadership, ohio state thoery of leadership
theories of leadership, organizational behavior, management, x y theory of leadership, leader membership theory, group approach by kurt lewin, hasrey and blenchard's contingency, features of leadership, trait theory of leadership, ohio state thoery of leadership
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The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
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Bro. Oh Teik Bin 🙏🤓🤔🥰
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
1. Richard Joel and the Re-making of
Hillel
Presented by Darnell Lynch
MGT 505E
Eileen Schiffer
Fall 2012
Marylhurst University
2. Jewish Education- Ripe for Change
• Nonprofit organizations
-Social -Political
-Religious -Philanthropy
• Unable to keep up with rapidly changing
campus environment and needs of Jewish
students and society
• Hillel: key lessons in leading organizational
transformation
3. Hillel : A Foundation for Jewish Campus Life
– A budget of over Problems
$60 million Little respect for rabbis
– Affiliated with
multiple campuses
and countries Students uninterested
– Parent organization:
the prominent No community support
B’nai Brith
– Hillels ran by Local
Federations Decline in funding
4. The Federations vs. B’Nai Brith
Leadership Issues
• Federations did not have a positive
view of B’nai B’rith
– Little accountability across campuses
• Federation did not support Hillel
– Troubled relations : rabbis v. Hillel staff
• Hired national director – Moses
– Quickly resigned: both sides unwilling
to compromise
5. An Unlikely Leader:
A Lawyer and an academic
• Used “unorthodox” leadership approaches
– Excellent interpersonal and communication skills
– Powerful Rhetoric
– Disarming charisma
• Fostered common commitment; establish
urgency & need for change
6. Joel’s Approach
Leadership Lesson:
Academia
Youth
Lawyer
Director
Effective leadership
Restructure encompasses the
Hillel
integration of
knowledge and ideas
from many sources
(Rosener, 1990)
7. Important Change Factors
Renames National Office to
the National Center
Centralizes Hillel
Separates from B’nai B’rith
Leadership Lesson:
Leadership
Con to centralizing:
Board centralized decision
making and does
Management not promote team
process
8. Focus on Quality
• Fired ineffective directors
• Implemented Accreditation Leadership Lesson:
–Quality assurance and
accountability
–Staff evaluations All effective teams
–Professional validation develop standards and
rules to help achieve
–Federation and lay leaders also
purpose and
benefited performance goals
• Establish stricter hiring (Katzenbach & Smith, 1993)
standards for directors
9. Setting a New Vision & Strategy
• Initiated shift in Power
-from Rabbi-directors to lay leaders
-hired rabbis on basis of skill
• Restructured finances
-hired full-time fundraiser
Develop specific
strategies to achieve
Leadership Lesson: vision & empower
others to act.
(Kotter, 1995)
10. Conclusion
• Key lessons in organizational change can
be applied to today’s organizations
• The impact of Joel’s leadership brought
Hillel to the successful organization it is
today.
•Successful shift in planning, funding, and
staff development by a passionate, fiery
leader = SUCCESS!
11. References
[1] Katzenbach , J. & Smith, D. (2005). The discipline
of teams, Harvard Business Review, 83 (7/8), 162-171
[2] Kotter, J. P. (1995). Leading Change: Why
Transformation Efforts Fail. (cover story). Harvard
Business Review, 73(2), 59-67.
[3] Rosen, M. & Sales, A. (2006) The Remaking of
Hillel: A case study on leadership and organizational
transformation.
Editor's Notes
Jewish education on American university campuses before the1960s were largely unchanged. Many of the nonprofit organizations served the needs of the Jewish population in areas like politics, philanthropy, social, and religious needs (Rosen & Salas, 2006), just to name a few. Due to many factors, they were unable to keep up with the changing environment and faced many funding, operating, and leadership challenges. Rabbis received no respect, and students were uninterested in the Jewish communal world. This presentation is about one powerful organization that started as being underfunded, largely unknown and dismissed in the Jewish community. Strife with leadership problems and budgetary issues, Hillel failed to address the needs of the Jewish student and society. There are many important implications that we can learn from Hillel about leading organizational change that we can use in today’s companies.
The Hillel foundation was started in 1923 with a mission to “enrich the lives of Jewish graduate and undergraduate students so they may enrich the lives of Jewish people and the world.” They are a large organization with a $60 million operating budget and serves the needs of Jewish students in multiple countries. B’nai Brith was a prominent Jewish organization with substantial resources. It invested in Hillel and , by 1940, establishes 20 other foundations in different campuses across the U.S., all with full-time directors. The local Hillels were run by federations in the National Office. B’NaiBrith experience falling revenues, and in turn the funding for Hillel declined. There were problems that the organization began to face. Rabbis who were committed to their life’s work were frustrated because they received little support or appreciation for their work. Because of the rabbi-dominated life, students were not interested in Hillel. The larger Jewish community was also not interested in Hillel or its mission. There was no fundraising base and membership was in decline.
Facing salary cuts and budget restrictions Rabbis vehemently opposed their treatment by B’Nai B’rith. There was little accountability for the quality of different Hillels (Rosen & Salas, 2006), and the control of the parent organization became under fire. Tensions surmounted and rabbis attempted to unionize. The foundation needed new leadership and B’Nai B’rith decided to hire Larry Moses. He was young, non-rabbi who showed some promise during his tenure, but resigned after one year. Hillel rabbis were excluded from the selection process and tension continued to mount.
Richard Joel was a non-rabbi who was recruited to become Hillel’s new national director. While he grew up in an Orthodox Jewish family, his career first started as a youth director in a synangogue of his hometown in Bronx, New York. He then became a lawyer. He was recruited by Joel Paul, a regional Hillel director from Philadelphia who first hired Joel some 17 years earlier as a youth director. Joel was initially reluctant to accept the position. However, the foundation and B’Nai B’rith quickly caught on to his powerful presence and charisma. Joel’s approach to building the performance of Hillel as a team was important (Katzenbach & Smith, 1993). He established urgency in the need to transform Hillel, and achieved commitment through gaining the confidence and trust of both the rabbis and federation.
Hiringan outsider brought in new, creative ways of thinking . Joel was able to bring about change by thinking outside of the box. He draws on his different experiences as a youth director to use his counseling and interpersonal skills to identify with students and rabbis. He initiates a dual board structure, an example taken from academics. This drawing from other sources is characteristic of a high-performing leader. He also used the group approach by building taskforces and commissions, using his expanded network of leaders and philanthropists in the Jewish community.
Joel renames the National Office to the National Center, which then eventually becomes the Hillel’s International Center. This change in infrastructure allows Hillel to be centralized. The current infrastructure of Hillel was undermining their vision. One of the steps in positively transforming an organization as set forth by (Kotter, 1995) is to change systems or structures that are currently not working. Joel consolidated Hillel and used increasing credibility make improvements (Kotter, 1995). One major change was the separation from B’NaiBrith, Hillel’s long-time benefactor and host (Rosen & Salas, 2006). Joel built a dual board structure:-Leadership board-ManagementIn which he was both CEO and president, thus reporting and voting on the board. A downside to this restructuring is that it does not really promote being a team player, and decisions are centralized, where there is a dependence on front-line managers for input on Hillels on individual campuses. In the context of effective leadership, especially in the modern workforce, actions like sharing information and being involved in key decisions are crucial to the success and influence of leaders (Rosener, ways women lead).
One of the most important change factors initiated by Joel was his focus on quality (Rosen & Salas, 2006). He fired non-performing directors who were ineffective in achieving the mission of Hillel. He also established outside accreditation of Hillel’s programs. Accrediting bodies would establish evaluations to assist professional staff in goal setting and planning. Additionally, it would provide professional validation to the community and funding bodies (Rosen & Salas, 2006). This was a bottom-up process that included staff, and all the way up the hierarchy to lay leaders and directors. -There is a lesson here in human resources: Joel also created more stringent hiring standards for directors. They must have skills in running a non-profit, and they did not have to be a rabbi.-Joel’s “franchise model” changed campus environments, as Jewish studies programs taught by non-rabbis encourage growth. (Rosen & Salas, 2006).
Joel continues to lead the rapid change of Hillel. He establishes a new vision by communicating clear goals of the structure and management of Hillel. The Hillel boards and the Jewish federations were positively impacted by Joel’s leadership. They became more aware of the inner workings of their respective campuses, and lay leadership became more engaged in operations. Joel’s restructuring allowed each person in the hierarchy to involved, attaining specific goals to maintain focus and get results (Kotter, 1995). The strategy also aimed to increase local fundraising, and local Hillels started to achieve financial support through the community under the leadership of a full-time fundraiser (Rosen & Salas, 2006).