The document discusses what makes a successful leader. It begins by explaining why leadership is important, noting that organizations with strong leadership outperform peers and successful transformations are highly dependent on leadership. A successful leader has the ability to develop and communicate a compelling vision, understands themselves and followers, and depends on personal influence. Key strategies for leaders are setting clear expectations, listening, building teamwork, and admitting mistakes. While certain attributes like integrity and drive are universally important, leadership styles may differ across cultures.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Credibility of Leaders" and will show you the importance of credibility in the role of leadership.
This document discusses followership and leadership. It provides quotes and questions about defining leadership, leadership role models, why someone should follow a leader, the foundations and transition from followership to leadership. It also discusses situational leadership, sources of power for leaders, and how to build trust and cohesion in a team. The overall message is that leadership requires getting others to willingly follow through inspiration and ethical conduct.
Leadership and country development are complex issues with no single right approach. Top-down planned development and outside-in globalization are criticized for not respecting local strengths and traditions, preventing indigenous growth. True development comes from within by fostering leaders and enterprises organically through cooperative and networked approaches that build pride and dignity. Countries and their people develop most successfully when balancing internal strengths with outside influences, not through imposition but through empowering local strengths, traditions, and autonomy.
The document discusses leadership and dissent. It defines leadership as influencing a group toward achieving goals and vision. Good leaders challenge the status quo, create visions of the future, and inspire others. Dissent is the expression of disagreement with policies and practices. Dissent is multifaceted and multilayered, enriching leadership by pointing out flaws. While dissent can be lauded when successful, dissenters are often ostracized, threatened, or punished for their views. The document argues that some level of dissent is necessary for flexibility, but too little risks tyranny while too much risks chaos, so the optimum level is hard to determine but protecting all non-violent dissent helps ensure useful dissent.
Leadership involves organizing groups to achieve common goals, whether or not the leader has formal authority. Visionary leadership requires having a clear vision of the future, often related to technology or social changes. Visionary leaders must manage changes and uncertainties in the future. Examples include Martin Luther King Jr. who dreamed of racial equality and Steve Jobs who pursued new technologies. Critical skills for visionary leaders include learning from difficulties, maximizing energy, keeping messages simple, focusing on multiple priorities, and mastering intuition. Visionary leaders translate their visions into inspirational pictures of the future and clear directions to get there.
This document discusses leadership theories and styles. It provides biographical information about Dr. Joe O'Mahoney, including his education and experience. It then summarizes various definitions and views of leadership over time, from classical origins focusing on heroes and warriors to modern concepts of authenticity and contingent leadership. The document also discusses theories around the relationship between firm growth stages and the leadership skills needed at each stage.
This document discusses building leadership skills and organizational greatness. It covers topics like choosing the right people, discovering individual strengths, developing trustworthy leadership, and empowering others. The goal is to learn principles from successful leaders to guide organizations to higher performance through vision, discipline, passion and conscience.
This document discusses the concept of leadership and why leading by example is important, especially in Africa. It notes that while Africa has abundant natural resources, its people remain impoverished due to issues like colonialism and ineffective leadership. True leadership is defined as influencing others through inspiration rather than power or position. The document outlines false ideologies that prevent leading by example, like viewing leadership as superiority or defining oneself by position. It proposes ways to lead by example, such as taking responsibility, demonstrating integrity, and living by principles. Leading by example is important as it creates a vision for others to follow, enables economic and political development, shifts paradigms, and raises ethical standards.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Credibility of Leaders" and will show you the importance of credibility in the role of leadership.
This document discusses followership and leadership. It provides quotes and questions about defining leadership, leadership role models, why someone should follow a leader, the foundations and transition from followership to leadership. It also discusses situational leadership, sources of power for leaders, and how to build trust and cohesion in a team. The overall message is that leadership requires getting others to willingly follow through inspiration and ethical conduct.
Leadership and country development are complex issues with no single right approach. Top-down planned development and outside-in globalization are criticized for not respecting local strengths and traditions, preventing indigenous growth. True development comes from within by fostering leaders and enterprises organically through cooperative and networked approaches that build pride and dignity. Countries and their people develop most successfully when balancing internal strengths with outside influences, not through imposition but through empowering local strengths, traditions, and autonomy.
The document discusses leadership and dissent. It defines leadership as influencing a group toward achieving goals and vision. Good leaders challenge the status quo, create visions of the future, and inspire others. Dissent is the expression of disagreement with policies and practices. Dissent is multifaceted and multilayered, enriching leadership by pointing out flaws. While dissent can be lauded when successful, dissenters are often ostracized, threatened, or punished for their views. The document argues that some level of dissent is necessary for flexibility, but too little risks tyranny while too much risks chaos, so the optimum level is hard to determine but protecting all non-violent dissent helps ensure useful dissent.
Leadership involves organizing groups to achieve common goals, whether or not the leader has formal authority. Visionary leadership requires having a clear vision of the future, often related to technology or social changes. Visionary leaders must manage changes and uncertainties in the future. Examples include Martin Luther King Jr. who dreamed of racial equality and Steve Jobs who pursued new technologies. Critical skills for visionary leaders include learning from difficulties, maximizing energy, keeping messages simple, focusing on multiple priorities, and mastering intuition. Visionary leaders translate their visions into inspirational pictures of the future and clear directions to get there.
This document discusses leadership theories and styles. It provides biographical information about Dr. Joe O'Mahoney, including his education and experience. It then summarizes various definitions and views of leadership over time, from classical origins focusing on heroes and warriors to modern concepts of authenticity and contingent leadership. The document also discusses theories around the relationship between firm growth stages and the leadership skills needed at each stage.
This document discusses building leadership skills and organizational greatness. It covers topics like choosing the right people, discovering individual strengths, developing trustworthy leadership, and empowering others. The goal is to learn principles from successful leaders to guide organizations to higher performance through vision, discipline, passion and conscience.
This document discusses the concept of leadership and why leading by example is important, especially in Africa. It notes that while Africa has abundant natural resources, its people remain impoverished due to issues like colonialism and ineffective leadership. True leadership is defined as influencing others through inspiration rather than power or position. The document outlines false ideologies that prevent leading by example, like viewing leadership as superiority or defining oneself by position. It proposes ways to lead by example, such as taking responsibility, demonstrating integrity, and living by principles. Leading by example is important as it creates a vision for others to follow, enables economic and political development, shifts paradigms, and raises ethical standards.
The Future Of Leadership Development – The EvolutionSonny Navaratnam
Where goes Leadership Development? What is the next wave? At this critical phase for humanity engage in an thoughtful exploration that will open your mind to new paradigms.
Presentation for the Library Association of Ireland's Career Development Group's Annual Seminar and AGM by Hugh Murphy, Senior Librarian, Collection Management Services, Maynooth University Library
The document is a collection of quotes from some of history's greatest leaders on various topics like leadership, life, success, and overcoming challenges. It includes quotes from figures such as Nelson Mandela, Martin Luther King Jr., Mahatma Gandhi, Mother Teresa, and Michael Jordan. The quotes provide inspiring thoughts on themes like empowering others, persevering through failures, following your passions, and making positive changes in the world.
The document is a collection of quotes from various famous historical leaders on topics related to leadership, excellence, politics, business, entertainment, science, sports, society and management. It includes quotes from figures such as Nelson Mandela, Winston Churchill, Mahatma Gandhi, Martin Luther King Jr., Abraham Lincoln, Walt Disney, Henry Ford, Bill Gates, Larry Page, Oprah Winfrey, Charlie Chaplin, Steven Spielberg, Albert Einstein, the Wright Brothers, Thomas Edison, Mohammed Ali, Pele, Michael Jordan, Mother Teresa and Helen Keller.
The document presents quotes from famous leaders throughout history on various topics related to leadership, including Nelson Mandela, Martin Luther King Jr., Mahatma Gandhi, Winston Churchill, Abraham Lincoln, Walt Disney, Henry Ford, Bill Gates, Larry Page, and Akio Morita. The quotes cover subjects such as the importance of education, perseverance, nonviolence, inspiring others, executing a vision, embracing failure, and seeing other perspectives. Each leader's quote is accompanied by their photo and name.
The document is a collection of quotes from various famous historical leaders on topics related to leadership, excellence, politics, business, entertainment, science, sports, society and management. It includes quotes from figures such as Nelson Mandela, Winston Churchill, Mahatma Gandhi, Martin Luther King Jr., Abraham Lincoln, Walt Disney, Henry Ford, Bill Gates, Larry Page, Oprah Winfrey, Charlie Chaplin, Steven Spielberg, Albert Einstein, the Wright Brothers, Thomas Edison, Mohammed Ali, Pele, Michael Jordan, Mother Teresa and Helen Keller.
The document discusses the need for a new leadership paradigm to address global challenges. It argues that current decision-making structures are not well-suited for global problems and that a high degree of global cooperation is needed. It also discusses how the current divide between public, private, and social sectors creates barriers and that leaders need to combine forces. The document then introduces the concept of a new leadership paradigm focused on shifting from self-interest to the common good and being the best for the world rather than just the best in the world. It provides an overview of the new leadership paradigm learning system which includes a book, multimedia website, and journals/workbooks to help develop this new paradigm of leadership.
By our recent research, we have come up with our Leadership philosophy as a guide in INFOTAINMENT Nig Company\'s Management adapted from Pravin Rajpal\'s researched work of "quotable quotes". By this, we serve you better
The document provides a collection of quotes from various experts on leadership. It touches on several key themes, including the importance of vision, humility, focus, and continuous learning and growth. Many of the quotes emphasize that true leadership requires translating vision into concrete actions and inspiring and developing people to achieve goals.
Dan Cable recommends five books that can help people improve themselves and become better leaders. The books discuss developing optimism, changing one's mindset, forming good habits, and learning how small psychological changes can reshape one's perspective. Cable believes leaders must strive to better themselves through ideas in books that prompt self-reflection on improving one's character.
The document discusses why people should be led by the speaker. It suggests that people will follow a leader who is passionate about their purpose and values, and genuinely cares about helping others achieve their goals. A good leader leads by example through their actions, ethics and resilience. They are worth following because they are committed to personal growth, bring out the best in others, and make decisions with courage.
1) The article discusses the transition leaders must make from focusing on individual success and standing out to focusing on developing their team and establishing a collaborative culture.
2) It notes that successful organizations rely on team success and culture rather than any single "cult of personality" or superstar.
3) The ideal leaders described prioritize empowering others over showcasing their own abilities and take responsibility for failures while giving credit to others for successes.
The document discusses 21st century leadership. It states that in the 21st century, leaders will need to understand how to lead globally and across cultures in a highly technological environment, while developing and maintaining teams and understanding creative leadership. 21st century leaders will need to inspire through vision and optimism, and lead organizations in an uncertain world. They will need to unleash workers' potential and harness their emotional energy through shared values. Creative thinking, innovation, and visionary thinking will be key skills for 21st century leaders as they seek new ways of thinking and see the end state before beginning.
Leadership: Vision, Purpose, Confidence and CharismaMustafa Oğuz
Can leadership be learned or is it innate? This presentation tries to answer this question by explaining what leadership and charisma is. Then it gives leadership examples from "The Lord of Flies". Presentation date: 15 November 2016
- The document discusses different perspectives on developing leadership and developing countries. It contrasts a "heroic" leadership style prevalent in the US of imposing dramatic change from above with an "engaging" style of enabling others and bringing people together through thoughtful discussion.
- It describes Kofi Annan's leadership of the UN as engaging in the tradition of African leadership, with long discussions and moral, courageous decision making, in contrast to corporate CEOs.
- It questions whether developing countries and leaders are really "developed" by outside experts, arguing indigenous development that respects local culture and self-determination may be better.
This document provides an outline for a presentation on leadership. It defines a leader as a coach, mentor, communicator, and champion. Leadership is described as goal setting, motivation, teamwork, and achievement. Examples are given of modern young leaders like Mark Zuckerberg, Steve Jobs, and Bill Gates who achieved success at a young age. The presentation encourages the audience to recognize and develop their leadership potential instead of accepting failure, and that challenges make leaders stronger.
Leadership is not a rare skill that only some are born with, but rather can be developed in anyone through relationships, self-improvement, and understanding that leadership responsibilities exist at all levels of an organization, not just at the top. Leaders guide through influence, not direction or manipulation.
The document discusses the three basic characteristics of strong leaders: calling, character, and competency. It states that true leaders have a sense of calling to their task and this calling gives them focus and an artistic drive. Strong character is also important for leaders, which is demonstrated through their daily actions, speech, personality, and behavior. Finally, competency, the ability to successfully perform tasks, is key for leaders as it will be noticed by others and inspire them. Strong leaders know their limits and call on others for help.
Great Leaders Around the World & Their Leadership Stylebadhon11-2104
This presentation discusses leadership styles of several famous leaders such as Tim Cook, MS Dhoni, Larry Page, Jeff Bezos, Che Guevara, Napoleon Bonaparte, and Alexander the Great. It outlines important leadership lessons from each, including the importance of diversity, transparency, admitting mistakes, taking risks, experimentation, and leading from the front. The presentation concludes that true leadership is about inspiring and guiding others by example through opening one's heart.
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
The document discusses various leadership qualities and principles based on the experiences of prominent leaders. It provides insights from leaders such as Mahatma Gandhi, Bill Gates, Azim Premji, Verghese Kurien, Indira Gandhi and General Colin Powell. Some of the key leadership lessons mentioned include the importance of vision, learning from both successes and failures, empowering followers, effective communication and leading by example.
The Future Of Leadership Development – The EvolutionSonny Navaratnam
Where goes Leadership Development? What is the next wave? At this critical phase for humanity engage in an thoughtful exploration that will open your mind to new paradigms.
Presentation for the Library Association of Ireland's Career Development Group's Annual Seminar and AGM by Hugh Murphy, Senior Librarian, Collection Management Services, Maynooth University Library
The document is a collection of quotes from some of history's greatest leaders on various topics like leadership, life, success, and overcoming challenges. It includes quotes from figures such as Nelson Mandela, Martin Luther King Jr., Mahatma Gandhi, Mother Teresa, and Michael Jordan. The quotes provide inspiring thoughts on themes like empowering others, persevering through failures, following your passions, and making positive changes in the world.
The document is a collection of quotes from various famous historical leaders on topics related to leadership, excellence, politics, business, entertainment, science, sports, society and management. It includes quotes from figures such as Nelson Mandela, Winston Churchill, Mahatma Gandhi, Martin Luther King Jr., Abraham Lincoln, Walt Disney, Henry Ford, Bill Gates, Larry Page, Oprah Winfrey, Charlie Chaplin, Steven Spielberg, Albert Einstein, the Wright Brothers, Thomas Edison, Mohammed Ali, Pele, Michael Jordan, Mother Teresa and Helen Keller.
The document presents quotes from famous leaders throughout history on various topics related to leadership, including Nelson Mandela, Martin Luther King Jr., Mahatma Gandhi, Winston Churchill, Abraham Lincoln, Walt Disney, Henry Ford, Bill Gates, Larry Page, and Akio Morita. The quotes cover subjects such as the importance of education, perseverance, nonviolence, inspiring others, executing a vision, embracing failure, and seeing other perspectives. Each leader's quote is accompanied by their photo and name.
The document is a collection of quotes from various famous historical leaders on topics related to leadership, excellence, politics, business, entertainment, science, sports, society and management. It includes quotes from figures such as Nelson Mandela, Winston Churchill, Mahatma Gandhi, Martin Luther King Jr., Abraham Lincoln, Walt Disney, Henry Ford, Bill Gates, Larry Page, Oprah Winfrey, Charlie Chaplin, Steven Spielberg, Albert Einstein, the Wright Brothers, Thomas Edison, Mohammed Ali, Pele, Michael Jordan, Mother Teresa and Helen Keller.
The document discusses the need for a new leadership paradigm to address global challenges. It argues that current decision-making structures are not well-suited for global problems and that a high degree of global cooperation is needed. It also discusses how the current divide between public, private, and social sectors creates barriers and that leaders need to combine forces. The document then introduces the concept of a new leadership paradigm focused on shifting from self-interest to the common good and being the best for the world rather than just the best in the world. It provides an overview of the new leadership paradigm learning system which includes a book, multimedia website, and journals/workbooks to help develop this new paradigm of leadership.
By our recent research, we have come up with our Leadership philosophy as a guide in INFOTAINMENT Nig Company\'s Management adapted from Pravin Rajpal\'s researched work of "quotable quotes". By this, we serve you better
The document provides a collection of quotes from various experts on leadership. It touches on several key themes, including the importance of vision, humility, focus, and continuous learning and growth. Many of the quotes emphasize that true leadership requires translating vision into concrete actions and inspiring and developing people to achieve goals.
Dan Cable recommends five books that can help people improve themselves and become better leaders. The books discuss developing optimism, changing one's mindset, forming good habits, and learning how small psychological changes can reshape one's perspective. Cable believes leaders must strive to better themselves through ideas in books that prompt self-reflection on improving one's character.
The document discusses why people should be led by the speaker. It suggests that people will follow a leader who is passionate about their purpose and values, and genuinely cares about helping others achieve their goals. A good leader leads by example through their actions, ethics and resilience. They are worth following because they are committed to personal growth, bring out the best in others, and make decisions with courage.
1) The article discusses the transition leaders must make from focusing on individual success and standing out to focusing on developing their team and establishing a collaborative culture.
2) It notes that successful organizations rely on team success and culture rather than any single "cult of personality" or superstar.
3) The ideal leaders described prioritize empowering others over showcasing their own abilities and take responsibility for failures while giving credit to others for successes.
The document discusses 21st century leadership. It states that in the 21st century, leaders will need to understand how to lead globally and across cultures in a highly technological environment, while developing and maintaining teams and understanding creative leadership. 21st century leaders will need to inspire through vision and optimism, and lead organizations in an uncertain world. They will need to unleash workers' potential and harness their emotional energy through shared values. Creative thinking, innovation, and visionary thinking will be key skills for 21st century leaders as they seek new ways of thinking and see the end state before beginning.
Leadership: Vision, Purpose, Confidence and CharismaMustafa Oğuz
Can leadership be learned or is it innate? This presentation tries to answer this question by explaining what leadership and charisma is. Then it gives leadership examples from "The Lord of Flies". Presentation date: 15 November 2016
- The document discusses different perspectives on developing leadership and developing countries. It contrasts a "heroic" leadership style prevalent in the US of imposing dramatic change from above with an "engaging" style of enabling others and bringing people together through thoughtful discussion.
- It describes Kofi Annan's leadership of the UN as engaging in the tradition of African leadership, with long discussions and moral, courageous decision making, in contrast to corporate CEOs.
- It questions whether developing countries and leaders are really "developed" by outside experts, arguing indigenous development that respects local culture and self-determination may be better.
This document provides an outline for a presentation on leadership. It defines a leader as a coach, mentor, communicator, and champion. Leadership is described as goal setting, motivation, teamwork, and achievement. Examples are given of modern young leaders like Mark Zuckerberg, Steve Jobs, and Bill Gates who achieved success at a young age. The presentation encourages the audience to recognize and develop their leadership potential instead of accepting failure, and that challenges make leaders stronger.
Leadership is not a rare skill that only some are born with, but rather can be developed in anyone through relationships, self-improvement, and understanding that leadership responsibilities exist at all levels of an organization, not just at the top. Leaders guide through influence, not direction or manipulation.
The document discusses the three basic characteristics of strong leaders: calling, character, and competency. It states that true leaders have a sense of calling to their task and this calling gives them focus and an artistic drive. Strong character is also important for leaders, which is demonstrated through their daily actions, speech, personality, and behavior. Finally, competency, the ability to successfully perform tasks, is key for leaders as it will be noticed by others and inspire them. Strong leaders know their limits and call on others for help.
Great Leaders Around the World & Their Leadership Stylebadhon11-2104
This presentation discusses leadership styles of several famous leaders such as Tim Cook, MS Dhoni, Larry Page, Jeff Bezos, Che Guevara, Napoleon Bonaparte, and Alexander the Great. It outlines important leadership lessons from each, including the importance of diversity, transparency, admitting mistakes, taking risks, experimentation, and leading from the front. The presentation concludes that true leadership is about inspiring and guiding others by example through opening one's heart.
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
The document discusses various leadership qualities and principles based on the experiences of prominent leaders. It provides insights from leaders such as Mahatma Gandhi, Bill Gates, Azim Premji, Verghese Kurien, Indira Gandhi and General Colin Powell. Some of the key leadership lessons mentioned include the importance of vision, learning from both successes and failures, empowering followers, effective communication and leading by example.
Dr. Shailesh Thaker is an expert in leadership and cognition who has benefited 17 countries through workshops. Over 20 years, he has conducted over 11,000 hours of training across the globe. In this document, he summarizes 7 common myths about leadership: 1) That leaders have huge egos, when in fact some of the best leaders like Gandhi were egoless. 2) That leaders are experts at politicking, when truly good leaders like King focused on goals not politics. 3) That leaders work harder than others, when truly effective leaders work smart and maintain balance. 4) That leaders must be highly intelligent, when wisdom and experience are more important than academics. 5) That leaders never make mistakes, when
Finally, perhaps the most important quality of a leader is his or her ability to inspire and motivate others. In some ways all of the above serve to do this, but the most inspiring quality of all is to practise what you preach. Leading by example is the most effective way to convey integrity, commitment, and vision – and to transmit enthusiasm and loyalty to others.
The document discusses the concept of authentic leadership as introduced by Bill George in his 2003 book. It summarizes that authentic leadership is a management style where leaders are genuine, maintain high integrity, are transparent, and have a deep sense of purpose and core values. Authentic leaders emerge through constantly challenging themselves with real-world experiences and reframing their life stories to understand who they are.
The document discusses how leadership needs have evolved over time along with organizations and society. Traditional leadership focused on maximizing profits and wealth, while modern leadership must foster spiritual fulfillment, well-being, and sustainability. Leaders now must balance opposing needs like empowerment and control, trust and accountability. Additionally, the workforce has changed and now values meaning, work-life balance, and frequent skill development over long-term company loyalty. This disconnect challenges leaders to adapt and meet new expectations.
I have studied, written about, and practiced leadership for over 30 years. In all my years leading and learning, I know there are 4 things that all great leaders do..
Leadership is a process that involves influence over a group of people with shared goals. The trait approach studies characteristics of leaders. Early theories focused on innate qualities of great leaders but research now shows traits interact with situational demands. Key traits include intelligence, self-confidence, determination, integrity, and sociability. The Big Five model also links extraversion and conscientiousness to leadership. However, the trait approach is limited as it does not account for situational effects and fails to specify which traits are important in different contexts.
Successful leadership requires building relationships, managing change, leading employees, decisiveness, and resourcefulness. A survey found that 82% of respondents saw building relationships as the most critical skill for success, while 78% saw managing change as also important. Leadership skills can be learned through individual characteristics, quality leadership programs with structure and content, and opportunities to practice and receive feedback. Successful leadership development combines these three factors.
The document discusses various aspects of leadership including different leadership styles, qualities of effective leaders, and challenges of leadership. It explores what type of leader one needs to be currently and in the future considering trends like globalization, technology and cultural diversity. Effective leadership is highlighted as requiring a guiding vision, passion, integrity, trust and curiosity. Different views on leadership are provided from leaders like Steve Jobs, Peter Senge and Warren Bennis. Situational and authentic leadership models are also summarized.
What is the Difference Between Leadership and Management?Jim Tybur
The document discusses leadership challenges during difficult times. It provides examples of leadership challenges faced by CEOs such as downsizing, dealing with uncooperative employees, and leading organizational transformations. The document emphasizes that leadership requires setting a vision, communicating effectively, inspiring people and adapting to change, not just managing tasks. Leaders discussed learning from facing challenges themselves and the importance of relentlessly communicating vision during change.
This document discusses self-leadership from a spiritual perspective. It begins with a short history of corporations and their focus on profit over people. Today, companies are increasingly responsible for writing history, requiring a new paradigm where leaders and people work together. True leadership requires determination, vision, purpose, values, understanding others on many levels, and self-leadership through knowing oneself and one's relationship with God or a higher power. The key aspects of leadership are determination, understanding, and self-leadership in order to lead others effectively.
The document contains a collection of quotes related to organizational goals and management. It discusses setting clear objectives, aligning teams, focusing on what matters, tracking progress, and driving results. It also includes quotes about the importance of having goals, planning, execution, leadership, and direction. Additionally, it provides information about Atiim Inc., an enterprise goals and performance management platform, and links to free resources on their website about OKRs.
The document discusses leadership and management. It defines leadership as establishing a vision and strategy, communicating the vision, motivating action, and aligning people to realize the vision. Management is defined as planning, organizing, controlling, and problem solving to efficiently operate systems and produce consistent results. While both are important, leadership creates new systems for managers to manage and drives necessary change, while management ensures day-to-day operations. The document also discusses debates on whether leadership is innate or can be learned and developed over time.
If Properly Led is a six part multi-media leadership package, that presents cadets with timeless leadership lessons from the battle of Gettysburg. It utilizes PPT and video clips from the film “Gettysburg” which is based on the book “Killer Angels” by Michael Shaara. The package includes user friendly Leader and Student guides. The material should be suitable for Cadet Command Leadership and Military History requirements.
This document discusses leadership development and getting things done. It begins by noting the challenges of leadership in 2017, including fear of the future, fragmentation of cultural reference points, and the matrix paradox of wanting more information but easier solutions. It then discusses trends impacting the future like technology, urbanization, and demographics. Key aspects of leadership discussed include having an innovation mindset, getting things done, and working with others. The document emphasizes that great leaders are continuously learning and able to communicate a narrative. It also discusses the importance of collaboration for regional success and offers tips for creating and leading successful regional collaborations.
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
This document discusses the challenges of leadership in the 21st century, including ensuring sustainable performance, addressing political and social change, and stewarding resources for future generations. It defines intrapreneurship as departing from customary business practices and introduces the concept of Level 5 Leadership, which balances humility and fierce resolve. Level 5 leaders achieve sustained greatness by subjugating their ego to build something greater. The document examines case studies and concludes that effective modern leaders acknowledge their limitations, see beyond boundaries, and articulate a vision that benefits society beyond financial returns.
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The document discusses wellness and promoting a healthy lifestyle and culture at work. It describes wellness as involving 7 dimensions of wellness: emotional, environmental, intellectual, social, physical, spiritual, and occupational. It outlines benefits to employees and the organization of promoting wellness, including improved health, productivity and morale. It encourages making healthy choices by focusing on diet, exercise and avoiding smoking. Finally, it provides suggestions for integrating wellness at work, such as healthy meetings and events, physical activity breaks, and stress management resources.
This document discusses the intersection of workplace wellness and policy. It outlines how establishing policies can support a healthy workplace environment and successful wellness program. The HEAL model promotes nutrition, physical activity, breastfeeding, and stress reduction. Policies are more sustainable than practices or programs alone and should focus on areas like wellness, physical activity, nutrition standards, and mental wellness. Examples of effective policies provided include stretch breaks, healthy meetings guidelines, flexible work schedules, active transportation, and lactation accommodation. The presentation emphasizes gaining leadership support and using data to inform simple policies that make healthy choices easy.
This document discusses managing stress in the workplace. It raises awareness about the growing problem of stress and provides guidance on assessing and preventing psychosocial risks. Successful management of psychosocial risks can improve worker well-being, productivity and compliance with legal requirements while reducing costs from absenteeism and staff turnover. The document outlines practical support for stress management, including engaging employees in the risk assessment process, and focusing on positive effects like a healthier and more motivated workforce.
Stress can be triggered by environmental, social, physiological, and thought-related factors. The body responds to stress through the fight or flight response, which is controlled by the brain and hypothalamus activating the sympathetic nervous system. This increases heart rate, blood pressure, breathing, and muscle tension while impairing judgment. Chronic stress can negatively impact cognitive function, mood, health, relationships and quality of life. Managing stress requires identifying its sources, setting goals to respond more effectively, using cognitive rehabilitation techniques, emotional defusing activities, physical interaction, and healthy behaviors.
The document discusses various topics related to stress and worker safety. It defines stress and provides examples of both bad and good stressors. It also discusses daily stressors workers may face and various causes of stress. The document lists warning signs of stress, as well as checklists of potential stress symptoms. It covers the effects of stress, including burnout, and discusses studies that examined stressful occupations and common coping methods for dealing with stress. Finally, it proposes strategies for reducing stress, including stress management programs and developing a healthy lifestyle.
This situation requires sensitivity and care. Jessica and Joe should be reminded that maintaining a respectful workplace is important for all. Their supervisor could speak to each privately, explain that while personal relationships may form, certain behaviors make others uncomfortable during work hours and could be perceived as harassment. The supervisor should listen without judgment, help them understand other perspectives, and request they keep private matters private at work. If issues continue, mediation may help address underlying concerns in a constructive way.
This document summarizes updates to a workplace harassment policy and procedures based on Bill 132 legislation. It expands the definition of workplace harassment to include sexual harassment. It outlines new requirements for employers including developing a written policy in consultation with employees, conducting annual reviews, investigating all complaints, allowing external investigations, and informing parties of investigation outcomes. It discusses employee rights and duties such as reporting harassment and participating in investigations. It provides examples of harassment including yelling, threats, unwanted sexual advances, name calling and isolating behaviors.
This presentation discusses workplace harassment policies and training. It defines harassment and reviews examples of inappropriate workplace behavior. Employers are liable for harassment that occurs in the workplace and must take steps to prevent harassment and respond promptly to complaints in order to avoid legal liability. The presentation provides an overview of harassment laws and emphasizes the importance of following organizational policies prohibiting harassment.
This document provides an overview of welding safety regulations and guidelines. It summarizes OSHA regulations on gas welding (1926.350), arc welding (1926.351), fire prevention (1926.352), ventilation (1926.353), and preservative coatings (1926.354). Key safety topics covered include proper handling and storage of gas cylinders, use of protective equipment, fire hazards, ventilation requirements, and training on welding equipment and processes. The document aims to educate welders on health and safety risks and how to work safely according to OSHA standards.
Slips, trips, and falls are a major cause of workplace injuries. Proper prevention techniques include good housekeeping to clean spills and remove obstacles, using the right footwear for the environment, and practicing safe behaviors like not running or carrying items that block your view. Employers are responsible for providing a safe work environment, while all employees should take responsibility for working safely, such as using handrails and following ladder safety procedures to avoid falls.
This document discusses preventing falls, slips, and trips (FSTs) in the workplace. It notes that FSTs accounted for over $5 million in workers' compensation costs in Georgia in 2011 and were the leading cause of injuries. It identifies common causes of FSTs like wet or slippery surfaces, uneven walking areas, clutter, and poor lighting. The document provides guidance on prevention strategies like maintaining good housekeeping, wearing appropriate footwear, fixing hazards, and paying attention while walking. It emphasizes that FSTs can often be prevented through awareness of risks and applying basic safety practices.
The document discusses preventing workplace harassment. It defines harassment and outlines employers' and employees' responsibilities. Harassment includes unwelcome conduct based on characteristics like race, sex, or disability. It becomes unlawful if it creates a hostile work environment or is a condition of employment. The document describes types of harassment like sexual harassment, quid pro quo harassment, hostile work environment, and third-party harassment. It provides guidance on reporting harassment, protecting yourself, and supervisors' responsibilities to address harassment complaints.
This document discusses the function of warehouses and operational support equipment in emergencies. Warehouses serve as transhipment points and to store and protect humanitarian cargo. Key criteria for assessing warehouse sites include structure, access, security, conditions, facilities, and location. Emergency storage options include existing buildings, mobile storage units, and constructing new warehouses. Support equipment requirements depend on the operational set-up and may include mobile storage units, office/accommodation prefabs, generators, and forklifts.
This document discusses the prevention of sexual harassment (POSH) in the military. It defines sexual harassment and outlines inappropriate behaviors like lewd comments and unwanted touching that create a hostile work environment. Service members are expected to treat each other with dignity and respect. The Uniform Code of Military Justice establishes penalties for sexual harassment and retaliation. Leaders are responsible for addressing issues and complaints, whether through informal resolution or formal procedures.
This training document covers sexual harassment, defining it as unwelcome sexual advances, requests for favors, and other verbal or physical harassment of a sexual nature. It outlines two types - quid pro quo, where submission is required for a job or benefit, and hostile environment. Examples of verbal, non-verbal and physical behaviors are provided. The document also discusses the individual, organizational and economic effects of sexual harassment, and strategies for prevention and response, including training, assessments and addressing issues before escalation. Resources for assistance are listed.
This document provides a summary of a company's sexual harassment training for employees. It defines sexual harassment, outlines the company's anti-harassment policy, and explains employees' obligations to avoid inappropriate conduct and report any instances of harassment. The training defines quid pro quo and hostile work environment harassment, provides examples of inappropriate verbal, visual and physical conduct, and instructs employees to promptly report any harassment to the appropriate parties.
The document summarizes the key findings and recommendations of a National Academies of Sciences, Engineering, and Medicine report on sexual harassment of women in academic sciences, engineering and medicine. The committee found that sexual harassment is common, negatively impacts women's careers and health, and is associated with male-dominated environments and climates that tolerate harassment. It recommends that institutions address gender harassment, move beyond legal compliance to change culture, and that professional societies help drive cultural changes. A system-wide effort is needed to create inclusive environments and prevent all forms of harassment.
1) A scaffold is a temporary elevated work platform used in construction. There are three main types: supported, suspended, and aerial lifts.
2) Scaffolds must be designed by a qualified person to support at least four times the intended load. They must have a sound footing and be properly inspected before each use.
3) Scaffold safety requires fall protection such as guardrails if a fall could be over 10 feet, and the supervision of a competent person during erection, alteration or dismantling. Hazard prevention includes securing scaffolds in high winds and keeping them clear of ice and snow.
The document discusses the role and qualities of a supervisor. It defines a supervisor as someone primarily in charge of a section and its employees, who is responsible for production quantity and quality. A supervisor derives authority from department heads to direct employees' work and ensure tasks are completed according to instructions. Effective supervision requires leadership, motivation, and communication skills. The supervisor acts as a link between management and workers, communicating policies and opinions in both directions. To be effective, a supervisor must have technical competence, managerial qualities, leadership skills, instruction skills, human orientation, decision-making abilities, and knowledge of rules and regulations.
Oregon State University provides a safety orientation for new employees that covers the following key points:
1) OSU is committed to ensuring a safe work environment and holds supervisors accountable for safety responsibilities. Disregard of safety policies may result in discipline.
2) The Office of Environmental Health and Safety (EH&S) oversees compliance with regulations from agencies like OSHA and ensures expertise in areas such as radiation, biological, and chemical safety.
3) New employees must review materials on hazard communication and complete any required job-specific safety training with their supervisors. Documentation of all training is mandatory.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
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How To Be A Successful Leader by Laura L. Koppes
1. How To Be A SuccessfulHow To Be A Successful
LeaderLeader
Laura L. Koppes, Ph.D.Laura L. Koppes, Ph.D.
U.S. Fulbright ScholarU.S. Fulbright Scholar
Eastern Kentucky UniversityEastern Kentucky University
2. HELP WANTEDHELP WANTED
Individuals able to learn and keepIndividuals able to learn and keep
learning; determined to listen,learning; determined to listen,
watch, and recognize what’swatch, and recognize what’s
happening; committed to changehappening; committed to change
wherever and whenever needed,wherever and whenever needed,
opportunity seekers who know howopportunity seekers who know how
to identify the best people and getto identify the best people and get
the most out of them.the most out of them.(Management(Management
Notes, 1998)Notes, 1998)
3. ContentContent
Successful Leadership: WhySuccessful Leadership: Why
important?important?
Who is a successful leader?Who is a successful leader?
Management and LeadershipManagement and Leadership
The Leadership ChallengeThe Leadership Challenge
Leadership DefinitionLeadership Definition
How to Be a Successful LeaderHow to Be a Successful Leader
ConclusionConclusion
4. Successful Leadership:Successful Leadership:
Why important?Why important?
2121stst
Century: a period of unprecedentedCentury: a period of unprecedented
and transformative changeand transformative change
Global Economy and WorkforceGlobal Economy and Workforce
Turbulence in worldTurbulence in world
““The old organizational pyramids of theThe old organizational pyramids of the
nineteenth century are crumbling, beingnineteenth century are crumbling, being
replaced by upside-down pyramids andreplaced by upside-down pyramids and
circles and connections.”circles and connections.” (Greenleaf(Greenleaf
Center, 1997)Center, 1997)
Without leadership, organization’s falter inWithout leadership, organization’s falter in
times of change and turmoil.times of change and turmoil.
5. Successful Leadership:Successful Leadership:
Why important?Why important?
Companies rated in the 20 percent of leadershipCompanies rated in the 20 percent of leadership
skills and development outperform theirskills and development outperform their
industry’s average return to shareholders by 22industry’s average return to shareholders by 22
percentage points. (Lombardo & Eichinger,percentage points. (Lombardo & Eichinger, TheThe
Leadership MachineLeadership Machine))
Companies with above-average leadership-teamCompanies with above-average leadership-team
strength enjoyed above-average revenue growth,strength enjoyed above-average revenue growth,
relative to their industries (Holden, 2003.relative to their industries (Holden, 2003.
Corporate Leadership CouncilCorporate Leadership Council))
Dr. John Kotter, Harvard leadership expert,Dr. John Kotter, Harvard leadership expert,
maintains that successful organizationalmaintains that successful organizational
transformations are 70 to 90 percent attributabletransformations are 70 to 90 percent attributable
to leadership ability. (Holden, 2003)to leadership ability. (Holden, 2003)
6. Successful Leadership:Successful Leadership:
Why important?Why important?
Lack of confidence in leadersLack of confidence in leaders
Conference Board Report 2002 (Holden,Conference Board Report 2002 (Holden,
2003)2003)
In 1997, only about half of all employeesIn 1997, only about half of all employees
in a survey rated their organization’sin a survey rated their organization’s
leadership as excellent or good.leadership as excellent or good.
By 2001, one out of three employeesBy 2001, one out of three employees
rated organization’s leadership asrated organization’s leadership as
excellent or good.excellent or good.
Fall of companies (e.g., America’s Enron,Fall of companies (e.g., America’s Enron,
Italy’s Parlamat, Switzerland’s The ErbItaly’s Parlamat, Switzerland’s The Erb
Group).Group).
7. Successful Leadership:Successful Leadership:
Why important?Why important?
Leaders in the NewsLeaders in the News
““Nepal: Thousands protest againNepal: Thousands protest again
King.”King.” ((New York TimesNew York Times, April 2), April 2)
““An Indian Champion: Vajpayee isAn Indian Champion: Vajpayee is
stunningly popular and appearsstunningly popular and appears
ready to lead his party to anotherready to lead his party to another
election victory. But can one man’selection victory. But can one man’s
charisma carry the weight of acharisma carry the weight of a
nation?”nation?” ((NewsweekNewsweek, April 12), April 12)
8. Successful Leadership:Successful Leadership:
Why important?Why important?
““President Jacques Chirac and his partyPresident Jacques Chirac and his party
just got creamed in elections. Now thejust got creamed in elections. Now the
real fun begins.”real fun begins.” ((NewsweekNewsweek, April 12), April 12)
““Argentine President Nestor Kirchner hasArgentine President Nestor Kirchner has
seen his approval ratings rocket to moreseen his approval ratings rocket to more
than 70 percent…Kirchner’s tough stancethan 70 percent…Kirchner’s tough stance
on human rights, though, is generatingon human rights, though, is generating
increasing opposition.”increasing opposition.” ((NewsweekNewsweek, April, April
5)5)
9. Successful Leadership:Successful Leadership:
Why important?Why important?
““Arab leaders Thursday condemnedArab leaders Thursday condemned
President George W. Bush’s Middle EastPresident George W. Bush’s Middle East
policy shift as a dangerous move thatpolicy shift as a dangerous move that
could stir violence…could stir violence…((International HeraldInternational Herald
TribuneTribune, April 16)., April 16).
““President Václav Klaus’ April 9 veto of thePresident Václav Klaus’ April 9 veto of the
country’s proposed new value-added taxcountry’s proposed new value-added tax
(VAT) act could plunge the economy into(VAT) act could plunge the economy into
chaos in the markets and spell trouble forchaos in the markets and spell trouble for
European Union relations.” (European Union relations.” (The PragueThe Prague
PostPost, April 14-20), April 14-20)
10. Who is a Successful Leader?Who is a Successful Leader?
Alexander theAlexander the
GreatGreat
11. Who is a Successful Leader?Who is a Successful Leader?
Napoleon INapoleon I
““A leader is aA leader is a
dealer in hope.”dealer in hope.”
12. Who is a Successful Leader?Who is a Successful Leader?
John F. KennedyJohn F. Kennedy
““Leadership andLeadership and
learning arelearning are
indispensable toindispensable to
each other.”each other.”
13. Who is a Successful Leader?Who is a Successful Leader?
M. Ghandi:M. Ghandi: “…we must be the“…we must be the
change we wish to see in the world.”change we wish to see in the world.”
W. Churchill:W. Churchill: “The price of greatness“The price of greatness
is responsibility.”is responsibility.”
Martin Luther King, Jr.: “Martin Luther King, Jr.: “A genuineA genuine
leader is not a searcher forleader is not a searcher for
consensus, but a molder ofconsensus, but a molder of
consensus.”consensus.”
14. Who is a Successful Leader?Who is a Successful Leader?
Are you?Are you?
Do I get results?Do I get results?
Do I provide direction and a sense ofDo I provide direction and a sense of
meaning to others by remindingmeaning to others by reminding
them of what’s important?them of what’s important?
Do I create authentic humanDo I create authentic human
relationships?relationships?
Do I generate and sustain trust?Do I generate and sustain trust?
((Management Notes, 1998)Management Notes, 1998)
15. Who is a Successful Leader?Who is a Successful Leader?
Are you?Are you?
Do I give people a sense that theyDo I give people a sense that they
are investing in the future?are investing in the future?
Do I convey a feeling of hope?Do I convey a feeling of hope?
Do I motivate others?Do I motivate others?
((Management Notes, 1998)Management Notes, 1998)
16. Management and LeadershipManagement and Leadership
The manager has his/her eyes on theThe manager has his/her eyes on the
bottom line.bottom line.
The leader has his/her eyes on theThe leader has his/her eyes on the
horizon.horizon.
The manager imitates.The manager imitates.
The leader originates.The leader originates.
((Management Notes, 1998)Management Notes, 1998)
17. Management and LeadershipManagement and Leadership
The manager is the classic good soldier.The manager is the classic good soldier.
The leader is his/her own person.The leader is his/her own person.
The manager does things right.The manager does things right.
The leader does the right thing.The leader does the right thing.
The manager asks how and when.The manager asks how and when.
The leader asks what and whyThe leader asks what and why. (W.. (W.
Bennis)Bennis)
((Management Notes, 1998)Management Notes, 1998)
18. The Leadership ChallengeThe Leadership Challenge
““Each of us contains the capacity toEach of us contains the capacity to
be a leader.”be a leader.” (Warren Bennis)(Warren Bennis)
The challenge: to realize thisThe challenge: to realize this
capacity.capacity.
Leadership is a global issue: crossesLeadership is a global issue: crosses
all boundaries, cultures, religions,all boundaries, cultures, religions,
etc.etc.
19. Leadership DefinitionLeadership Definition
Leadership: an elusive concept.Leadership: an elusive concept.
Numerous research studies.Numerous research studies.
Many theories and explanations.Many theories and explanations.
Traits: The GREAT Man theoryTraits: The GREAT Man theory
Styles/BehaviorsStyles/Behaviors
Situational/ContingencySituational/Contingency
Charisma/TransformationalCharisma/Transformational
20. Leadership DefinitionLeadership Definition
Leadership: A process of influenceLeadership: A process of influence
among leaders and followers whoamong leaders and followers who
intend real changes that reflect theirintend real changes that reflect their
mutual purposes. (Appleton, 1999)mutual purposes. (Appleton, 1999)
21. How to Be a Successful Leader:How to Be a Successful Leader:
Essential ElementsEssential Elements
Successful leaders must have theSuccessful leaders must have the
ability to develop a vision of theability to develop a vision of the
possible.possible.
Leaders guide the skills of others byLeaders guide the skills of others by
the sheer weight of their visions.the sheer weight of their visions.
(Appleton, 1999)(Appleton, 1999)
22. How to Be a Successful Leader:How to Be a Successful Leader:
Essential ElementsEssential Elements
Successful leaders have a clearSuccessful leaders have a clear
understanding of:understanding of:
themselves;themselves;
the expectations, experiences, needs, andthe expectations, experiences, needs, and
interaction patterns of others in the groupinteraction patterns of others in the group
or organization;or organization;
and, appreciate the specifics of theand, appreciate the specifics of the
environment and the tasks to beenvironment and the tasks to be
accomplished.accomplished.
(Appleton, 1999)(Appleton, 1999)
23. How to Be a Successful Leader:How to Be a Successful Leader:
Essential ElementsEssential Elements
Successful leaders depend as muchSuccessful leaders depend as much
on personal influence andon personal influence and
competency power as on thecompetency power as on the
elements of legitimate power.elements of legitimate power.
The successful leader will be aThe successful leader will be a
transformational leader.transformational leader.
(Appleton, 1999)(Appleton, 1999)
24. Transformational LeaderTransformational Leader
Develop a vision that is both clear andDevelop a vision that is both clear and
highly appealing to followers.highly appealing to followers.
Articulate a strategy for bringing thatArticulate a strategy for bringing that
vision to life.vision to life.
State your vision clearly and promote it toState your vision clearly and promote it to
others.others.
Show confidence and optimism about yourShow confidence and optimism about your
vision.vision.
Express confidence in followers’ capacityExpress confidence in followers’ capacity
to carry out the strategy.to carry out the strategy.
25. Transformational LeaderTransformational Leader
Build confidence by recognizing smallBuild confidence by recognizing small
accomplishments toward the goal.accomplishments toward the goal.
Celebrate accomplishments andCelebrate accomplishments and
successes.successes.
Take dramatic action to symbolizeTake dramatic action to symbolize
key organizational values.key organizational values.
Set an example.Set an example.
Coach and mentor.Coach and mentor.
26. How to Be a Successful Leader:How to Be a Successful Leader:
Essential ElementsEssential Elements
A successful leader will not only askA successful leader will not only ask
questions and wrestle with theirquestions and wrestle with their
individual and organizationalindividual and organizational
interests, but will also ask theinterests, but will also ask the
question:question:
““Leadership for what purpose andLeadership for what purpose and
what public good?”what public good?”
(Appleton, 1999)(Appleton, 1999)
27. How to Be a Successful Leader:How to Be a Successful Leader:
StrategiesStrategies
(Technical Management Services, Inc., 2004)(Technical Management Services, Inc., 2004)
Make yourMake your
expectations clearlyexpectations clearly
known.known.
Share your goals,Share your goals,
visions, motivations,visions, motivations,
and reasons.and reasons.
Give feedback aboutGive feedback about
contributions.contributions.
ListenListen
Build team players.Build team players.
Reward cooperationReward cooperation
and hard work.and hard work.
Maintain goodMaintain good
relations with boss.relations with boss.
Accept diversity.Accept diversity.
Admit your mistakes.Admit your mistakes.
When you promise-When you promise-
deliver.deliver.
Periodically, disengagePeriodically, disengage
from daily pressures.from daily pressures.
Don’t take yourself tooDon’t take yourself too
seriously.seriously.
28. How to Be a Successful Leader:How to Be a Successful Leader:
CharacteristicsCharacteristics
DriveDrive
Honesty and integrityHonesty and integrity
Leadership motivationLeadership motivation
Self-confidenceSelf-confidence
Cognitive ability/intelligenceCognitive ability/intelligence
Knowledge of the businessKnowledge of the business
Emotional intelligenceEmotional intelligence
FlexibilityFlexibility
29. Culture Contingent Leadership?Culture Contingent Leadership?
GLOBE Research ProjectGLOBE Research Project
60 countries60 countries
12 years12 years
Universally accepted leadershipUniversally accepted leadership
attributesattributes
Culture –specific characteristicsCulture –specific characteristics
31. Culture-Specific CharacteristicsCulture-Specific Characteristics
Czech RepublicCzech Republic
The following characteristics were found toThe following characteristics were found to
facilitate outstanding leadership:facilitate outstanding leadership:
IntegrityIntegrity
PerformancePerformance
AdministrativeAdministrative
InspirationalInspirational
NonautocraticNonautocratic
VisionaryVisionary
ParticipativeParticipative
Self-sacrificialSelf-sacrificial
Team integratorTeam integrator
DiplomaticDiplomatic
32. ConclusionConclusion
As citizens of this turbulent dynamicAs citizens of this turbulent dynamic
world, we each have a responsibilityworld, we each have a responsibility
to be a successful leader.to be a successful leader.
Citizen Leader: influencing others toCitizen Leader: influencing others to
create a better and peaceful world.create a better and peaceful world.
33. ConclusionConclusion
Citizen LeaderCitizen Leader
To create an environment whereTo create an environment where
people can thrive, grow, and live inpeople can thrive, grow, and live in
peace with one another.peace with one another.
To promote harmony with nature andTo promote harmony with nature and
thereby provide sustainability forthereby provide sustainability for
future generations.future generations.
To create communities of reciprocalTo create communities of reciprocal
care and shared responsibility.care and shared responsibility.
(Allen, et. al, 1998)(Allen, et. al, 1998)
34. ConclusionConclusion
““Leadership is not the privateLeadership is not the private
reserve of a few charismatic menreserve of a few charismatic men
and women. It is a process ordinaryand women. It is a process ordinary
people use when they are bringingpeople use when they are bringing
forth the best from themselves andforth the best from themselves and
others.”others.” (author unknown)(author unknown)
36. BibliographyBibliography
Allen, K.E., et al (1998).Allen, K.E., et al (1998). Leadership in theLeadership in the
2121stst
century.century. Rethinking LeadershipRethinking Leadership
Working Papers, Academy of LeadershipWorking Papers, Academy of Leadership
Press.Press.
Appleton, J. (1999).Appleton, J. (1999). SuccessfulSuccessful
leadership: An elusive concept at best.leadership: An elusive concept at best.
www.redlandsfortnightly.orgwww.redlandsfortnightly.org
Holden, B. (2003).Holden, B. (2003). A 3-D View ofA 3-D View of
Leadership.Leadership. Dynamic Women in BusinessDynamic Women in Business
Conference, Harvard University.Conference, Harvard University.
Landy, F. & Conte, J. (2004).Landy, F. & Conte, J. (2004). Work in theWork in the
2121stst
Century.Century. McGraw Hill.McGraw Hill.