Backed by a wealth of empirical evidence, Evolutionary Leadership is based on the premise that the human brain comes equipped with an inborn conception of good leadership. However, this conception is mismatched with the prevailing leadership structure at modern workplaces, directly contributing to poor levels of employee engagement and, conversely, high levels of leadership failure. The conundrum can be solved by meeting three innate follower needs succinctly captured by the timeless values of the French Revolution: Liberty, Equality, Fraternity!
The DepEd launched its new brand as VP and DepEd Secretary Sara Duterte addresses the primary concerns of her office during the 2023 Basic Education Report. The summation of the office's vision is aligned on the DepEd MATATAG Agenda, which stands for four (4) pillars that VP Sara along with the DepEd wanted to give emphasis. Not only the welfare of the learners are the focus of this new agenda but as also the well-being and professional growth of the teachers, and the quality-based instructional materials and facilities are also aimed to be strengthen.
Principle of Administration And SupervisionDaryl Tabogoc
In the field of administration and supervision, principles is accepted as a fundamental truth. Principle may be considered a law, a doctrine, a policy, or a deep-seated belief which governs the conduct of various types of human endeavor. In administration and supervision, an accepted principle become part of one’s general philosophy which serves to determine and evaluate his educational objectives, attitudes, practices and outcomes.
A sound principle is formulated from carefully observed facts or objectively measured results which are common to a series of similar experiences. The guiding value of principle depends not only upon the soundness of its origin, but also upon the individuals acceptance, understanding, and ability to apply the principles.
Current Issues in Education - Meeting the Challenges of the 21st Century Todaypolchan
Current Issues in Education - Meeting the Challenges of the 21st Century Today, a Powerpoint presentation for the subject Current Issues in Education, Graduate Studies.
Models of curriculum evaluation and application in educationalKoledafe Olawale
Curriculum can be defined as the planned and guided learning experiences and intended learning outcomes, formulated through the systematic reconstruction of knowledge and experiences, under the auspices of the school, for the learners’ continuous and willful growth in personal social competence (Tanner & Tanner, 1975)
The DepEd launched its new brand as VP and DepEd Secretary Sara Duterte addresses the primary concerns of her office during the 2023 Basic Education Report. The summation of the office's vision is aligned on the DepEd MATATAG Agenda, which stands for four (4) pillars that VP Sara along with the DepEd wanted to give emphasis. Not only the welfare of the learners are the focus of this new agenda but as also the well-being and professional growth of the teachers, and the quality-based instructional materials and facilities are also aimed to be strengthen.
Principle of Administration And SupervisionDaryl Tabogoc
In the field of administration and supervision, principles is accepted as a fundamental truth. Principle may be considered a law, a doctrine, a policy, or a deep-seated belief which governs the conduct of various types of human endeavor. In administration and supervision, an accepted principle become part of one’s general philosophy which serves to determine and evaluate his educational objectives, attitudes, practices and outcomes.
A sound principle is formulated from carefully observed facts or objectively measured results which are common to a series of similar experiences. The guiding value of principle depends not only upon the soundness of its origin, but also upon the individuals acceptance, understanding, and ability to apply the principles.
Current Issues in Education - Meeting the Challenges of the 21st Century Todaypolchan
Current Issues in Education - Meeting the Challenges of the 21st Century Today, a Powerpoint presentation for the subject Current Issues in Education, Graduate Studies.
Models of curriculum evaluation and application in educationalKoledafe Olawale
Curriculum can be defined as the planned and guided learning experiences and intended learning outcomes, formulated through the systematic reconstruction of knowledge and experiences, under the auspices of the school, for the learners’ continuous and willful growth in personal social competence (Tanner & Tanner, 1975)
Our intention in writing a Leadership Declaration is to clearly state the case for leadership and its importance to all of us at this time. At an organisational level, there is little doubt that real leadership is the “engine room” of performance. In the absence of systemic, results-focused leadership, breakthrough performance and high commitment will not be achieved.
34
Chapter Fifteen Organizational Change
443
Chapter Fifteen Organizational Change
A charismatic leader. A visionary leader. A demanding taskmaster (which might be good or bad leadership). People have described the leadership of Steve Jobs in many ways, and with considerably divergent attitudes toward that leadership. These diverse views illustrate that leadership is multidimensional; it exists in many ways and forms. Furthermore, people are not necessarily effective leaders from all of these perspectives. This chapter explores leadership from the five perspectives that are apparent in the huge volume of leadership literature: competency, behavioral, contingency, transformational, and implicit.2 In the final section, we also consider cross-cultural and gender issues in organizational leadership. But first, we learn about the meaning of leadership and shared leadership.
What Is Leadership?
A few years ago, 54 leadership experts from 38 countries reached a consensus that leadership is about influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.3 This definition has two key components. First, leaders motivate others through persuasion and other influence tactics. They use their communication skills, rewards, and other resources to energize the collective to achieve challenging objectives. Second, leaders are enablers. They arrange the work environment—such as allocating resources and altering communication patterns— so employees can achieve organizational objectives more easily.
Leadership is one of the most researched and discussed topics in the field of organizational behavior. Google returns a whopping 724 million web pages that mention either "leader" or "leadership" (24 million of them have one of these words in the title). Google Scholar lists 173,000 journal articles and books that have one or both words in the title. Amazon, the online retailer, currently lists more than 55,000 printed leadership books. As Exhibit 12.1 illustrates, the number of leadership books and materials added to the U.S. Library of Congress catalog has grown exponentially over the past half-century. Why does the topic of leadership command so much attention? Possibly because leadership
-
7336
-
3054
1711
1240
146
130
223
358
346
446
774
5000 4000 3000 2000 1000
Number of books and other materials with "leader" or "leadership" in the title or citation cataloged by the U.S. Library of Congress and currently listed by decade that the item was published or produced. The U.S. Library of Congress is the world's largest library.
EXHIBIT 12.1 Filling the U.S. Library of Congress with Leadership Books and Materials
1900-09 1910-191920-29 1930-39 1940-49 1950-59 1960-69 1970-79 1980-89 1990-99 2000-09
8000
350
The Palo Verde Nuclear Generating Station is the largest nuclear power plant in the United States, producing enough electricity to serve 4 million people in California,.
Organizations create mythologies that become part of the culture.They are stories with great impact.But they are still just stories. Blind acceptance of mythologies costs money, morale, and motivation.
New Definition of Quality And Leadership B Waltuck Rev 12 2007Bruce Waltuck
Re-thinking the definition of "quality" and the new roles of leadership for positive change, through the lens of complexity/complex adaptive systems science. As presented at New Mexico and Delaware quality improvement conferences.
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As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
2. Evolutionary Leadership analyses leadership (and followership) from the
perspective of natural selection. Specifically, it looks into the added value
ancestral groups gained from evolving a leader-follower structure and
how concomitant adaptations within the human brain impact
modern workplaces.
9. Known as psychological
adaptations, these innate
information-processing
devices can be understood
as unconscious ‘if-then’
decision rules that govern
our beliefs and behavioural
motivations.
10. For example, if you spot a
large spider, the
ubiquitous, naturally
selected decision rule is:
make sure to be wary in
order to avoid a potentially
lethal bite.
11. In this way, our inborn
psychological adaptations
give rise to universal
behaviours which taken
together constitute
human nature: what we
are all like deep down
regardless of individual
and cross-cultural
differences.
12. Importantly, human nature comprises an array of social adaptations for effectively
regulating our behaviour as members of groups – including the twin phenomena of
leadership and followership.
13. Against this
background,
Evolutionary
Leadership offers
novel insights into
barriers to effective
leadership – insights
that elude and
cannot be explained
by conventional
paradigms such as
agile leadership or
transformational
leadership theory.
14. Take, for example, the question of who is
going to win the next U.S. presidential
election. Anybody’s guess? Not really.
Statistical analysis shows that the answer is
predicted with astonishing accuracy by the
candidates’ physical height. Over the past
100 years (1916 – 2018, actually), winners
have averaged 3.81 centimeters taller than
their opponents, with the tallest candidate
gaining the popular vote in 88 percent of
presidential elections, and the presidency
84 percent of the time.
15. Height, in fact, is
broadly associated
with leadership:
research shows that
high-authority people
are viewed as taller
than they are, and the
actual selection of
executives in both the
public and private
sector to a significant
degree is determined
by physical stature.
18. And here’s the rub:
because evolution by
natural selection is an
exceedingly slow, trial-
and-error process, our
innate psychological
adaptations remain
tailored to life in ancestral
small-scale societies.
19. Our evolutionary legacy, therefore,
is in many ways mismatched to how
we live and work together today.
More to the point, there are serious
incongruities between the people
management practices of modern
organizations and the dramatically
different environments in which our
psychological adaptations evolved.
20. Backed by a wealth of
empirical evidence, the
framework of Evolutionary
Leadership thus allows us
to understand why the
majority of employees are
detached from their jobs …
Only 13% of employees
worldwide are engaged
Source: Gallup State of the Global Workplace Report 2017
21. … why there is an
ongoing “global
leadership crisis” …
22. … how and why that
leadership crisis is
inextricably linked to a
“communication gap” …
23. … and why, finally, there is
plenty of truth in the old
adage that people leave
bosses, not companies.
Indeed, “quitting is almost
always a statement against
the immediate superior.”¹
Adapted from: PayScale Whitepaper, "The Formula
for a Winning Company Culture.“ 2015-2016
n= 501,796
¹ Gallup Business Journal, 25 November 2009
-15
-10
-5
0
5
10
15
20
25
30
35
Managers’ Impact on Employees’ Intent to Leave
“I have a good relationship with my manager”
Strongly agreeStrongly disagree
Intenttoleave(percentagechange)
30. Natural selection thus
drove the evolution of
psychological
adaptations fostering
social cohesion and
group coordination, the
final best practice
outcome being the
closely concerted effort
of an effective leader-
follower structure.
35. … either by leaving the
organization or, if they lack exit
options, by quitting mentally,
that is resorting to a state of
inner resignation, renouncing
personal ownership and working
little more than the bare
minimum required to continue
receiving their paychecks.
36. It is important to
realize, in this context,
that in the small-scale
societies in which
humans evolved over
millions of years,
power does not reside
in a dominant ‘alpha
figure’. Instead, it is
distributed among all
group members, who
collectively give the
leader power by
voluntarily choosing
follow.
37. In fact, all known
tribal societies have
proved to be highly
egalitarian, i.e. they
are governed by
consensual, fluid,
and informal
leadership (rather
than by one
individual known as
‘the boss’).
38. For example, when researchers
confronted members of an arctic
tribe with the notion of leadership,
the response they got was this:
“Nobody ever tells an Eskimo what
to do. But some people are smarter
than others and can give good
advice. They are the leaders.”
41. Seeking dominance, though, is as inescapably a part of human nature as
preventing others from achieving it; i.e. we have inherited from primate
ancestors an inborn drive to jostle our way up the pecking order.
42. Thus, we all strive to lord it
over our peers (arguably,
men more so than women)
but if we cannot, we prefer
to be equal.
43. Hence, as a product of
Darwinian selection, the
human mind has evolved
to seek and accept as
leaders only group
members who act as
primus inter pares …
46. However, the development of
synergistic leader-follower
relations critically depends on
the distribution of power
within the group. That’s
because the enhanced social
status leaders enjoy need not
necessarily result from the
provision of group-beneficial
services. An alternative route is
dominance – the ability to
inflict harm on fellow group
members – which in the
corporate world is known as
position power.
47. As the balance of power in ancestral societies is tilted firmly in the direction of
the rank and file, leaders have no choice but to base the relationship with their
followers on service rather than dominance.
48. In stark contrast, the highly asymmetric, ‘unevolutionary’ distribution of
power at modern workplaces facilitates a kind of people management that
centers on our innate drive to dominate rather than serve followers.
49. In fact, for most corporate leaders
there is no need to trade group-
beneficial services for an enhanced
social status (and the higher salaries
that go along with it), as they
already possess this status simply
by virtue of being the boss.
56. Thus, the key evolutionary
benefit of leading and
following – a win-win
reciprocal exchange of
service for prestige – is
largely absent in the modern
corporate world with its top-
down appointment of
leaders, rigid reporting lines,
and institutionalized
hierarchies (never mind that
it has become fashionable in
recent years to sell these
hierarchies as ‘flat’).
62. ‘Evolutionary
Leaders’ thus strive
to maximize the
interests of the led
by consciously
focusing on
providing a
genuine service
and helping team
members achieve
more than they
could on their
own.
66. Above all, ‘Evolutionary
Leaders’ form an
awareness that whenever
an organization favours its
leaders at the cost of
followers, something has
to give eventually.
70. In fact, the rallying cry Liberty,
Equality, Fraternity! is rooted in
ancient human needs that have all
played an important part in the
evolution of leadership:
Autonomy
Democracy
Community
Autonomy
78. Protection speaks to the
universal human desire to
belong to a powerful in-group
that facilitates personal success
(evolutionarily speaking: survival
and reproduction). It centers on
proactively building trustful
connections …
79. … which are indispensable to
any well-working human
relationship.
80. ‘Evolutionary Leaders’ understand that trust – including, importantly, faith in the
leader’s guiding vision – is inseparably interwoven with employee ownership and
performance. And they realize that while trust would have been a ubiquitous
feature of the small, kin-based communities of our pre-historic ancestors, it will
never come naturally at modern workplaces …
82. Meeting these three core tasks is a prerequisite for being a genuine ‘Evolutionary
Leader’ as well as a blueprint for building a high-performance team.