1. Poor leadership can lead to negative consequences like high turnover, low morale, and lack of collaboration in an organization.
2. High turnover occurs when leaders fail to provide opportunities for career development and employee engagement declines due to boredom.
3. Low morale results when employees do not feel invested in or appreciated, which undermines productivity and creates a toxic work environment over time.
4. A lack of collaboration happens if leaders do not facilitate cooperation across departments and teams or promote a culture of idea-sharing focused on common goals.
The document provides guidance for management consultants, outlining best practices for leadership and management consulting including defining management consulting, setting expectations and tone when consulting, and discussing effective leadership techniques such as inspiring vision, empowering others, communication, and modeling ethical behavior. It also compares management and leadership styles and traits.
This document presents a model for developing expert leaders called WICS, which stands for Wisdom, Intelligence, Creativity, and Synthesized. It argues that wisdom is the most important component of leadership and defines wisdom as balancing short-term and long-term interests through values. The model proposes that expert leaders attain common goods through a balance of intrapersonal, interpersonal, and extrapersonal interests using successful intelligence. It also discusses how practical intelligence, tacit knowledge, and wisdom can be developed to improve leadership.
This document summarizes key points from a workshop on communication, teambuilding and motivation. It discusses communication models including linear and transactional models. It covers listening skills, barriers to communication, and body language. It also addresses motivation theories from Maslow and Herzberg, as well as intrinsic and extrinsic motivation. The document then discusses team dynamics including types of teams, characteristics of effective teams, and Tuckman's stages of group development.
Motivation is the internal process leading to behavior to satisfy needs. Performance is determined by the formula: Performance = Ability x Motivation x Resources. There are several theories of motivation including: content theories like Maslow's hierarchy of needs and ERG theory that focus on identifying people's needs; process theories like expectancy theory that examine how motivation works; and reinforcement theories based on positive and negative consequences influencing behavior. Effective motivation techniques include setting objectives, job enrichment, praise, and management by objectives. Cross-cultural differences also impact motivation.
Leadership focuses on motivating others and developing skills like cooperation, listening, and putting others' needs first to achieve goals, while management is about discipline and execution. There are different types of leadership including situational, transitional, and hierarchical. Situational leadership involves assuming responsibility and making decisions appropriate to the time and circumstances. Transitional leadership occurs when the right leader is not available due to lack of ability or willingness to take risks. The key differences between managers and leaders are that managers focus on procedures and the short-term while leaders envision the future and orient towards long-term goals.
The document provides guidance for management consultants, outlining best practices for leadership and management consulting including defining management consulting, setting expectations and tone when consulting, and discussing effective leadership techniques such as inspiring vision, empowering others, communication, and modeling ethical behavior. It also compares management and leadership styles and traits.
This document presents a model for developing expert leaders called WICS, which stands for Wisdom, Intelligence, Creativity, and Synthesized. It argues that wisdom is the most important component of leadership and defines wisdom as balancing short-term and long-term interests through values. The model proposes that expert leaders attain common goods through a balance of intrapersonal, interpersonal, and extrapersonal interests using successful intelligence. It also discusses how practical intelligence, tacit knowledge, and wisdom can be developed to improve leadership.
This document summarizes key points from a workshop on communication, teambuilding and motivation. It discusses communication models including linear and transactional models. It covers listening skills, barriers to communication, and body language. It also addresses motivation theories from Maslow and Herzberg, as well as intrinsic and extrinsic motivation. The document then discusses team dynamics including types of teams, characteristics of effective teams, and Tuckman's stages of group development.
Motivation is the internal process leading to behavior to satisfy needs. Performance is determined by the formula: Performance = Ability x Motivation x Resources. There are several theories of motivation including: content theories like Maslow's hierarchy of needs and ERG theory that focus on identifying people's needs; process theories like expectancy theory that examine how motivation works; and reinforcement theories based on positive and negative consequences influencing behavior. Effective motivation techniques include setting objectives, job enrichment, praise, and management by objectives. Cross-cultural differences also impact motivation.
Leadership focuses on motivating others and developing skills like cooperation, listening, and putting others' needs first to achieve goals, while management is about discipline and execution. There are different types of leadership including situational, transitional, and hierarchical. Situational leadership involves assuming responsibility and making decisions appropriate to the time and circumstances. Transitional leadership occurs when the right leader is not available due to lack of ability or willingness to take risks. The key differences between managers and leaders are that managers focus on procedures and the short-term while leaders envision the future and orient towards long-term goals.
This document discusses the Clifton Strengths Finder assessment tool. It introduces positive psychology and the idea of focusing on strengths rather than weaknesses. The assessment identifies an individual's top 5 strengths from among 34 strengths categories within 4 domains: executing, influencing, relationship building, and strategic thinking. Understanding one's own strengths and the strengths of others helps build stronger working relationships and allows people to excel by applying their strengths. The document provides examples of each strength and exercises to help understand strengths. It emphasizes managing weaknesses by improving deficiencies, finding support from others, and focusing on strengths.
The document discusses encounter groups, which involve intensive interaction between individuals under the guidance of a psychologist or therapist. The goals are to increase self-awareness, sensitivity to others, and improve interpersonal skills. Typical groups have fewer than ten people and one leader who facilitates open expression and examination of reactions and feelings. Participants are encouraged to be genuine and explore how they relate to others. While encounter groups can help with interpersonal issues, some people may lack the emotional strength for the intensity, and changes may not last beyond the group.
Leadership can be defined as influencing others to achieve objectives. There are various leadership theories that examine the traits, behaviors, and styles of effective leaders. Contingency theories suggest that the best leadership style depends on situational factors. Developing trust is important for leadership and requires integrity, competence, consistency, loyalty, openness and risk taking. Cultural differences must also be considered in global leadership.
The document provides guidance on how to be an authentic leader. It discusses that leadership is not defined by a title or role, but by influencing and inspiring others. Authentic leaders establish core values and principles, communicate a vision to motivate others, and empower others by listening, trusting and supporting them. They model behaviors like trust, integrity and courage. Authentic leaders do not criticize or undermine others. They know their own values and passions and act consistently across situations. Authentic leaders lead by example, are willing to take risks and make decisions, communicate relentlessly, and engage and reach out to others.
The document provides information on four personality types: Driver, Influencer, Steady, and Compliance based on the DiSC model. It summarizes the key characteristics, motivations, fears, ideal work environments, strengths, and areas for growth for each type. It also provides tips on how to effectively interact and communicate with each type. The personality types are assessed based on how a person prioritizes tasks vs people and prefers to handle change/conflict vs stability/harmony.
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
PSY 126 Week 11: Team Dynamics, Creativity & Problem SolvingMatthew Eisenhard
This document discusses team dynamics, creativity, and problem solving and decision making. It covers various topics related to effective teamwork including types of teams, team structure, team dynamics, stages of team development, decision making styles and models, and techniques for creativity. Key aspects of team structure include leadership, composition, problem solving/decision making, and conflict management. Important team dynamics include objectives, size, norms, cohesiveness, status, roles, and development stages. [/SUMMARY]
AMA Alliance Mentoring 101 - Developing Leadership in Your Allianceamaalliance
The document provides guidance on developing mentoring programs and relationships within the AMA Alliance. It discusses establishing clear expectations and goals when forming mentoring pairs. The document emphasizes empowering mentees by asking questions, giving them responsibility, and providing constructive feedback to help them grow as leaders. Successful mentoring is presented as a two-way relationship that benefits both the mentor and mentee.
This presentation was given by Roger Joby to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
Practical approach to the situational leadership. Vadim NareykoVadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.
Leland Sandler's Presentation on Creating and Capturing valueLeland Sandler
Leland Sandler & the Sandler Group present “Creating and Capturing Value”, using behavior tools to create more effective, successful, and confident leaders.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
This workshop introduces school psychologists to the principles of Appreciative Inquiry and Positive Psychology. The workshop aims to help participants apply these principles to optimize their own functioning, their students' functioning, and their school. The workshop covers topics like character strengths, strengths-based approaches, and evidence-based coaching. It guides participants through an Appreciative Inquiry 4D cycle of Discovery, Dream, Design, and Deliver to help envision positive changes and develop plans to implement them. The overall goal is for school psychologists to learn how to incorporate Positive Psychology approaches into their work through strength-spotting, goal-setting, and collaborative team efforts.
The document discusses leadership theories and their application in a situation where an onsite support team was initially ineffective but improved over time. It describes several contingency theories of leadership, including Fiedler's contingency theory, House's path-goal theory, and Hersey and Blanchard's situational leadership theory. It then provides details on how the onsite support team moved from a low to high readiness level within five months, improving key metrics like customer satisfaction, ticket quality, and resolution times.
This workshop aims to develop participants' strategic thinking skills. Participants will learn about the structure and functions of the brain in the thinking process, and how to differentiate between strategic and tactical thinking. They will identify the key elements of strategic thinking and apply a strategic thinking process. The workshop covers topics such as left and right brain functions, critical and creative thinking, and attributes of a strategic thinker. It teaches a six-step strategic thinking model and uses the Six Thinking Hats technique to apply strategic thinking to issues.
Evolving Changes of Leadership: Navigating ComplexityLeland Sandler
This document discusses how organizational complexity is increasing and challenging leaders. It presents tools and frameworks to help leaders effectively navigate complexity. These include considering different perspectives to stimulate creativity and flexibility. A case study approach is used where leaders share messy problems and others ask questions to broaden perspectives. Reframing assumptions and considering alternative views can help shift thinking about complex issues. Developing skills of self-authorship and self-transformation allows leaders to navigate complexity and challenges to their views in a constructive way.
Power can be used positively or negatively within organizations. There are seven bases of power: coercive, connection, reward, legitimate, referent, information, and expert. To increase power bases, one should develop relationships, provide value to others, and gain expertise. When influencing others, it is important to consider the person and situation, and use appropriate tactics like ingratiation, rational persuasion, or inspiration. Organizational politics involves networking, reciprocity, and coalition building. Maintaining positive relationships with superiors, subordinates, and peers is key. Business etiquette and proper customer service techniques help create goodwill and satisfaction.
Networking and negotiating are important skills for business and career success. The document outlines the networking process which includes self-assessment, developing a network, conducting informational interviews, and maintaining relationships. It also discusses negotiating strategies such as planning, bargaining, and reaching agreement or impasse. Cultural differences are important to consider for global networking and negotiating. The key takeaways are developing an effective self-introduction, growing a professional network, and understanding negotiation techniques like concession making and integrating interests to find win-win solutions.
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
The document discusses leadership and teamwork. It defines leadership as influencing others to accomplish a mission while motivating and developing people. Several leadership theories are described, including traits theory, great man theory, behavioral theory, and contingency theory. Different leadership styles like autocratic, democratic, laissez-faire, and paternalistic are also outlined. The stages of team development from forming to performing are presented. Effective team meetings and decision making processes are discussed. The differences between a leader and manager are defined.
This document discusses the Clifton Strengths Finder assessment tool. It introduces positive psychology and the idea of focusing on strengths rather than weaknesses. The assessment identifies an individual's top 5 strengths from among 34 strengths categories within 4 domains: executing, influencing, relationship building, and strategic thinking. Understanding one's own strengths and the strengths of others helps build stronger working relationships and allows people to excel by applying their strengths. The document provides examples of each strength and exercises to help understand strengths. It emphasizes managing weaknesses by improving deficiencies, finding support from others, and focusing on strengths.
The document discusses encounter groups, which involve intensive interaction between individuals under the guidance of a psychologist or therapist. The goals are to increase self-awareness, sensitivity to others, and improve interpersonal skills. Typical groups have fewer than ten people and one leader who facilitates open expression and examination of reactions and feelings. Participants are encouraged to be genuine and explore how they relate to others. While encounter groups can help with interpersonal issues, some people may lack the emotional strength for the intensity, and changes may not last beyond the group.
Leadership can be defined as influencing others to achieve objectives. There are various leadership theories that examine the traits, behaviors, and styles of effective leaders. Contingency theories suggest that the best leadership style depends on situational factors. Developing trust is important for leadership and requires integrity, competence, consistency, loyalty, openness and risk taking. Cultural differences must also be considered in global leadership.
The document provides guidance on how to be an authentic leader. It discusses that leadership is not defined by a title or role, but by influencing and inspiring others. Authentic leaders establish core values and principles, communicate a vision to motivate others, and empower others by listening, trusting and supporting them. They model behaviors like trust, integrity and courage. Authentic leaders do not criticize or undermine others. They know their own values and passions and act consistently across situations. Authentic leaders lead by example, are willing to take risks and make decisions, communicate relentlessly, and engage and reach out to others.
The document provides information on four personality types: Driver, Influencer, Steady, and Compliance based on the DiSC model. It summarizes the key characteristics, motivations, fears, ideal work environments, strengths, and areas for growth for each type. It also provides tips on how to effectively interact and communicate with each type. The personality types are assessed based on how a person prioritizes tasks vs people and prefers to handle change/conflict vs stability/harmony.
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
PSY 126 Week 11: Team Dynamics, Creativity & Problem SolvingMatthew Eisenhard
This document discusses team dynamics, creativity, and problem solving and decision making. It covers various topics related to effective teamwork including types of teams, team structure, team dynamics, stages of team development, decision making styles and models, and techniques for creativity. Key aspects of team structure include leadership, composition, problem solving/decision making, and conflict management. Important team dynamics include objectives, size, norms, cohesiveness, status, roles, and development stages. [/SUMMARY]
AMA Alliance Mentoring 101 - Developing Leadership in Your Allianceamaalliance
The document provides guidance on developing mentoring programs and relationships within the AMA Alliance. It discusses establishing clear expectations and goals when forming mentoring pairs. The document emphasizes empowering mentees by asking questions, giving them responsibility, and providing constructive feedback to help them grow as leaders. Successful mentoring is presented as a two-way relationship that benefits both the mentor and mentee.
This presentation was given by Roger Joby to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
Practical approach to the situational leadership. Vadim NareykoVadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.
Leland Sandler's Presentation on Creating and Capturing valueLeland Sandler
Leland Sandler & the Sandler Group present “Creating and Capturing Value”, using behavior tools to create more effective, successful, and confident leaders.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
This workshop introduces school psychologists to the principles of Appreciative Inquiry and Positive Psychology. The workshop aims to help participants apply these principles to optimize their own functioning, their students' functioning, and their school. The workshop covers topics like character strengths, strengths-based approaches, and evidence-based coaching. It guides participants through an Appreciative Inquiry 4D cycle of Discovery, Dream, Design, and Deliver to help envision positive changes and develop plans to implement them. The overall goal is for school psychologists to learn how to incorporate Positive Psychology approaches into their work through strength-spotting, goal-setting, and collaborative team efforts.
The document discusses leadership theories and their application in a situation where an onsite support team was initially ineffective but improved over time. It describes several contingency theories of leadership, including Fiedler's contingency theory, House's path-goal theory, and Hersey and Blanchard's situational leadership theory. It then provides details on how the onsite support team moved from a low to high readiness level within five months, improving key metrics like customer satisfaction, ticket quality, and resolution times.
This workshop aims to develop participants' strategic thinking skills. Participants will learn about the structure and functions of the brain in the thinking process, and how to differentiate between strategic and tactical thinking. They will identify the key elements of strategic thinking and apply a strategic thinking process. The workshop covers topics such as left and right brain functions, critical and creative thinking, and attributes of a strategic thinker. It teaches a six-step strategic thinking model and uses the Six Thinking Hats technique to apply strategic thinking to issues.
Evolving Changes of Leadership: Navigating ComplexityLeland Sandler
This document discusses how organizational complexity is increasing and challenging leaders. It presents tools and frameworks to help leaders effectively navigate complexity. These include considering different perspectives to stimulate creativity and flexibility. A case study approach is used where leaders share messy problems and others ask questions to broaden perspectives. Reframing assumptions and considering alternative views can help shift thinking about complex issues. Developing skills of self-authorship and self-transformation allows leaders to navigate complexity and challenges to their views in a constructive way.
Power can be used positively or negatively within organizations. There are seven bases of power: coercive, connection, reward, legitimate, referent, information, and expert. To increase power bases, one should develop relationships, provide value to others, and gain expertise. When influencing others, it is important to consider the person and situation, and use appropriate tactics like ingratiation, rational persuasion, or inspiration. Organizational politics involves networking, reciprocity, and coalition building. Maintaining positive relationships with superiors, subordinates, and peers is key. Business etiquette and proper customer service techniques help create goodwill and satisfaction.
Networking and negotiating are important skills for business and career success. The document outlines the networking process which includes self-assessment, developing a network, conducting informational interviews, and maintaining relationships. It also discusses negotiating strategies such as planning, bargaining, and reaching agreement or impasse. Cultural differences are important to consider for global networking and negotiating. The key takeaways are developing an effective self-introduction, growing a professional network, and understanding negotiation techniques like concession making and integrating interests to find win-win solutions.
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
The document discusses leadership and teamwork. It defines leadership as influencing others to accomplish a mission while motivating and developing people. Several leadership theories are described, including traits theory, great man theory, behavioral theory, and contingency theory. Different leadership styles like autocratic, democratic, laissez-faire, and paternalistic are also outlined. The stages of team development from forming to performing are presented. Effective team meetings and decision making processes are discussed. The differences between a leader and manager are defined.
Leaders lead people. Realising that the greatest asset of any
organisation is its people, a leader will empower them and help
them to realise their own potential within the organisation. As
Jack Welch famously said, ‘Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’ Put another way, leaders create leaders.
The document discusses various leadership styles and theories. It covers trait theories, which examine personality characteristics of leaders, and behavioral theories, which focus on what leaders do. Contingency theories consider how the situation influences leadership effectiveness. The document also discusses power and influence theories, sources of power, and authentic, ethical leadership. It provides an overview of transformational leadership and situational leadership theories. The goal is to help readers understand different perspectives on leadership and improve their own skills.
This document discusses concepts related to leadership and management. It defines leadership as the ability to influence others with or without authority. It identifies three elements of interpersonal effectiveness that are key to leadership: awareness, ability, and commitment. It distinguishes between leaders and managers, noting that leaders seek improvement through change while managers seek stability and predictability. The document also discusses qualities of good leaders, coaching, and strategies for when to avoid conflict, accommodate others, compete, collaborate, or compromise in different situations.
This document discusses employee engagement and leadership. It begins by outlining the objectives of assessing motivation, employee engagement, motivation theories, emotional intelligence, and personal development planning. It then discusses what employee engagement means for individuals, teams, and organizations. Several theories of motivation are examined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs. Characteristics of engaged and unengaged employees are compared. The document stresses that consistent strategies, leadership, communication, motivation, involvement, and effort are needed to create an engaged organization. Key areas that impact engagement are identified as job factors, leadership, culture, training, and feeling valued. Traits of engaging leadership and motivated employees are
This document provides an overview of delegation skills training. It begins with introducing ground rules for the training. It then discusses what delegation is, why it is important, and the difference between delegation and micromanagement. It outlines the objectives of the training, which include how to delegate tasks effectively using a four-step process, giving instructions, monitoring results, and providing feedback. The document then discusses concepts related to delegation including authority, responsibility, and accountability. It also presents four delegation strategies and dos and don'ts of delegation. Finally, it lists twelve rules for effective delegation.
The document discusses various concepts related to leadership including leadership styles, theories of leadership, factors that affect leadership style, and qualities of effective leaders. It describes different leadership styles such as autocratic, benevolent, laissez-faire, and team leadership. It also discusses theories of leadership including trait theories and invitational leadership. Additionally, it outlines qualities like honesty, confidence, communication skills, and relationship building that effective leaders possess.
The document discusses motivational and influential capacity, outlining various leadership theories and styles as well as psychological frameworks for motivation. It examines the relationship between leadership, motivation, and goals while providing examples of intrinsic and extrinsic motivation. Effective leaders understand different influencing styles and how to motivate teams by addressing individual and organizational needs and goals.
This document discusses leadership, teamwork, and management. It defines leadership as influencing others to accomplish a mission while motivating and developing a shared vision. There are four main leadership styles described: autocratic, democratic, laissez-faire, and paternalistic. Teamwork is explained as collaborating with others to achieve a goal, and there are five stages of team development: forming, storming, norming, performing, and adjourning. The key differences between teams and groups as well as the pros and cons of teamwork are also outlined.
The document discusses various leadership styles and qualities. It describes autocratic, bureaucratic, democratic, and laissez-faire leadership styles. It also lists 12 key leadership qualities like humility, integrity, decisiveness, emotional resonance, and conviction. The document emphasizes that effective leadership requires adapting one's style to fit the situation and people being led, as no single style is best in all cases.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
The document provides an overview of leadership including definitions, qualities, factors, styles, and theories of leadership. It defines a leader as someone who sets direction and influences people to follow that direction. It lists qualities like visionary, humane, broadminded, and integrity. It describes factors like the leader, followers, communication, and situation. It outlines leadership styles such as autocratic, bureaucratic, democratic, laissez-faire, and charismatic. Finally, it discusses theories including great man, contingency, relationship, and trait theories.
Delegating Styles _ Materi Training "LEADERSHIP for Manager & Supervisor"Kanaidi ken
This document discusses different styles of delegation. It defines delegation as giving another person a task while remaining ultimately responsible. There are four main delegation styles described: green focuses on tasks over people, blue balances both tasks and people, red focuses on people over tasks, and yellow avoids responsibility. Successful delegation makes work easier, improves efficiency, increases effectiveness, develops employees, and ensures the right people do the right jobs. Five principles of delegating power are also outlined: match people's strengths to tasks, give full responsibility and power upfront, different approaches work for different people, check-in levels can vary, and allowing mistakes allows discovery. The delegating leadership style turns over decision making and problem solving to followers, who then decide the leader
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
This document discusses leadership and defines it as the process by which a person influences others to accomplish a common goal. It identifies four key factors of leadership: the leader, the follower, communication, and the situation. It also outlines three major leadership styles: authoritarian, participative, and delegative. The document then discusses several theories of leadership, including trait theory, behavioral theory, and contingency theory. It concludes by listing qualities of an effective leader and ways to develop leadership skills.
This document summarizes a presentation about leadership qualities and effective leadership. It discusses the differences between management and leadership, important leadership qualities like integrity, vision, and empowering employees. It provides tips for developing high-performance workplaces, such as effective communication, recognizing accomplishments, and coaching employees. Throughout, it emphasizes qualities like trust, serving others, solving problems, and creating a shared vision and purpose.
This document discusses leadership styles and the skills needed to be an effective leader. It describes several leadership styles including autocratic, democratic, laissez-faire, transactional, transformational, visionary, coaching, affiliative, and pacesetting. It emphasizes the importance of intra-personal skills like self-awareness, self-management, self-motivation as well as inter-personal skills such as motivation, coaching, and time management. Creating an action plan with clear goals and responsibilities is also highlighted as important for effective leadership.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
4. “Leadership is like Beauty, it is hard to define…
But you know it, when you See it.”
5. If your actions inspire others to
dream more, learn more, do more,
and become more, you are a leader
- John Quincy Adams
6. Define Leadership?
• Leadership is the process of influencing the behavior of people
by making them strive voluntarily towards achievement of
organizational goals.
• Leadership indicates the ability of an individual to maintain good
interpersonal relations with followers and motivate them to
contribute for achieving organizational objectives.
According to Harold Koontz and Heinz Weihrich
“Leadership is the art or process of influencing people so that they will strive
willingly and enthusiastically towards the achievement of group goals.”
7. Leaders vs Managers
• A manager takes care of where you are; a leader takes you to a new place.”
• Leadership cannot replace management; it should be in addition to management.
8.
9. Harley Davidson’s Values
➢ Tell The Truth
➢ Be Fair
➢ Keep Your Promises
➢ Respect The Individual
➢ Encourage Intellectual Curiosity
➢ Mutually Beneficial Relationships
10. 1. Leadership indicates ability of an individual to influence others.
2. Leadership tries to bring change in the behavior of others.
3. Leadership indicates interpersonal relations between leaders and followers.
4. Leadership is exercised to achieve common goals of the organization.
5. Leadership is a continuous process.
18. A man goes to heaven and meets God at the Pearly Gates.
God welcomes him and then asks, “Is there any last wish,
my son, before you spend the rest of eternity in heaven?”
“Yes,” the man replies. “I would like to see what hell is like
so I can more thoroughly appreciate my good fortune.”
God says, “Fine,” snaps his fingers, and instantly they enter
hell. Before them, as far as the eye can see, is a table piled
high with the most wonderful delicacies that anyone’s heart
could desire, and on both sides of the table, also as far as
the eye can see, are millions of unhappy people starving to
death.
The man asks God, “Why are these people starving?” God
replies, “Everyone must eat from the table with 11-foot long
chopsticks.” “That’s terribly harsh,” the man says
compassionately. God snaps his fingers again, and they’re
transported to heaven.
Hell and Heaven
19. On entering heaven, the man is surprised to
see an almost identical scene—a bountiful
table stretching as far as the eye can see—
except that everyone is happy and well-fed.
He turns and asks God, “What do the
people eat with here? They must have
different utensils.” “No, my son,” says God,
“everyone here eats with 11-foot long
chopsticks, too.” The man is confused. “I
don’t understand. How is this possible?”
God replies, “In heaven, we feed each
other.”
Hell and Heaven
31. Use the following principles to delegate successfully:
1. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability?
2. Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to
them and when.
3. Match the amount of responsibility with the amount of authority. Understand that you can delegate some
responsibility, however you can't delegate away ultimate accountability. The buck stops with you!
4. Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task,
because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency,
and helps to develop people.
5. Provide adequate support, and be available to answer questions. Ensure the project's success through ongoing
communication and monitoring as well as provision of resources and credit.
6. Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done:
Your way is not necessarily the only or even the best way! Allow the person to control his or her own methods and
processes. This facilitates success and trust.
7. Avoid "upward delegation." If there is a problem, don't allow the person to shift responsibility for the task back to you:
ask for recommended solutions; and don't simply provide an answer.
8. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal
recognition, and other desirable consequences. Provide recognition where deserved.
9. Establish and maintain control.
35. Other factors that contribute to the delegability of a task include:
• The project's timelines/deadlines.
• How much time is there available to do the job?
• Is there time to redo the job if it's not done properly the first time?
• What are the consequences of not completing the job on time?
• Your expectations or goals for the project or task(s), including:
• How important is it that the results are of the highest possible quality?
• Is an "adequate" result good enough?
• Would a failure be crucial?
• How much would failure impact other things?
41. Contingency Leadership
• This style of leadership deals with finding the best match
between a leader and a situation.
• How does the leader's style fit the context of the situation?
Effective leadership is contingent on matching a leader's style to
the right setting.
• Contingency theory is concerned with styles and situations and
effectively matching the leader and the situation.
• In contingency theory of leadership, the success of the leader is
a function of various contingencies in the form of subordinate,
task, and/or group variables.
42.
43. LPC Scale
• Used to measure a person’s leadership style
• For example, it measures your style by having you describe a coworker with whom
you had difficulty completing a job. (not necessarily someone you dislike, but
someone with whom you least like to work with)
• After you choose this person, the LPC instrument asks you to describe your
coworker on 18 sets of adjectives
49. Trait / Directive Leadership
• Trait leadership is defined as integrated patterns of personal
characteristics that reflect a range of individual differences and
foster consistent leader effectiveness across a variety of group
and organizational situations.
• The theory of trait leadership developed from early leadership
research which focused primarily on finding a group of heritable
attributes that differentiated leaders from non-leaders.
• Leader effectiveness refers to the amount of influence a leader
has on individual or group performance, followers‘ satisfaction,
and overall effectiveness.
58. Leader-Member Exchange Theory / Subordinate-Centred Leadership
Leader-Member Exchange (LMX)
- Leaders create ingroups and out-
groups, and subordinates with in-
group status will have higher
performance ratings, less turnover,
and greater job satisfaction.
78. How to Persuade Skeptics
• Skeptics are highly suspicious → Gain as
much credibility
• Skeptics trust same backgrounds → Find out
something common with him
• They don’t like oppositions or challenges
thrown to them → Handle them delicately, if
they are wrong correct smartly
79. How to Persuade a Charismatic
• Charismatic are talkative & enthusiastic → Persuader
should control the urge to match his enthusiasm
• They look for facts to support their emotions →
Don’t hide the facts, discuss the risk with him/her
• Charismatic have short attention span → Present
information at earliest
• While deciding they take suggestions from high
profile executes → Give them one and give time
80. How to Persuade Followers
• Followers rely on past decisions made
→ Make them feel confident give E.g.
• They fear making wrong choices
→ Provide testimonials & take a safe dwell
in past
• Followers like proven and reliable ideas
→ Don’t suggest out of box ideas
81. How to Persuade Thinkers
• Thinker are more academic and logical →
Persuader should communicate the draw –
backs initially
• They like arguments which are quantitative
and backed by data → Using presentations
and arguments to appeal their intelligence
• They don’t forget bad experiences and have
contradictory view → Talk intellectually and
proposal should appear to be best option
83. Objective
Each team has to persuade an independent delegate to join their team.
Setup
Dividing the group into two teams with the exception of one person who acts as an
independent delegate.
Each team occupies one side of the room while the independent person sits on a chair in the
middle of the room between the two teams.
Each team has five minutes to brainstorm and make a case to pursue the independent
delegate to join their team.
Finally, one representative from each team has one minute to present their case to the
independent person and pursue him or her to join their team.
Timing
Activity: 10 minutes
Group Feedback: 20 minutes.
88. A model of Power & Influence
• Evaluate Your Boss Strength & Weakness
• Evaluate Your Strengths & Weakness
• Build a Relationship and maintain it
• Communicate, utilize his time prudently
• Setting Agenda
• Building Network
• Implementing Agenda
90. Absentee Leadership
I recently heard about the dean of a well-known law school: Two senior,
well-regarded faculty members called the provost to complain about
their dean because, they said, he wouldn’t do anything.’
The provost responded by saying that he had a dean who was a drunk, a
dean who was accused of sexual harassment, and a dean who was
accused of misusing funds, but the law school dean never caused him
any problems. So, the provost said, the faculty members would just have
to deal with their dean.
• Absentee leaders don’t actively make trouble, their negative impact
on organizations can be difficult to detect, and when it is detected, it
often is considered a low-priority problem.
• Absentee leaders rarely engage in unforgivable bouts of bad
behavior, and are rarely the subject of ethics investigations resulting
from employee hotline calls. As a result, their negative effect on
organizations accumulates over time, largely unchecked.
92. Lost Knowledge!
‘THAT’S ONE SMALL step for a man, one giant leap for
mankind,’ said Neil Armstrong on 20 July 1969. Over the next few
years, eleven other astronauts landed on the moon and got back to
earth. Certainly no mean feat then and no mean feat even now.
But can it happen again?
Why is it that we haven’t had humans back on the moon since 1972?
93. Lost Knowledge!
David W. DeLong in his book, Lost Knowledge: Confronting the
Threat of an Aging Workforce,1 has a very surprising answer—
“NASA no longer knows how to! He writes: That’s because sometime in the
1990s NASA lost the knowledge it had developed to send astronauts to the
moon. In an era of cost-cutting and downsizing, the engineers who designed the
huge Saturn five rockets used to launch the lunar landing craft were encouraged
to take early retirement from the space programme. With them went years of
experience and expertise about the design trade-offs that had been made in
building the Saturn rockets. Also lost were what appears to be the last set of
critical blueprints for the Saturn booster, which was the only rocket ever built
with enough thrust to launch manned lunar payload.”
94. Lost Knowledge!
• In 2004, a study of 240 organizations in the USA found that the
greatest impact of employee turnover was lost knowledge, not
profitability!
• Even in a country where knowledge management practices have
been around, lost knowledge had negatively affected a staggering
78 per cent of the organizations.
• There are 2 kinds of knowledge each of us carry about our Jobs:
Explicit and Tacit;
• Explicit knowledge is the ‘know-what’ of an Organization –
Knowledge that can be communicated using formalized language
• Tacit Knowledge is the ‘know-how’ - Knowledge that is deeply
rooted in an individual’s actions and experiences, as well as in the
ideals, values or emotions that the person embraces.
96. High Turnover – Cause and Effect
➢ Employees want to have the opportunity to learn new skills and
take on new challenges that help advance their career goals.
When they don’t get these opportunities, they naturally begin to
look for them elsewhere.
➢ It’s no surprise, then, that a recent survey of over 16,000 job-
hoppers found that boredom and long hours were the top two
reasons for leaving their company.
➢ Similar studies have found that career development, not financial
compensation, is the top reason people cite for taking a new job.
Companies that struggle with frequent turnover can usually trace
their retention problems back to poor employee development.
97. High Turnover – How to Contain?
➢ When an organization invests in leadership assessment and
development, it not only moves high-potential employees into
vital roles, it also begins to build a strong succession pipeline that
helps to avoid talent gaps and minimizes the disruptive impact
of turnover.
➢ Employees are more likely to remain with a company when they
believe they have a future there and can continue to grow
professionally.
➢ Establishing a professional development plan (pdp) early in an
employee’s career can help provide them with a sense of
direction and purpose that keeps them engaged and committed
to the organization.
98. Low Morale – Cause and Effect
➢ When employees don’t feel like the organization is willing to
invest in them, they’re less likely to be highly engaged in their
work. If they are repeatedly denied opportunities to learn new
skills, they’ll become easily discouraged.
➢ Unfortunately, only about 30 percent of employees are
considered engaged, which quickly translates into lower
productivity and morale. Over time, this dynamic can produce a
toxic work environment that undermines the entire organization.
➢ By contrast, ongoing training keeps employees sharp and helps
them stay inspired.
➢ Studies have shown that mastery—becoming proficient at
something a person enjoys—is one of three key factors that
contribute to high levels of motivation.
99. Low Morale – How to Improve?
➢ Frequently recognizing good work and increasing transparency
throughout the organization can also help employees feel like
they are valued and appreciated.
➢ Effective leaders find ways to inspire employees and keep them
actively engaged, but many current and potential leaders lack the
soft skills needed to inspire their teams.
➢ Development programs with a focus on building relationships,
empathizing with employees, and finding what values motivate
people can go a long way toward revitalizing the workplace.
100. Lack of Collaboration – Cause and Effect
➢ Effective managers coordinate tasks within their departments,
promoting an encouraging atmosphere for idea sharing and
cooperation.
➢ Poor management inhibits collaboration and causes employees to
focus inwardly on their own roles or departments at the expense of
the company’s larger goals.
➢ Many leaders are promoted because they are high achievers, but only
one-in-seven of them actually possess the characteristics of high-
potential leaders. This makes it difficult for them to facilitate
effective collaboration.
➢ They may take on more work themselves instead of holding team
members accountable, or they may be unwilling to listen to the ideas
of others. These bad habits can hinder a team’s ability to work
together to achieve long-term goals. Over time, they can cause team
members to become disengaged and isolated.
101. Lack of Collaboration – How to Improve?
➢ When teams spend more time criticizing one another, looking out
for themselves, and deflecting accountability, it may be time to
consider whether leadership is setting the wrong example for them
to follow.
➢ With the right leadership development programs in place, it’s
possible to turn these teams around, but it will take time for leaders
to build the trust and credibility needed to facilitate productive
collaboration.
➢ While an organization with poor leadership development may suffer
from high turnover, low morale, and a lack of collaboration, it
doesn’t have to completely replace its workforce to get back on
track.
➢ Well-designed assessment and development programs can help to
identify the problem areas in leadership and begin the process
of providing the support struggling leaders need to be successful.
103. Leadership Issues – Managing Power
• Legitimate power - and authority are the same. Legitimate power
represents the power a leader has as a result of his or her position in
the organization. Although people in positions of authority are also
likely to have reward and coercive power, legitimate power is
broader than the power to coerce and reward.
• Coercive power - is the power a leader has to punish or control.
Followers react to this power out of fear of the negative results that
might occur if they don’t comply. Managers typically have some
coercive power, such as being able to suspend or demote employees
or to assign them work they find unpleasant or undesirable.
• Reward power is the power to give positive rewards. A reward can
be anything that a person values such as money, favorable
performance appraisals, promotions, interesting work assignments,
friendly colleagues, and preferred work shifts or sales territories.
104. • Expert power is power that’s based on expertise, special skills,
or knowledge. If an employee has skills, knowledge, or expertise
that’s critical to a work group, that person’s expert power is
enhanced.
• Referent power is the power that arises because of a person’s
desirable resources or personal traits. If I admire you and want
to be associated with you, you can exercise power over me
because I want to please you. Referent power develops out of
admiration of another and a desire to be like that person.
– Managing Power [Contd.]
106. Leadership Issues – Developing Trust
Developing Trust - In today’s uncertain environment, an
important consideration for leaders is building trust and
credibility, both of which can be extremely fragile.
• The main component of credibility is honesty.
• Trust is closely entwined with the concept of credibility, and, in
fact, the terms are often used interchangeably. Trust is defined
as the belief in the integrity, character, and ability of a leader.
107. - Developing Trust [Contd.]
Research has identified five dimensions that make up the concept of
trust
• Integrity: honesty and truthfulness
• Competence: technical and interpersonal knowledge and skills
• Consistency: reliability, predictability, and good judgment in
handling situations
• Loyalty: willingness to protect a person, physically and
emotionally
• Openness: willingness to share ideas and information freely
108. Leading Across Cultures
One general conclusion that surfaces from leadership
research is that effective leaders do not use a single style.
They adjust their style to the situation. Although not
mentioned explicitly, national culture is certainly an
important situational variable in determining which
leadership style will be most effective.
110. 1. “I need to focus on understanding my role; I
will figure out the organizational dynamics later”
• We have to prioritize internal relationships.
• We have to understand the lay of the land and invest in
building a network.
• We need to ask questions, listen deeply and observe
mindfully.
• In today’s context, we need others to succeed, more than
ever before.
• In any case, most of us know our jobs and that is why we
have been hired in the first place.
111. 2. “My team needs to earn my trust
before I give it”
• We can’t start with the premise that people need to prove
themselves to earn our trust – frankly it is equally important the
other way around.
• Worse still; we can’t go & hire someone from the outside
immediately even without understanding our current team’s
roles, accomplishments, strengths & skill gaps.
• This will not just create insecurity & fear but we will also lose
institutional knowledge.
• Getting our house in order is crucial but it needs to be done
thoughtfully & meticulously.
112. 3. “First I need to solve for what I have inherited
and then build for the future”
• Yes – we all get a legacy from our predecessors – some of it
good and some not so good.
• But as leaders we don’t have the luxury of saying that we will
address the challenges with the ‘here & now’ and then move on
the building for the future; it has to be done simultaneously –
else we will always be playing catch up.
113. 4. “But in my previous company…”
• We can’t make constant comparisons to our previous company/
companies.
• The most successful leaders know when they need to unlearn
and they cultivate curiosity.
• We can’t allow our expertise to become our baggage by
narrowing our thinking and limiting our viewpoint.
• It is our natural instinct & human to make comparisons but it
needs to be curtailed.
114. 5. “I can’t ask for help at my level – it will make
me look weak”
• Perhaps somebody told us at some point that as leaders we need
to have all the answers.
• But nobody has it all figured out. Nobody.
• Until we ask questions or seek help; we will miss out on the
valuable knowledge others have to share.
• And, remember we have to survive in the short term to make
any impact in the medium to longer term.
• If possible, we need to find someone in our team/ organization
that we can lean on.
115. 6. “I have to come up with a vision & road map
– only then I will make decisions”
• Nobody expects us to propose a vision on Day / Week/ Month
1 especially not without co-opting your team in the process and
without understanding the organization.
• But some small wins and day – to – day decisions & addressing
what needs our attention are important to build momentum &
establish credibility while we are figuring out the medium /
longer term plan.
120. Workplace Motivators
• Interesting work
• Full appreciation of work done
• Feeling of being “in” on things
• Job security
• Good wages
• Good working conditions
• Promotion and growth within the
organization
• Personal loyalty to employees
• Sympathetic help with personal
problems
• Tactful disciplining
121. Workplace Motivators
• Each of us has different things that motivates us. so, what motivates you today may
change tomorrow, right?
• Our Bosses are not mind-readers; is it fair to expect them to understand what
motivates each of us?
Is it fair to them – or to us?
“It’s in our own best interest to accept responsibility
for getting what you need to succeed in the workplace”
123. The Business Card Trick
Can you cut a hole from a business card large enough to stick your head
through? This trick demonstrates the power of challenging assumed
constraints. To master it, follow these four steps:
1. Take a business card and fold it in half lengthwise. Starting from the
folded edge, cut a series of slits one-quarter inch apart to within
about one-half inch of the opposite side.
2. Turn the card completely around so that the open edges are facing
you. Between the slits, cut more slits going in the opposite direction,
stopping about one-half inch from the opposite end of the card.
3. Slip the scissors into the fold starting after the first slit. Cut along
the folded edge, stopping at the last slit, being careful to leave one-
quarter inch of the fold intact at each end.
4. Carefully unfold the card, pulling the slits apart as wide as they will
go, and slip the paper ring over your head.
124. Elephants and Chains
A man was passing by an elephant enclosure in a zoo when he
noticed that the huge animals were being restricted using only a
small rope tied to their front leg. There were no chains and no
cages. Clearly, these elephants could break out of these bonds
without much effort. The man was intrigued and asked the mahout
about it. The mahout smiled and said, ‘Right from the time when
the elephants are small, we use the same rope to tie them. At that
age, this rope is enough to hold them. As they grow up, they are
conditioned to believe they cannot break away. They believe that the
same rope can still restrain them, so they never try to break free.’
This is a phenomenon called
‘belief perseverance / assumed constraint’.
125. Belief Perseverance
As philosopher Gordon Livingston said more articulately,
‘It is difficult to remove by logic an idea not placed there by
logic in the first place.’
The elephants are not the only ones bound by the story in their
heads. It happens to all of us, and it also happens in organizations.
Belief perseverance can help us understand why it is so hard to
change entrenched views. All of us who have tried to implement
any change—change in culture, transformation, new approach or
strategy—would certainly have faced this challenge.
This is why when individuals, teams and employees in an
organization believe in something contrary to the change one is
trying to incorporate, the resistance is enormous.
136. Situational Leadership
Paul Hersey and Ken Blanchard developed a leadership theory that has gained a strong
following among management development specialists. This model, called situational
leadership theory (SLT), is a contingency theory that focuses on followers’ readiness.
137.
138. When I am at D1 - Enthusiastic beginner level
When I am at D1, the enthusiastic
beginner level of development, with
low competence and high
commitment, I need:
____________________________
__________________
____________________________
__________________
139. When I am at D2 - Disillusioned learner level
When I am at D2, the disillusioned
learner level of development, with
low to some competence and low
commitment, I need:
____________________________
__________________
____________________________
__________________
140. When I am at D3 - Capable but cautious level
When I am at D3, the capable but
cautious level of development, with
moderate to high competence and
variable commitment, I need:
____________________________
__________________
____________________________
__________________
141. When I am at D4 - Self-reliant achiever level
When I am at D4, the self-reliant
achiever level of development, with
high competence and high
commitment, I need:
_______________________________
_______________
_______________________________
_______________
142.
143.
144. “There is Joy in diagnosing your development level
and getting the direction and support you need to achieve your goal.”
BE PROACTIVE!
GET WHAT YOU
NEED TO
SUCCEED!
145. “As a self leader, it is
your responsibility to
get the feedback,
direction, and support
you need”
“The two most
powerful words
to get what you
need to
succeed are,
‘I NEED.’”
146. What makes the ‘I need’ phrase so powerful?
• “When you tell someone you want something, their
first thought is often, We all want things we can’t have.
• When you use the I need phrase, you’re coming from a
position of strength.
• You’ve thought about what it’s going to take to succeed
and are requesting a person’s help.
• It’s amazing, but human beings love to feel needed.
• They love to think they can help you.
• ‘I need’ is very compelling.”