Develop a Leadership Culture in Your OrganizationWiley
Organizations that hope to develop leaders from within need to create a culture that supports and cultivates emerging leaders. Industry professionals agree there are four traits necessary to support a culture where leaders can grow and thrive. Based on more than 30 years of scientific research, bestselling authors Jim Kouzes and Bill Posner share more about the four pillars of a leadership culture.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
Develop a Leadership Culture in Your OrganizationWiley
Organizations that hope to develop leaders from within need to create a culture that supports and cultivates emerging leaders. Industry professionals agree there are four traits necessary to support a culture where leaders can grow and thrive. Based on more than 30 years of scientific research, bestselling authors Jim Kouzes and Bill Posner share more about the four pillars of a leadership culture.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
Uses the Symbolic Framework from Bolman & Deal (2013) to look at educational settings. This slide presentation is based on section Part 5-The Symbolic Frame on pages 243-301. It was presented before a class of doctoral students in educational leadership.
The quality of leadership you provide has a significant impact on the people you lead. After analyzing decades of research, Jim Kouzes and Barry Posner confirm this statement with some very compelling data. See how your leadership can positively—or negatively—make a difference.
Uses the Symbolic Framework from Bolman & Deal (2013) to look at educational settings. This slide presentation is based on section Part 5-The Symbolic Frame on pages 243-301. It was presented before a class of doctoral students in educational leadership.
The quality of leadership you provide has a significant impact on the people you lead. After analyzing decades of research, Jim Kouzes and Barry Posner confirm this statement with some very compelling data. See how your leadership can positively—or negatively—make a difference.
You were recently appointed as a new manager. You face a number o.docxjeffevans62972
You were recently appointed as a new manager. You face a number of issues in your new position. Please address each.
The previous manager used a transactional leadership approach, which has been relatively ineffective. Evaluate one leadership style and describe which you would take.
An experienced executive assistant discovered that she made the same amount of money as a newly hired janitor. Consider the role the human resources department plays in driving organization performance. What HR strategies would you employ to address this?
To keep people motivated in a tough economic environment, the company has shifted from annual to semiannual bonuses. Do you think offering semiannual bonuses is a good way to motivate the kind of behaviors organizations need to survive the economic downturn? What might be some potential problems associated with this approach? What other strategies would you use?
Post answers in paragraph form (minimum of 500-600 words)
SCORING AND INTERPRETATION: A recent view of leadership called Level 5 leadership says that the most successful leaders have two prominent qualities: humility and will. Give 1 point for each item marked Mostly True.
· Humility: Items 1, 2, 3, 4
· Will: Items 5, 6, 7, 8
“Humility” means a quiet, modest, self-effacing manner. A humble person puts group or organizational success ahead of personal success. “Will” means a quiet but fierce resolve to stay the course to achieve the group's desired outcome and to help the group succeed. The traits of humility and will are opposite the traditional idea of leadership as loud and self-centered. If you scored 3 or 4 on either humility or will, you are on track to Level 5 leadership, which says that ordinary people often make excellent leaders.
Remember This
·
(Daft, 2012, p.493)
Nature of Leadership
In most situations, a team, military unit, department, or volunteer group is only as good as its leader. Yet there are as many variations among leaders as there are among other individuals, and many different styles of leadership can be effective.
So, what does it mean to be a leader? Among all the ideas and writings about leadership, three aspects stand out—people, influence, and goals. Leadership occurs among people, involves the use of influence, and is used to attain goals.2Influence means that the relationship among people is not passive. Moreover, influence is designed to achieve some end or goal. Thus, leadership as defined here is the ability to influence people toward the attainment of goals. This definition captures the idea that leaders are involved with other people in the achievement of goals. Leadership is reciprocal, occurring among people.3 Leadership is a “people” activity, distinct from administrative paperwork or problem-solving activities.
Remember This
· • The attitudes and behaviors of leaders shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the .
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.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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
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
2. Leadership = TM*People*Expectation
vision
• Goals
• Objectives
• Strategies
• Building trust
collaboration
• Building trust
• Effective
communication
• Motivation
Situation
• Time management
• People
management
• Situation
management
3. Leadership
Time management = Planning
VISION-Goals-objectives-strategies-tactics
People = Connection
followers- varied personalities & individual interestsfollowers- varied personalities & individual interests
common goal & interests - team building –
communication
Expectation – Inspirational - knowledgeable – skilled
Leadership is a process to influence people to achieve
certain goal (Sinha, 1995)
4. Organizations require leadership
What kind of Leadership?
Game of position, power or leadership skills?
Leadership in product manufacturing organizations and
Academic organizations?
‘Think about the best leader you ever
worked with’
5. Great Man Approach
• Earliest conceptualization of leadership
• era of 19th and early 20th centuries
• Leaders are born not made
• necessary characteristics are inherited
Heroic Leader
• necessary characteristics are inherited
•great leaders as heroic
“Great Man” was basically used for highlighting male quality, especially in terms
of military leadership (Cherry, K. 2010)
6. What traits does great man poses?
• Personality, social, physical and intellectual
markers to differentiate leaders and non
leaders
• Personality traits that set leaders apart from
followers - such as height, weight, appearance,
intelligence, knowledge, dominance, and
Trait Approach
intelligence, knowledge, dominance, and
initiative were studied ( M. F. Green, 1994)
• Gordon Allport (1936) one English-language
dictionary alone contained more than 4,000
words describing different personality traits.
If traits are central features of leadership, then how do we explain
people who possess those qualities but are not leaders?
7. Ralph M. Stogdill (1974)
•A challenger to traditional trait-based leadership style
• reviewed 75 definitions of ‘leadership’ advanced by writers from 1902 to 1969.
• Leadership is a form of social influence, an interpersonal relationship in which
power and influence are unevenly distributed so that one person is able to direct
and control the actions and behaviors of others largely.
Madeleine F. Green (1994) - Not for Wimp or Cowards:
Leadership in the Post-Heroic Age
• The traditional model of the heroic leader is no longer appropriate for complex
higher education institutions.
• The power should be limited to participation in a leadership team.
9. Leadership style - Comparision
Autocratic/
Authoritarian Democratic Laissez-fair
•Strong control
•Gives order
•Directive in behavior
•Decides alone
•Less control
•Active participation
•Group planning
•Participative decision
•Uninvolved
• Absent in crucial hours
• No control
• Nondirective•Decides alone
•Focus on tasks
•Plan alone
•Foster dependency
•No involvement of team
•Participative decision
making
•Foster independence
•Involvement of team
•Share equal
responsibility
• Nondirective
• No planning
• Foster chaos
Works best with capable & motivated team members (Robins & Sanghi, 2007)
10. Contingency/Situational Theories
• No leadership style is best in all situations
•Success depends upon a number of variables, including the leadership
style, qualities of the followers, aspects of the situation and relationship
among the these three.
12. Transactional Vs Transformational
Leadership
Transactional leader is defined as the influence of a
leader toward his/her subordinates using reward
and punishment as a form of motivational
medium.
TL converts followers into leaders and may convert
leaders into moral agents. In the process of TL,
leaders and followers raise one another to higher
levels of motivation and they transcend their own
self-interest for the sake of the group (Bass, 1985).
14. Transformational Leadership Competencies
Leadership is more about parenting rather leading
Sinha & Rai (2004)
1. Knowledgeable
2. Protective & supportive
3. Skilled & participative
4. Effective boundary management4. Effective boundary management
5. Work appreciation
6. Cooperation & trust
7. Empowering attitude
8. Formal & objective
9. Learning oriented
10. Risk taking
11. Growth oriented
Think about the best leader you ever worked with
15.
16. Traditional or transactional – transformational leadership (TL)
James MacGregor Burns (1978) - Bass (1985) - Bass and Avolio
(1995) the full range of leadership development (MLQ).
TL converts followers into leaders and may convert leaders into
16
The ParadigmThe Paradigm ShiftShift
TL converts followers into leaders and may convert leaders into
moral agents. In the process of TL, leaders and followers raise one
another to higher levels of motivation and they transcend their own
self-interest for the sake of the group (Bass, 1985).
Style of Competencies
Exploring leadership styles to developing leadership competencies
(Wadekar, 2007) & serve as the roadmap to individual and
organizational leader success.
17. Principals’ Leadership
Repairing and Reconstructing the Past
Monitoring & Regulating Daily Routine
Principals Principle of life and work
Working towards the organizational goals
To Prove quality educationTo Prove quality education
Value based personality development
Promoting reading habits
Exploring new pedagogical ways
Platform for knowledge sharing and confidence building
Infrastructural development
Future plans – remedial classes, smart classes,
integration of sports, meditation and yoga
