Leadership And Teambuilding
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This document discusses how leaders build effective teams. It identifies key human needs and motivation factors that correlate to successful leadership and teamwork. The presentation goals are to analyze best practices that incorporate the seven principles of effective teams, and evaluate leadership attributes and effective teamwork. Some of the seven principles discussed include having a shared vision, finding individual roles, trust, communication, and transitioning responsibility to the team. References and the presenter's credentials are provided at the end.
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Erg leadership key element in educational management
Erg leadership key element in educational management
Corporate Recruitment life cycle model: SAAA by Alexander Crepin
Corporate Recruitment life cycle model: SAAA by Alexander Crepin
Pepsi Co Pakistan Human Resource Management Department
Pepsi Co Pakistan Human Resource Management Department
Similar to Leadership And Teambuilding
Dare to DREAM 2009 Dec 6
1. The document discusses techniques used by a new team leader to shift their department from a "command and control" culture to one of collaborative leadership, focusing on building trust and collaboration between team members.
2. Key techniques included conducting strengths interviews with each employee, having the team complete a strengths assessment, and hosting an offsite team building session focused on discovering individual strengths and creating a shared vision.
3. The offsite included icebreakers, exercises to discuss strengths and identify shared passions and goals, and developing ways to define and measure success as a team. The techniques helped the team learn about each other and start shifting the department culture.
Leadership report
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
strategic leadership course
This document discusses strategic leadership and provides guidance on developing strategic leadership skills. It covers key areas such as vision, strategic thinking and planning, operational responsibilities, organizational fitness, morale, partnerships, and leading by example. The document emphasizes effective communication, building trust, and setting a good example as important leadership principles.
The 5 habits of highly effective c.e.o.'s
The document summarizes an excerpt from Adam Bryant's book "The Corner Office" which analyzes interviews with over 70 CEOs to identify 5 habits of highly successful leaders. The 5 habits are: 1) Passionate curiosity - an infectious fascination with learning; 2) Battle-hardened confidence - ability to overcome adversity; 3) Team smarts - understanding how teams work; 4) A simple mindset - ability to concisely communicate ideas; 5) Fearlessness - willingness to take calculated risks and try new things.
Building The High Road To Greatness
This document discusses building leadership skills and organizational greatness. It covers topics like choosing the right people, discovering individual strengths, developing trustworthy leadership, and empowering others. The goal is to learn principles from successful leaders to guide organizations to higher performance through vision, discipline, passion and conscience.
Mission, Vision, and Values
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Mission, Vision, and Values" and will show you how leaders are responsible for setting the organisation's mission, vision, and values.
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...National Charter Schools Institute
A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute. AgileFfest 2017 - Adaptive leadership, AdRoc Consulting
This document discusses adaptive leadership and how it differs from traditional management. It provides summaries of what traditional managers and leaders do, as well as why agile teams need leaders rather than managers. The core mindsets of adaptive leadership are described as embracing ambiguity, envisioning and evolving, enabling collaboration, and riding paradox. It also discusses how to transition from being a manager to a leader, including setting your vision, leading with trust, and serving others. Key behaviors that foster trust are recognized, including showing vulnerability.
32 NOVEMBER•DECEMBER 2004 THE PHYSICIAN EXECUTIVE Man.docx
32 NOVEMBER•DECEMBER 2004 THE PHYSICIAN EXECUTIVE
Managers
Talking about leaders is the easy part—let’s turn our
attention to the manager. Managers are constantly told to
deal with opposing ideas.
An excellent article, “The Five Minds of a Manager”4
by Jonathan Gosling and Henry Mintzberg, describes
what it takes to be a great manager. The authors explain
that managers live in a world of paradox and cognitive
dissonance. Managers are told to be global and local, col-
laborate and compete, change perpetually but maintain
order, make the numbers and nurture people. Managers
have to work in this world of contradictions.
These McGill University professors organize these
management paradoxes around five tasks, each with its
own mindset. Everything that every effective manager
does is sandwiched between “action on the ground” and
“reflection in the abstract.” As these authors note, “Action
without reflection is thoughtless. Reflection without action
is passive.” Those same statements could hold true for
clinical practice.
Mindsets
Here are summaries of these five manager mindsets,
according to Gosling and Mintzberg:
1. Managing self—the reflective mindset
Reflective managers have a healthy respect for the
history of their organizations—not only the grand history
of the big deals and disasters, but also the everyday his-
tory of the little actions that make organizations work.
“Efficiency is doing the right thing, effectiveness is doing things
right.” —Peter Drucker
For at least the past decade, there has been a
preponderance of articles discussing leadership and all its
attributes, and a dearth of articles on traditional manage-
ment and the role of the manager.
This may be a manifestation of our society’s attrac-
tion to stars and hero worship, and the lack of interest in
the less-than-thrilling role of managing the show.
A recent article on leadership by Philippe Kahn1
discusses his view on leadership requiring a clear vision.
According to Kahn, leaders turn that vision into success
by building winning teams, by not ignoring problems that
won’t go away, by focusing relentlessly on innovation
and by taking risks.
David Spitzer writes in the same journal about “The
Energizing Leader,”2 who is capable of producing energy
in an organization by creating contacts that will foster the
maximum release of focused energy. He believes that
great leaders listen to their employees and insist on
employees telling the truth.
Leaders seem to instill a sense of significance in the
workforce by giving employees the power of their vision
and values. Spitzer also believes that leaders need to
instill a sense of ownership in employees, allowing them
to “keep score” of how the company is doing and by
building confidence and recognizing good work.
A third author, Mark Shaeffert, writes in his article
“What’s Leadership”3 that “great leaders have vision,
honesty, passion, authenticity, great communication skills,
and competencies.”
.
Leadership StylesExercise in Managing People.docx
Leadership Styles
Exercise in Managing People
Exercise in Managing PeopleOne difference between managers and leaders is that:Managers know and use the unique abilities of their staff to build an efficient team and the department’s advantagesLeaders look more at the overall business to capitalize on the competitive advantagesThis exercise may start you to think about how knowledge of a person’s outlook and skills and what is important to them might influence how you manage that type of person
Exercise in Managing People
For this exercise, there are 9 types of people:
The Reformer
The Helper
The Motivator
The Artist
The Thinker
The Loyalist
The Generalist
The Leader
The Peacemaker
Exercise in Managing People
In this exercise answer the following questions:
If you were a manager of this type of person, how would you approach them to get them to happily take on a project?
How would you manage them during the project?
What types of jobs and/or positions would be best for this type of person? (It doesn’t have to be an accounting position)
Name people, real or fictional, who you feel fits this description
Article: Leadership That Gets Results by Daniel Goleman
Article: Leadership That Gets Results: Leadership Styles by Michael GolemanWhat are some leadership styles?28 Goleman’s Leadership That Gets Results
https://www.youtube.com/watch?v=Fy_EgWWlqCsIn the article and video, what are Goleman’s 6 leadership styles?
Article: Leadership That Gets Results: Summary of 6 Leadership Styles: OverallStyleDescription Negative or PositiveCoerciveAuthoritativeAffiliativeDemocraticPacesetting Coaching
Article: Leadership That Gets Results: Summary of 6 Leadership Styles: Overall AnswersStyleDescription Negative or PositiveCoerciveCommanding, top down NAuthoritativeFollow mePAffiliativeMostly about peoplePDemocraticEverybody gets a sayPPacesetting High performance standardsNCoachingMentoringP
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Coercive & AuthoritativeCoerciveAuthoritativeLeader’s MOStyle in a phraseUnderlying EM competenciesWhen style works bestImpact on climate
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Coercive & Authoritative AnswersCoerciveAuthoritativeLeader’s MODemands immediate complianceMobilizes people towards a visionStyle in a phraseDo what I tellCome with meUnderlying EM competenciesDrive to achieve, initiative, self-controlSelf-confidence, empathy, change catalystWhen style works bestIn a crisis, to kick start a turn around or problem with employeeWhen changes require a new vision or clear direction is neededImpact on climateNegativePositive
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Affiliative & DemocraticAffiliativeDemocraticLeader’s MOStyle in a phraseUnderlying EM competenciesWhen style works bestImpact on climate
Article: Leadership That Gets Results: Detail.
Building A Team Destined for Greatness- Dr. James Goenner, National Charter S...
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This document outlines strategies for building a high-performing team for charter school authorizing. It discusses establishing a shared vision and values, focusing on disciplined people and thought, taking disciplined action through a process like pushing a flywheel, and building an organization that can last through generations of leadership. Key elements include establishing the right people and culture first, confronting realities honestly, having a clear "hedgehog concept", preserving core values while changing how things are done, and acting as a catalyst for excellence in education.Good To Great - Summary
The document summarizes key principles from Jim Collins' book "Good to Great". It discusses that great companies implement principles like having Level 5 leadership, focusing on getting the right people on the bus and in the right seats, confronting brutal facts, having a simple "Hedgehog Concept", maintaining a culture of discipline, and building momentum like a flywheel over time through relentless consistency. Implementing these principles can help any company transition from being good to becoming truly great.
Innovation and Talent Management
Consultant and author Jerry Manas shares his slide deck on innovation and talent management. Visit Jerry's website at www.marengogroup.com.
Proof of Leadership
1) The document discusses the concept of leadership and proposes a model called "Proof of Leadership" to define it.
2) "Proof of Leadership" identifies six key dimensions of leadership: the leader's vision, beliefs, change model, ability to influence, values, and behaviors.
3) The model is then applied to analyze several iconic, business, and political leaders like Martin Luther King Jr., Abraham Lincoln, Steve Jobs, Alan Mulally, Hillary Clinton, and Donald Trump. Applying the six dimensions provides a concise way to understand the essence of each leader's approach.
AICPA Edge 2011 - Leadership in New Normal for Young Professionals
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
Leadership to Drive Growth & Value
Leadership To Drive Growth & Value lays out how Larry Siedlick created a corporate leadership culture across multiple companies that led to their growth and financial success while competing and winning against much larger, well funded public entities.
Larry details the strategies that create a leadership culture that plays a key role in any company’s growth, value and successful exits. Including:
• Challenges Facing Business Leadership
• Impact of Passion and Purpose on Employee Performance
• How Leadership Connects to High Performance
• Leadership Philosophy, Responsibilities, Characteristics and Competencies
Is There A You In Team Feb 25 2009 At The University Of Waterloo
The document discusses high-performance teams and their value as a competitive tool. It notes that teams can achieve results beyond what individuals can alone. However, teams often fail due to myths, misconceptions and a lack of understanding about how teams truly work. Effective teams harness diversity, have clear goals and processes, and view collaboration as a conscious, learned process rather than something natural.
Foundations Of Group Behavior
This slide covers:
* Types of groups in an organization
* Why do people join groups?
* Theories of group formation.
* Stages of group development.
* Foundations of group effectiveness.
* Difference between workgroup and teams.
Employee engagement
The document contains a report on measuring employee engagement at a steel manufacturing company. It includes a survey of a factory supervisor to gather data on engagement related to their job, coworkers, superior, department and company. The data is then analyzed which found high levels of emotional attachment and involvement among employees who felt their work was important and they had opportunities to grow. Areas for further improvement were not identified.
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This document outlines a presentation on team coaching in a complex world. It discusses how focusing solely on performance can undermine team effectiveness and that team coaching requires continued investment, honest dialogue and support. It also provides practical tools and tips for coaching teams. Some key points include: complexity and chaos are increasing in the business world; teams need continued coaching beyond just forming; and high performing teams focus on both performance and health through discovery processes, clear goals and mutual accountability.Similar to Leadership And Teambuilding (20)
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HYPERTENSION - SLIDE SHARE PRESENTATION.
IT WILL BE HELPFULL FOR THE NUSING STUDENTS
IT FOCUSED ON MEDICAL MANAGEMENT AND NURSING MANAGEMENT.
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skeleton System.pdf (skeleton system wow)
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
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Leadership And Teambuilding
- 4. Hierarchy of Needs (1990’s)Eight Stage Model based on Maslow’s Hierarchy of Needs © 2002 alan chapman Based on Maslow’s Hierarchy of Needs www.businessballs.com Transcendence helping others to self-actualize Self-actualization personal growth, self-fulfillment Aesthetic needs beauty, balance, form, etc Cognitive needs knowledge, meaning, self-awareness Esteem needs achievement, status, responsibility, reputation Belongingness and Love needs family, affection, relationships, work group, etc Safety needs protection, security, order, law, limits, stability, etc Biological and Physiological needs basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc.
- 5. Time in a Day 8 HOURS SLEEPING 8 HOURS AT WORK EXTRINSIC INTRINSIC MOTIVATION 8 HOURS LEISURE AND TRAVEL TIME EXTRINSIC /INTRINSIC MOTIVATION
- 6. “ The fundamental task of leadership is to create an alignment of strengths, making our weaknesses irrelevant.” Peter Drucker, 2004
- 10. The Principle Element of finding your own “nook”. “The achievements of an organization are the results of the combined efforts of the individuals” –NFL coach Vince Lombardi
- 11. The Principle Element of finding your own “nook”. REGRESSION FRUSTRATION CONFUSION PROGRESSION MULTIPLICATION Wrong Place = Wrong Person + By John C. Maxwell The 17 Indisputable Laws of Teamwork Right Place = Right People + Right Place = Right Person + Wrong Place = Right Person + Right Place = Wrong Person +
- 12. The Principle Element of the Commutative Property “The sum of all parts equals the whole”.
- 13. The Principle Element of the Commutative Property “The sum of all parts equals the whole”. COMPETENCE COHESION CONSISTENCY COMMITMENT
- 14. The Principle Element of a “ broken tooth in the Cog”.
- 17. The Principle Element of Transition
- 22. “ It is only as we develop others that we permanently succeed.” Harvey Samuel Firestone,1868-1938, US industrialist, and founder of the Firestone Tire and Rubber Company, who pioneered the pneumatic car tire for the Model-T Ford © Businessballs
- 25. Thank you for viewing this presentation. Created by Robin Neidrauer-Thuman