This document discusses how leaders build effective teams. It identifies key human needs and motivation factors that correlate to successful leadership and teamwork. It analyzes the best practices that incorporate the seven principles of effective teams, including vision, finding strengths, trust, and value. The goals are to identify these interdependent factors and evaluate leadership attributes and effective teamwork. Various references are cited to support the concepts presented.
The document discusses different models of leadership and factors that contribute to effective leadership. It describes various leadership styles that are suited to different stages in an organization's lifecycle. It also discusses the need for a balanced leadership approach that incorporates innovation to enable organizations to adapt to constant and rapid change.
Kate Brosnan's leadership practices were assessed based on feedback from direct reports and the company board. She scored highest in enabling others to act, with encouraging the heart and inspiring a shared vision also among her top practices. Her lowest score was in challenging the process. The assessment indicates she is effective at fostering collaboration, building trust, strengthening others and recognizing contributions.
1. The document discusses different theories of motivation in the workplace including content theories like Maslow's hierarchy of needs and process theories like expectancy theory and equity theory.
2. Content theories focus on how work is designed and its ability to satisfy needs, while process theories examine how individuals make decisions about effort based on expected outcomes and comparisons.
3. Effective reward systems that motivate individuals are perceived as fair, timely, meaningful, tailored to the individual, and based on current performance, but organizations often fail to implement such systems fully.
The document discusses new paradigms for organizing in the 21st century beyond traditional models of organizations as machines or families. It proposes that organizations should be viewed as living systems that have the innate ability to sense and adapt to their environment. The organization as a living system paradigm involves three principles: self-management, wholeness, and evolutionary purpose. Self-management involves giving all employees the power necessary for their jobs without a traditional hierarchy and promoting conflict resolution and decision-making skills. Wholeness means allowing employees to bring their full selves to work and respecting human needs. Evolutionary purpose means organizations should find their own path forward by listening to their purpose rather than being controlled externally.
What is an Agile Mindset? Exploring the Virtues of An Agile LeaderJason Schreuder
This document discusses the virtues of an agile mindset for leadership. It begins by providing background on the author as an agile coach and then discusses some of the complex issues facing the world today. It contrasts a Newtonian mindset that values stability and control with a quantum mindset that embraces uncertainty and change. The document advocates adopting qualities like autonomy, mastery and purpose. It discusses intent-based decision making and the virtues of an agile organization, including clarity of vision, pervasive collaboration, integrity and accepting prudent risks. The overall message is that an agile mindset can help leaders adapt to a complex, changing world.
Nigel Nicholson examines 5 common reasons why leaders fail: 1) being pathological narcissists, bullies, or psychopaths; 2) being inflexible and failing to adapt to changing times; 3) overreaching and trying to bend the world to their will; 4) being lopsided in their skills without support from co-leaders or teams; and 5) being unlucky and failing to hedge against extreme circumstances outside of their control. The document analyzes each of these reasons for leadership failure and provides examples.
The document discusses the differences between management and leadership. It states that management is doing things right, while leadership is doing the right things. Managers focus on controlling organizations and staff, while leaders inspire and mobilize others towards shared goals. Both managers and leaders are needed in successful organizations - managers maintain stability and execute plans, while leaders drive change and set new directions. Organizations need both roles to be effective.
The document outlines three keys to innovative leadership presented by Dr. Bobby Gilstrap. Key #1 discusses five intangibles of innovative leaders: they lead with drive, insight, personal connection, are contemplative, and lead with passion. Key #2 discusses seven principles: know yourself, let go of the past, learn your purpose, live with openness to change, learn teamwork, share leadership, and let creativity flourish. Key #3 discusses seven practices: listen to God, listen to people, help others succeed, speak truth in love, build networks, pursue excellence, and model stability.
The document discusses different models of leadership and factors that contribute to effective leadership. It describes various leadership styles that are suited to different stages in an organization's lifecycle. It also discusses the need for a balanced leadership approach that incorporates innovation to enable organizations to adapt to constant and rapid change.
Kate Brosnan's leadership practices were assessed based on feedback from direct reports and the company board. She scored highest in enabling others to act, with encouraging the heart and inspiring a shared vision also among her top practices. Her lowest score was in challenging the process. The assessment indicates she is effective at fostering collaboration, building trust, strengthening others and recognizing contributions.
1. The document discusses different theories of motivation in the workplace including content theories like Maslow's hierarchy of needs and process theories like expectancy theory and equity theory.
2. Content theories focus on how work is designed and its ability to satisfy needs, while process theories examine how individuals make decisions about effort based on expected outcomes and comparisons.
3. Effective reward systems that motivate individuals are perceived as fair, timely, meaningful, tailored to the individual, and based on current performance, but organizations often fail to implement such systems fully.
The document discusses new paradigms for organizing in the 21st century beyond traditional models of organizations as machines or families. It proposes that organizations should be viewed as living systems that have the innate ability to sense and adapt to their environment. The organization as a living system paradigm involves three principles: self-management, wholeness, and evolutionary purpose. Self-management involves giving all employees the power necessary for their jobs without a traditional hierarchy and promoting conflict resolution and decision-making skills. Wholeness means allowing employees to bring their full selves to work and respecting human needs. Evolutionary purpose means organizations should find their own path forward by listening to their purpose rather than being controlled externally.
What is an Agile Mindset? Exploring the Virtues of An Agile LeaderJason Schreuder
This document discusses the virtues of an agile mindset for leadership. It begins by providing background on the author as an agile coach and then discusses some of the complex issues facing the world today. It contrasts a Newtonian mindset that values stability and control with a quantum mindset that embraces uncertainty and change. The document advocates adopting qualities like autonomy, mastery and purpose. It discusses intent-based decision making and the virtues of an agile organization, including clarity of vision, pervasive collaboration, integrity and accepting prudent risks. The overall message is that an agile mindset can help leaders adapt to a complex, changing world.
Nigel Nicholson examines 5 common reasons why leaders fail: 1) being pathological narcissists, bullies, or psychopaths; 2) being inflexible and failing to adapt to changing times; 3) overreaching and trying to bend the world to their will; 4) being lopsided in their skills without support from co-leaders or teams; and 5) being unlucky and failing to hedge against extreme circumstances outside of their control. The document analyzes each of these reasons for leadership failure and provides examples.
The document discusses the differences between management and leadership. It states that management is doing things right, while leadership is doing the right things. Managers focus on controlling organizations and staff, while leaders inspire and mobilize others towards shared goals. Both managers and leaders are needed in successful organizations - managers maintain stability and execute plans, while leaders drive change and set new directions. Organizations need both roles to be effective.
The document outlines three keys to innovative leadership presented by Dr. Bobby Gilstrap. Key #1 discusses five intangibles of innovative leaders: they lead with drive, insight, personal connection, are contemplative, and lead with passion. Key #2 discusses seven principles: know yourself, let go of the past, learn your purpose, live with openness to change, learn teamwork, share leadership, and let creativity flourish. Key #3 discusses seven practices: listen to God, listen to people, help others succeed, speak truth in love, build networks, pursue excellence, and model stability.
Change Management Session for the reflection of the theory of author Frederic Laloux at the HR Barcamp 2015
Jörn Hendrik, ffluid, @jormason
Philipp, FELD M, @philippkraemer
27.02.2015, Berlin
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 "Management and Leadership" and will show you how to distinguish between management and leadership.
This document discusses various aspects of leadership including:
1) Leadership is influenced by culture, values, and the overall atmosphere of an organization. An empowered group that works together can create positive atmosphere.
2) Great leaders inspire vision, motivation, and change while also demonstrating diagnostic skills, communication, and obsession with the organization's success.
3) Research identified companies that transitioned from good to great and sustained high stock returns attributed leadership with a paradoxical combination of humility and fierce resolve.
The document discusses five big ideas that leadership books and research frequently explore: 1) Good leaders have good character, 2) There is no single best way to lead, as the approach depends on many situational factors, 3) Leaders must collaborate with stakeholders and manage conflicting interests, 4) Adaptability is key for leaders to remain effective amid constant change, and 5) Leaders are partly self-made through experimenting with different approaches and developing a personal leadership style. The document also identifies four challenges for leadership research: selection of effective leaders, training leaders, understanding followership, and developing useful metrics for measuring leadership effectiveness.
10 Best Sayings To Boost Your Leadership Skills Today!Simplify360
A deck which will help you in enhancing your leadership skills.
Sayings by 10 greatest leaders in the world, will boost your morale and take your self confidence to a new high.
Let the journey of leadership begin!
The document discusses the importance of human resources and talent to organizational success. Many quotes from business leaders emphasize that people are the most important asset of a company, and that getting the right people and culture is key. The document also discusses how integrating HR strategy with business strategy can help create competitive advantage through developing and motivating talent.
These ppts are about Technology leadership but it includes a little bit about Leadership in it's first 6 slides . Worked really hard to make these slides .Hope you guys'll take benefit from it
This document outlines the six key elements that Jim Collins identified as being common among companies that went from good to great:
1. Level 5 Leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
2. First Who, Then What - Ensuring the right people are in leadership positions before deciding on strategies and goals.
3. Confront the Brutal Facts - Facing the current reality of the company's performance, both successes and failures.
4. The Hedgehog Concept - Having a simple, clear understanding of what the company excels at and should focus on.
5. A Culture of Discipline - Maintaining
Leadership is a unique quality that emerges when talented individuals work together. Leaders are born with certain traits, but also learn skills like patience and humility over time. The true qualities of a leader are revealed during difficult times, as they remain calm and focused on restoring order. A good leader is visionary, able to inspire and plan for a brighter future, and clearly defines their mission. They are also highly organized and able to coordinate individual efforts into a cohesive team where people's strengths are brought out. Effective communication and leading by example are also important traits that help leaders succeed in rallying their team towards a common goal.
Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
Summary from "Leadership That Get Result" article by Daniel Goleman.
On this slide you will find that Leadership Style is something that can be mastered and have big influence in organizational performance (even financial !!!). And good leaders are them who can master some leadership style and not only depend on their own character.
Enjoy the slide, hope you guys like it.
All credits goes to Daniel Goleman and HayGroup.
For download full article : http://www.haygroup.com/downloads/fi/leadership_that_gets_results.pdf
Management involves efficiency and ensuring tasks are completed, while leadership determines the overall strategy and vision. Effective leadership elicits greatness from people, not imposing it, and relies on average individuals rather than geniuses. Both management and leadership require providing direction, aligning teams, building relationships, demonstrating personal qualities, and achieving outcomes, but leadership defines the overall goals while management ensures day-to-day operations support the vision.
Being a leader is more than giving orders. In this project my team had to design a presentation around the differences between leaders and managers, cultural diversity and what it means to be a true leader.
This presentation was a fun learning experience as we expanded horizons and tried some different ideas in our presentation design and delivery.
6.1 power point stimulating creativity in organizationsScott Bohlin
Organizational creativity can be defined as the creation of valuable and useful new products, services, ideas, processes, or procedures by individuals working together in a complex social system. Creativity leads to innovation, which is the successful implementation of creative ideas at the organizational level and provides competitive advantage. To build a culture of creativity and innovation, organizations must identify and mobilize the creative resources of their members through transformational leadership that inspires and supports creativity. Leaders should nurture creativity by managing for it rather than suppressing it, and organizations can measure progress through tools like performance dashboards and benchmarking.
The presentation begins with the concept of motivation from Hindu mythology & extends to classical as well as contemporary theories of motivation substantiated with examples from real life
The document contains a collection of motivational quotes about management, human resources, and work. Some of the quotes discuss the importance of hiring employees with the right attitude and judgment. Others emphasize that strategy and infrastructure mean nothing without engaged employees, and that work should engage people's hearts as well as their effort. The final quotes are about ensuring work fits employees and gives them a sense of success.
Jack Welch transformed GE into one of the most successful and admired companies in the world during his 21 years as CEO from 1980 to 2001. He increased revenues five-fold to $130 billion and income ten-fold to $15 billion through innovative management techniques like restructuring the company into a flat organization, prioritizing cultural change, and developing leaders. Welch was known as a tough but inspiring leader who empowered people and shared his vision to make GE the number one or number two in all of its business sectors.
This document discusses leadership and emotional intelligence. It defines leadership as the process of leading others to accomplish a mission. Effective leaders have high emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skills. Organizational climate is influenced by factors like flexibility, responsibility, standards, rewards, clarity, and commitment. Leaders have different styles they can draw from, including coercive, authoritative, affiliative, democratic, pacesetting, and coaching styles. To be a great leader requires the ability to use the right leadership style at the right time to optimize organizational climate and business performance.
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.
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.
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.
Change Management Session for the reflection of the theory of author Frederic Laloux at the HR Barcamp 2015
Jörn Hendrik, ffluid, @jormason
Philipp, FELD M, @philippkraemer
27.02.2015, Berlin
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 "Management and Leadership" and will show you how to distinguish between management and leadership.
This document discusses various aspects of leadership including:
1) Leadership is influenced by culture, values, and the overall atmosphere of an organization. An empowered group that works together can create positive atmosphere.
2) Great leaders inspire vision, motivation, and change while also demonstrating diagnostic skills, communication, and obsession with the organization's success.
3) Research identified companies that transitioned from good to great and sustained high stock returns attributed leadership with a paradoxical combination of humility and fierce resolve.
The document discusses five big ideas that leadership books and research frequently explore: 1) Good leaders have good character, 2) There is no single best way to lead, as the approach depends on many situational factors, 3) Leaders must collaborate with stakeholders and manage conflicting interests, 4) Adaptability is key for leaders to remain effective amid constant change, and 5) Leaders are partly self-made through experimenting with different approaches and developing a personal leadership style. The document also identifies four challenges for leadership research: selection of effective leaders, training leaders, understanding followership, and developing useful metrics for measuring leadership effectiveness.
10 Best Sayings To Boost Your Leadership Skills Today!Simplify360
A deck which will help you in enhancing your leadership skills.
Sayings by 10 greatest leaders in the world, will boost your morale and take your self confidence to a new high.
Let the journey of leadership begin!
The document discusses the importance of human resources and talent to organizational success. Many quotes from business leaders emphasize that people are the most important asset of a company, and that getting the right people and culture is key. The document also discusses how integrating HR strategy with business strategy can help create competitive advantage through developing and motivating talent.
These ppts are about Technology leadership but it includes a little bit about Leadership in it's first 6 slides . Worked really hard to make these slides .Hope you guys'll take benefit from it
This document outlines the six key elements that Jim Collins identified as being common among companies that went from good to great:
1. Level 5 Leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
2. First Who, Then What - Ensuring the right people are in leadership positions before deciding on strategies and goals.
3. Confront the Brutal Facts - Facing the current reality of the company's performance, both successes and failures.
4. The Hedgehog Concept - Having a simple, clear understanding of what the company excels at and should focus on.
5. A Culture of Discipline - Maintaining
Leadership is a unique quality that emerges when talented individuals work together. Leaders are born with certain traits, but also learn skills like patience and humility over time. The true qualities of a leader are revealed during difficult times, as they remain calm and focused on restoring order. A good leader is visionary, able to inspire and plan for a brighter future, and clearly defines their mission. They are also highly organized and able to coordinate individual efforts into a cohesive team where people's strengths are brought out. Effective communication and leading by example are also important traits that help leaders succeed in rallying their team towards a common goal.
Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
Summary from "Leadership That Get Result" article by Daniel Goleman.
On this slide you will find that Leadership Style is something that can be mastered and have big influence in organizational performance (even financial !!!). And good leaders are them who can master some leadership style and not only depend on their own character.
Enjoy the slide, hope you guys like it.
All credits goes to Daniel Goleman and HayGroup.
For download full article : http://www.haygroup.com/downloads/fi/leadership_that_gets_results.pdf
Management involves efficiency and ensuring tasks are completed, while leadership determines the overall strategy and vision. Effective leadership elicits greatness from people, not imposing it, and relies on average individuals rather than geniuses. Both management and leadership require providing direction, aligning teams, building relationships, demonstrating personal qualities, and achieving outcomes, but leadership defines the overall goals while management ensures day-to-day operations support the vision.
Being a leader is more than giving orders. In this project my team had to design a presentation around the differences between leaders and managers, cultural diversity and what it means to be a true leader.
This presentation was a fun learning experience as we expanded horizons and tried some different ideas in our presentation design and delivery.
6.1 power point stimulating creativity in organizationsScott Bohlin
Organizational creativity can be defined as the creation of valuable and useful new products, services, ideas, processes, or procedures by individuals working together in a complex social system. Creativity leads to innovation, which is the successful implementation of creative ideas at the organizational level and provides competitive advantage. To build a culture of creativity and innovation, organizations must identify and mobilize the creative resources of their members through transformational leadership that inspires and supports creativity. Leaders should nurture creativity by managing for it rather than suppressing it, and organizations can measure progress through tools like performance dashboards and benchmarking.
The presentation begins with the concept of motivation from Hindu mythology & extends to classical as well as contemporary theories of motivation substantiated with examples from real life
The document contains a collection of motivational quotes about management, human resources, and work. Some of the quotes discuss the importance of hiring employees with the right attitude and judgment. Others emphasize that strategy and infrastructure mean nothing without engaged employees, and that work should engage people's hearts as well as their effort. The final quotes are about ensuring work fits employees and gives them a sense of success.
Jack Welch transformed GE into one of the most successful and admired companies in the world during his 21 years as CEO from 1980 to 2001. He increased revenues five-fold to $130 billion and income ten-fold to $15 billion through innovative management techniques like restructuring the company into a flat organization, prioritizing cultural change, and developing leaders. Welch was known as a tough but inspiring leader who empowered people and shared his vision to make GE the number one or number two in all of its business sectors.
This document discusses leadership and emotional intelligence. It defines leadership as the process of leading others to accomplish a mission. Effective leaders have high emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skills. Organizational climate is influenced by factors like flexibility, responsibility, standards, rewards, clarity, and commitment. Leaders have different styles they can draw from, including coercive, authoritative, affiliative, democratic, pacesetting, and coaching styles. To be a great leader requires the ability to use the right leadership style at the right time to optimize organizational climate and business performance.
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.
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.
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 Dolphin Inc.
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.
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.
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.
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.
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.docxgilbertkpeters11344
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.docxpauline234567
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.
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.
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.
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.
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 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 Waterloojimlove
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.
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.
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.
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.
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
7.
8.
9.
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
25. Thank you for viewing this presentation. Created by Robin Neidrauer-Thuman
Editor's Notes
This presentation will involve an interactive approach utilizing a number of activities on Leadership and Teambuilding and their interdependence. The Leadership assessment has to components a Pre and Post assessment .
List three attributes of a successful Leader (1-3) List three attributes of an effective Team (4-6)
Maslow said that needs must be satisfied in the given order. Aims and drive always shift to next higher order needs. Levels 1 to 4 are deficiency motivators; level 5, and by implication 6 to 8, are growth motivators.
By looking at how we spend our time in one day, the necessity to have intrinsic motivation (self satisfaction and gratification) in our jobs becomes apparent. As an extrinsic motivation factor salaries are very important, however it is not the only motivating factor. In a pay for performance environment like Meritain Health there is an actual link to intrinsic and extrinsic motivation factors. Having raises based solely on years of service and attendance is primarily an extrinsic motivator. Employees then often become complacent, rather than developing their skills and striving for achievement beyond what is expected. Acceptance by all employees for the pay for performance ideology is essential and is attainable through education.
John Adair’s Action Centered Leadership model encompasses many theories of human needs and motivation including Maslow’s Hierarchy of needs. John Adair developed this model during the 1960’s and 1970’s as head of the Leadership Department of the Industrial Society at Sandhurst Military Academy. The three elements include: Achieving the Task, Developing the Team and Developing the Individual which are all mutually dependent; and yet separately essential to the leadership role. LEADERSHIP EVALUATION John Adair’s encompasses many of the previous theories on human needs and motivation including Maslow’s was developed by
People respond to familiar structures in predictable ways, producing the same outcomes when faced with a similar structure in real life. When given the opportunity to respond differently, they see that they can create new, more positive outcomes. Structure ” reflects how Responses (individual and collective behaviors & actions) create a desired Outcome (individual & team effectiveness). In order to change the Outcome , either the Structure or the Response (or both) must change.
The Principle of vision is understood by Leaders at the highest level, but needs to be understood at all levels. A successful Leader keeps the vision (goal) in clear view before themselves and their team. Earvin “Magic Johnson” the renowned NBA basketball star and businessman states “Everybody on a championship team doesn’t get publicity, but everyone can say he’s a champion”.
Often it is difficult to place the vision or goal ahead of one’s personal glory. Courage is needed to recognize that the goal is more important than the role of the individual. Recognition of the vision, involves communication, clarification and guided direction which does not happen overnight and takes time to develop, revise and enhance. The Habitat for Humanity provides an excellent example of the power of the Principle Element of Vision. Read the vignette on the Habitat for Humanity and answer the brief questions that we will discuss. Without a vision goals would not be accomplished. In 1976, Milliard and Linda Fuller from Americus, Georgia had a vision as they founded Habitat for Humanity. The goal of Habitat for Humanity is enormous; to eliminate poverty housing and homelessness from the world. Through dedication and hard work within six years they had built houses in the United States as well as internationally in Mexico, Zaire and Guatemala. The business model of the Fuller’s was successful, providing home ownership to the neediest people able to make a house payment by building low-cost housing. The building costs were kept low by using volunteer labor which involved the future homeowners, donated land and materials and no-interest loans. The process was a struggle, even though the business plan was successful. To reach the world, the Fuller’s knew they had to take Habitat for Humanity to the next level. In order to reach their goal (the world), the Fuller’s reached out to a man who lived about ten miles away from Americus in Plains, Georgia. This man was Jimmy Carter the former U.S. President, who had spoken at Habitat functions in 1983. By 1984 the Fuller’s made contact with Jimmy Carter and the Jimmy Carter Work Project began enabling the Fuller’s to reach their goal helping to eliminate poverty housing and homelessness from the world. REFLECTION: How did the assistance of Jimmy Carter help the Fuller’s achieving their goal? ____________________________________________ _______________________________________________________ How would Habitat for Humanity be different without the Fuller’s vision? ____________________________________________ 3. Reflect on previous team projects; was their a vision missing (or perhaps a cloudy vision)? How could the team project possibly changed?
Maximizing the teams potential involve not only having just the right people. A winning team utilizes the talents of every team member, recognizing that the collective efforts of the team involve the talent of every individual. Everyone has strengths and weaknesses. Knowing oneself and the individual team members strengths and weaknesses and finding their own “nook” to develop talents to their greatest potential is essential. Look at any successful sports team; the coaches know their team members and their individual talents. Through deliberate planning and coaching, the coach utilizes the talents of each team member to create a winning team.
John Maxwell developed this chart indicating the importance of finding your own “nook”. The right people and the right place are the elements for success.
John Adair’s diagram on the three elements of successful management in concentric circle TEAM, TASK, INDIVIDUAL best summarizes the Principle Element of Commutative Property. The interdependence within the diagram is represented with the overlap of the circles.
The Principle Element of the Commutative Property has four essential elements. COMPETENCE, COHESION, CONSISTENCY AND COMMITMENT. COMPETENCE relates to the Principle Element of Finding your own “nook”, or the right person in the right place, CONSISTENCY in communication, expectations and Leadership is critical. COHESION is illustrated in the Principle of Vision. Clearly seeing and stating the vision or goal of the team to all members; to create and establish a team goal. COMMITMENT is essential for an effective team, from all team members. Recognizing the Principle Element of the Commutative Property that the sum of all parts equals the whole; or that the achievement of a goal is through the contribution of all team members, placing personal agendas aside.
A broken tooth in a cog will impact the results the cog. A bad attitude (or broken tooth) will impact and ultimately ruin a team. Narrative: the basketball story.
Most people have heard of the grapevine affect: telling one person a bit of information and after the exchange of information from one person to the next how the information changes. A negative attitude is often equated to way a cancer cell grows; in geometric proportion affecting many other areas.
SELF EVALUATION LEADERSHIP and EFFECTIVE TEAMS Rating system: 1= Never 2 = Sometimes 3 = Always TOTAL of the Self Evaluation: ______________ Self Evaluation Key Indicates a clear understanding of effective teams and a defined Leadership style. 16-23 Strengthen your teambuilding skills, while continuing to develop your leadership style. Continue to develop your teambuilding skills while you develop your Leadership style. REFLECTION: Which question or questions were the most difficult to answer?___________________________ Why?____________________________
Any change is stressful and yet changes occurs everyday in life. With change there are transitions. This slides illustrates the changes and transitions that have occurred within our use of energy. In a corporate environment transitions occur on a team and are greatly influenced by the Team Leader. The trust developed and shared by the team, the ability to “see” the vision of the goal by both the team Leader and members is essential for smooth transitions.
Successful Leaders most have courage and the confidence to delegate responsibility to the team. The effective Leader will also place personal agendas aside, transferring and acknowledging the ownership of team work. By delegating, transferring and acknowledging team work a responsible team environment is created; remember Adair’s concentric circles on the interdependence of Team, Task and Individual. By recalling Maslow’s hierarchy of needs the successful Leader will encourage and coach team members personal development to reach the level of self- actualization from intrinsic motivation.
Everyone needs to feel that they are of value, but they also need to believe they are of value. All employees must have a clear understanding of the corporate values which are usually implied in the mission statement. The Principle Element of Value includes four components: COMMUNICATION,MORALE,VALUES AND SIGNIFICANCE. Cutting edge corporate cultures are now moving towards pay for performance to encourage personal development and maximizing potential. Seldom do we ever know the complete direction that life will take us. The choices that we make help to shape our character and values. Brandon Tradeoff was the youngest network president of entertainment for NBC at age thirty. In 1982, Brandon married Lily a former professional ballet dancer for the New York City Ballet company and life seemed wonderful. Until later that year, when Brandon was diagnosed with Hodgkin’s disease, and life changed. Brandon began receiving treatments on Friday, so that he could recover with Lily caring for him over the weekend, facing the cancer as a team. While it was difficult, Brandon still continued his role as NBC network president. Many things changed with the cancer, including the network ratings which went from worst to first with groundbreaking shows such as; The Cosby Show, Cheers, Hill Street Blue, Miami Vice, The Golden Girls and St.Elsewhere. Brandon attributed the networks rating success to his ability to focus. “Cancer helps you see things more clearly. The disease, I’ve found, can actually help you do your job, and there’s a simple reason why: There’s nothing like cancer to keep you focused on what’s important”,* Brandon wrote in his autobiography, The Last Great Ride.* Lily found a new direction to focus at the request of Dr. Slamon the UCLA scientist that had treated Brandon for Hodgkin’s. Dr. Slamon had been studying breast cancer for years, and believed he was near a breakthrough. However, he needed assistance in funding for the research and he asked Lily to help him raise funds. Through Lily’s connections, she was able to get Dr. Slamon in contact with Ronald Perelman, the CEO of Revlon. After the meeting with Dr. Slamon, Ronald Perelman agreed to pledge 2.4 million dollars to the scientist’s research without restrictions. Through their value system and strong characters, the Tartikoff’s were able to remain positive. REFLECTION: 1.Without a positive outlook, would the Tartikoff’s life been different? ___________________________________________________________ 2.Why is the character of a leader important to a team?