The document discusses the role of the manager and effective leadership. It states that effective managers have a balance of personal, interpersonal, and organizational qualities and can adapt the right skills to different situations. There are two main leadership styles: theory X, which is task-oriented, and theory Y, which focuses more on people. The best approach uses a combination of both depending on the situation and people involved. Role maps are also discussed as a way to reduce role confusion by clarifying authority, expectations, and performance evaluations, as roles can sometimes be poorly defined or contradictory.
This document outlines the topics and agenda for a 2013 leadership training seminar. The topics to be discussed include definitions of leadership, leadership qualities, improving leadership attitudes, delegation, and motivating employees. It also provides descriptions of different leadership styles (positive, neutral, negative) and principles of behavioral learning, delegation, and motivation. Common mistakes of newly appointed leaders are identified. The goal is to help leaders develop their skills in areas such as planning, communication, problem-solving, and inspiring followers.
This document discusses various aspects of leadership, including that not all leaders are managers and vice versa. It outlines traits of good leaders such as being adaptable, assertive, and responsible. Leadership styles like autocratic, democratic, and delegating are presented. Improving leadership skills involves thinking like a leader, choosing a leadership style, building influence, and enhancing traits. Motivation, perception, attitude, coaching and training are also leadership factors discussed.
Leadership and personality Trait managmentAntony Francis
This document provides information about leadership training. It defines leadership as empowering group members to work together toward a common goal or vision. It lists skills commonly possessed by leaders such as being committed to a vision, communicating effectively, and problem solving. It discusses traits of good leaders such as having the desire to lead, commitment to the organization's mission and vision, and integrity. It also covers different leadership styles like autocratic, democratic, bureaucratic, and charismatic leadership. Finally, it discusses how to lead teams effectively through approaches like delegating tasks and mentoring other members.
This document discusses various aspects of leadership including definitions, ingredients, approaches, theories, styles, qualities, importance, skills, and differences between managers and leaders. It defines leadership as the process of influencing others to work willingly towards common goals. Some key leadership theories discussed include Fiedler's contingency theory, path-goal theory, and transformational vs transactional leadership. The document also compares leadership styles such as autocratic, democratic, and free-rein and lists important leadership qualities and skills.
The document outlines a leadership model with three components: qualities, competencies, and behaviors. Qualities define what leaders aspire to and include authenticity, vision, and inspiration. Competencies are the skills required for strong leadership, such as strategic thinking and driving results. Behaviors are the observable actions that demonstrate leadership strengths. The model provides a framework for measuring progress, development, and success.
Leadership skill training and it's benefitjosephb987
This PPT talks about leaderships skills training and it's several benefits. For more information visit: https://www.tools4management.com/article-category/leadership/
This document discusses the qualities and principles of effective military leadership. It defines leadership as influencing others to accomplish a mission through willing obedience and cooperation. Effective leadership balances both authoritative and persuasive styles. Key leadership qualities include bearing, courage, decisiveness, enthusiasm, and humility. The principles of leadership outlined are: know yourself and your subordinates, be technically and tactically proficient, take responsibility for your actions, make timely decisions, set a good example, look out for subordinates' well-being, keep subordinates informed, develop their sense of responsibility, ensure tasks are understood and accomplished, build the team, and employ the unit according to its capabilities.
This document outlines the topics and agenda for a 2013 leadership training seminar. The topics to be discussed include definitions of leadership, leadership qualities, improving leadership attitudes, delegation, and motivating employees. It also provides descriptions of different leadership styles (positive, neutral, negative) and principles of behavioral learning, delegation, and motivation. Common mistakes of newly appointed leaders are identified. The goal is to help leaders develop their skills in areas such as planning, communication, problem-solving, and inspiring followers.
This document discusses various aspects of leadership, including that not all leaders are managers and vice versa. It outlines traits of good leaders such as being adaptable, assertive, and responsible. Leadership styles like autocratic, democratic, and delegating are presented. Improving leadership skills involves thinking like a leader, choosing a leadership style, building influence, and enhancing traits. Motivation, perception, attitude, coaching and training are also leadership factors discussed.
Leadership and personality Trait managmentAntony Francis
This document provides information about leadership training. It defines leadership as empowering group members to work together toward a common goal or vision. It lists skills commonly possessed by leaders such as being committed to a vision, communicating effectively, and problem solving. It discusses traits of good leaders such as having the desire to lead, commitment to the organization's mission and vision, and integrity. It also covers different leadership styles like autocratic, democratic, bureaucratic, and charismatic leadership. Finally, it discusses how to lead teams effectively through approaches like delegating tasks and mentoring other members.
This document discusses various aspects of leadership including definitions, ingredients, approaches, theories, styles, qualities, importance, skills, and differences between managers and leaders. It defines leadership as the process of influencing others to work willingly towards common goals. Some key leadership theories discussed include Fiedler's contingency theory, path-goal theory, and transformational vs transactional leadership. The document also compares leadership styles such as autocratic, democratic, and free-rein and lists important leadership qualities and skills.
The document outlines a leadership model with three components: qualities, competencies, and behaviors. Qualities define what leaders aspire to and include authenticity, vision, and inspiration. Competencies are the skills required for strong leadership, such as strategic thinking and driving results. Behaviors are the observable actions that demonstrate leadership strengths. The model provides a framework for measuring progress, development, and success.
Leadership skill training and it's benefitjosephb987
This PPT talks about leaderships skills training and it's several benefits. For more information visit: https://www.tools4management.com/article-category/leadership/
This document discusses the qualities and principles of effective military leadership. It defines leadership as influencing others to accomplish a mission through willing obedience and cooperation. Effective leadership balances both authoritative and persuasive styles. Key leadership qualities include bearing, courage, decisiveness, enthusiasm, and humility. The principles of leadership outlined are: know yourself and your subordinates, be technically and tactically proficient, take responsibility for your actions, make timely decisions, set a good example, look out for subordinates' well-being, keep subordinates informed, develop their sense of responsibility, ensure tasks are understood and accomplished, build the team, and employ the unit according to its capabilities.
This lecture series provides with basic conceptual insights and also tools and techniques for improving managerial efficiency through effective leadership, organizational communication and supervision to manage an operational process climate of an organization.
This document discusses different theories of leadership. It begins by stating that good leaders are made, not born, through self-study, education, training, and experience. It then defines leadership as influencing others towards a common goal. The document outlines four factors of leadership: the leader, followers, situation, and communication. It provides examples of how each factor impacts leadership effectiveness. The document also summarizes trait, behavioral, situational, and participative leadership theories.
The document discusses focus and how it influences success. It states that without focus, most results are mediocre, but that focus does not come naturally to everyone. It emphasizes that success is about maintaining focus.
Leadership Trends .... Critical to Design ThinkingNeena Reddy
The document discusses several latest leadership trends and styles, including design thinking, rapid organizational structure changes, charismatic leadership, ethical leadership, trust as the foundation of leadership, mentoring, self-leadership, and online leadership. It also provides a SWOT analysis of Bill Gates' leadership style, noting his strengths in expertise, influence, vision, and experience, as well as weaknesses in dominance and avoidance of conflict resolution. Opportunities for Gates include philanthropy and reputation building, while threats include potential misuse of donations and competition from other foundations.
Valetta Wright, Corporate Training Manager for WCA Waste Corporation, shares best practices for identifying and developing the top leaders in any organization.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
The document discusses different perspectives on leadership, including whether leaders are born or made, and different leadership styles. It describes autocratic, participative, and free-rein leadership styles. Autocratic leaders give direct orders and make decisions without input, while participative leaders invite participation in decision-making. Free-rein leaders provide guidelines but give subordinates freedom in their work. The document also discusses the importance of flexibility and adaptability for leaders to be effective in changing times.
Business managent Importance of Leadership Shaheen Khan
This document provides an overview of leadership theories and approaches. It distinguishes between managers and leaders, defining leadership as influencing others to pursue organizational goals willingly. It describes the nature of leadership as directing behavior towards accomplishing plans and objectives. Several leadership theories are summarized, including trait theories, behavioral approaches, and situational leadership models. Key leadership traits identified include emotional stability, dominance, enthusiasm, and social boldness. Behavioral styles examined include task-oriented versus employee-oriented leadership.
This is a valuable slide presentation for the people want to become a successful leader. What makes A Leader and what are the qualities to have to be a good leader, everything you can get from here. You have to be accurate both personally and professionally to be a successful leader. You should have a good vision, a good command and your words are your acts as a Leader.
This document outlines leadership development programs for managers at different levels - junior, middle, and senior. For junior managers, the program focuses on managing themselves and others through developing effective managerial thinking, managing time and priorities, building good relationships with employees, and providing feedback. The middle manager program covers building leadership capabilities, developing and motivating teams, and sustaining team momentum. For senior managers, the program helps set management culture, grow influence, improve communication skills, sharpen business acumen, and deal with management teams. The overall goal is to build high-performing leaders through positive psychology approaches.
Leader Ship skills development workshop Red Lobster Ksa, Ryd. 2015Waleed Zawawi
This document outlines topics for a leadership skills development workshop, including management skills, competencies, delegation, and leadership theories. The workshop aims to help a new generation of managers at Red Lobster develop their skills. Topics include definitions of management and competencies, guidelines for effective delegation, using the GROW model for coaching, and theories of leadership development. The goal is to provide managers with a common language and tools to enhance performance, decision-making, and team leadership.
11. leadership training seminar updatedEduardo Testa
This document provides information on leadership skills and techniques. It discusses the definition of leadership, what makes a good leader, leadership functions such as decision making and communication. It provides examples of leadership styles and principles from military leadership. It emphasizes that developing people and officers is key to being a successful leader. Leaders are made through hard work and experience, not born, and connecting with other leaders is important for sharpening skills.
The document discusses leadership skills and the roles and activities of leaders. It defines leadership as getting others to willingly do what the leader wants by appealing to their own interests. Leaders play a variety of roles including figurehead, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, and resource allocator. Key leadership activities involve routine communication, traditional management tasks like planning and decision making, networking, and human resource management such as motivating teams and developing skills.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Effective leadership requires interpersonal skills, communication skills, values, confidence, flexibility, creativity, and the ability to achieve results. While management focuses on efficiency, leadership determines the overall direction and goals of an organization. There are several theories and styles of leadership, including trait theory, situational theory, functional theory, behavioral theory, autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leaders inspire followers through vision, passion, confidence, role-modeling, communication, and meeting expectations.
When you mention the world, "leadership" in a business setting, people think of the type of person who motivates and encourages their team of employees to reach the highest levels of success. While that is the ideal scenario to have, the traits that make you a good leader to your employees can vary based on the working environment and the employees' personalities. Being a strong and commanding leader works for those employees who thrive on being told what to do for every step of the process, yet can stifle innovative and creative employees who do their best work when they control their workflow.
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
1) Effective leaders focus on their character (what they are), their knowledge (what they know), and their actions (what they do).
2) The key principles of leadership include knowing yourself, setting a good example, making sound decisions, and developing a sense of responsibility in others.
3) A leadership framework involves focusing on your character, knowledge, and actions by knowing yourself and others, understanding your job and organization, and providing direction, implementation, and motivation.
This document defines leadership and discusses various leadership styles and theories. It begins by defining leadership as influencing others and identifying characteristics of good leaders. It then outlines several styles of leadership including autocratic, participative, and free rein. The document also summarizes several theories of leadership such as the trait approach, management grid, path-goal theory, and contingency model. It concludes by discussing transformational leadership and characteristics of charismatic leaders.
The document discusses the key aspects of an effective leader. It defines leadership as influencing others to achieve defined objectives. An effective leader motivates employees, counsels them, develops team spirit, aims for time management, and strives for effectiveness. Qualities of an effective leader include good communication skills, honesty, self-confidence, and the ability to guide others. The roles of a leader involve setting goals, organizing, initiating action, coordinating, directing, and motivating others. Leadership is important in management as it improves motivation, is needed at all levels, and provides cooperation.
This document discusses developing self-awareness as a leader. It begins by stating that lack of self-awareness is the most common cause of leadership derailment. It then introduces the MAPS framework for increasing self-awareness, which examines one's Abilities, Mission, Perceptions, and how they align with organizational Standards. The document provides details on each element of the MAPS framework and suggests questions leaders can ask themselves to better understand how they are performing and developing based on their own view and the views of others. It emphasizes that self-awareness allows leaders to understand their personality and how it affects others, enabling them to motivate and influence more effectively.
This lecture series provides with basic conceptual insights and also tools and techniques for improving managerial efficiency through effective leadership, organizational communication and supervision to manage an operational process climate of an organization.
This document discusses different theories of leadership. It begins by stating that good leaders are made, not born, through self-study, education, training, and experience. It then defines leadership as influencing others towards a common goal. The document outlines four factors of leadership: the leader, followers, situation, and communication. It provides examples of how each factor impacts leadership effectiveness. The document also summarizes trait, behavioral, situational, and participative leadership theories.
The document discusses focus and how it influences success. It states that without focus, most results are mediocre, but that focus does not come naturally to everyone. It emphasizes that success is about maintaining focus.
Leadership Trends .... Critical to Design ThinkingNeena Reddy
The document discusses several latest leadership trends and styles, including design thinking, rapid organizational structure changes, charismatic leadership, ethical leadership, trust as the foundation of leadership, mentoring, self-leadership, and online leadership. It also provides a SWOT analysis of Bill Gates' leadership style, noting his strengths in expertise, influence, vision, and experience, as well as weaknesses in dominance and avoidance of conflict resolution. Opportunities for Gates include philanthropy and reputation building, while threats include potential misuse of donations and competition from other foundations.
Valetta Wright, Corporate Training Manager for WCA Waste Corporation, shares best practices for identifying and developing the top leaders in any organization.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
The document discusses different perspectives on leadership, including whether leaders are born or made, and different leadership styles. It describes autocratic, participative, and free-rein leadership styles. Autocratic leaders give direct orders and make decisions without input, while participative leaders invite participation in decision-making. Free-rein leaders provide guidelines but give subordinates freedom in their work. The document also discusses the importance of flexibility and adaptability for leaders to be effective in changing times.
Business managent Importance of Leadership Shaheen Khan
This document provides an overview of leadership theories and approaches. It distinguishes between managers and leaders, defining leadership as influencing others to pursue organizational goals willingly. It describes the nature of leadership as directing behavior towards accomplishing plans and objectives. Several leadership theories are summarized, including trait theories, behavioral approaches, and situational leadership models. Key leadership traits identified include emotional stability, dominance, enthusiasm, and social boldness. Behavioral styles examined include task-oriented versus employee-oriented leadership.
This is a valuable slide presentation for the people want to become a successful leader. What makes A Leader and what are the qualities to have to be a good leader, everything you can get from here. You have to be accurate both personally and professionally to be a successful leader. You should have a good vision, a good command and your words are your acts as a Leader.
This document outlines leadership development programs for managers at different levels - junior, middle, and senior. For junior managers, the program focuses on managing themselves and others through developing effective managerial thinking, managing time and priorities, building good relationships with employees, and providing feedback. The middle manager program covers building leadership capabilities, developing and motivating teams, and sustaining team momentum. For senior managers, the program helps set management culture, grow influence, improve communication skills, sharpen business acumen, and deal with management teams. The overall goal is to build high-performing leaders through positive psychology approaches.
Leader Ship skills development workshop Red Lobster Ksa, Ryd. 2015Waleed Zawawi
This document outlines topics for a leadership skills development workshop, including management skills, competencies, delegation, and leadership theories. The workshop aims to help a new generation of managers at Red Lobster develop their skills. Topics include definitions of management and competencies, guidelines for effective delegation, using the GROW model for coaching, and theories of leadership development. The goal is to provide managers with a common language and tools to enhance performance, decision-making, and team leadership.
11. leadership training seminar updatedEduardo Testa
This document provides information on leadership skills and techniques. It discusses the definition of leadership, what makes a good leader, leadership functions such as decision making and communication. It provides examples of leadership styles and principles from military leadership. It emphasizes that developing people and officers is key to being a successful leader. Leaders are made through hard work and experience, not born, and connecting with other leaders is important for sharpening skills.
The document discusses leadership skills and the roles and activities of leaders. It defines leadership as getting others to willingly do what the leader wants by appealing to their own interests. Leaders play a variety of roles including figurehead, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, and resource allocator. Key leadership activities involve routine communication, traditional management tasks like planning and decision making, networking, and human resource management such as motivating teams and developing skills.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Effective leadership requires interpersonal skills, communication skills, values, confidence, flexibility, creativity, and the ability to achieve results. While management focuses on efficiency, leadership determines the overall direction and goals of an organization. There are several theories and styles of leadership, including trait theory, situational theory, functional theory, behavioral theory, autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leaders inspire followers through vision, passion, confidence, role-modeling, communication, and meeting expectations.
When you mention the world, "leadership" in a business setting, people think of the type of person who motivates and encourages their team of employees to reach the highest levels of success. While that is the ideal scenario to have, the traits that make you a good leader to your employees can vary based on the working environment and the employees' personalities. Being a strong and commanding leader works for those employees who thrive on being told what to do for every step of the process, yet can stifle innovative and creative employees who do their best work when they control their workflow.
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
1) Effective leaders focus on their character (what they are), their knowledge (what they know), and their actions (what they do).
2) The key principles of leadership include knowing yourself, setting a good example, making sound decisions, and developing a sense of responsibility in others.
3) A leadership framework involves focusing on your character, knowledge, and actions by knowing yourself and others, understanding your job and organization, and providing direction, implementation, and motivation.
This document defines leadership and discusses various leadership styles and theories. It begins by defining leadership as influencing others and identifying characteristics of good leaders. It then outlines several styles of leadership including autocratic, participative, and free rein. The document also summarizes several theories of leadership such as the trait approach, management grid, path-goal theory, and contingency model. It concludes by discussing transformational leadership and characteristics of charismatic leaders.
The document discusses the key aspects of an effective leader. It defines leadership as influencing others to achieve defined objectives. An effective leader motivates employees, counsels them, develops team spirit, aims for time management, and strives for effectiveness. Qualities of an effective leader include good communication skills, honesty, self-confidence, and the ability to guide others. The roles of a leader involve setting goals, organizing, initiating action, coordinating, directing, and motivating others. Leadership is important in management as it improves motivation, is needed at all levels, and provides cooperation.
This document discusses developing self-awareness as a leader. It begins by stating that lack of self-awareness is the most common cause of leadership derailment. It then introduces the MAPS framework for increasing self-awareness, which examines one's Abilities, Mission, Perceptions, and how they align with organizational Standards. The document provides details on each element of the MAPS framework and suggests questions leaders can ask themselves to better understand how they are performing and developing based on their own view and the views of others. It emphasizes that self-awareness allows leaders to understand their personality and how it affects others, enabling them to motivate and influence more effectively.
This document discusses different leadership styles. It begins by defining leadership as motivating a group towards a common goal. It then outlines four main leadership styles: autocratic, affiliative, participative, and free-rein. For each style, it provides examples, key qualities, and advantages and disadvantages. It concludes that leadership is the ability to guide others towards shared objectives by applying various leadership attributes to create commitment and enthusiasm amongst followers.
1. The document discusses how to become an indispensable leader by developing your strengths rather than focusing on weaknesses. It suggests conducting a 360-degree evaluation to identify your strengths and then choosing one strength to enhance by developing a complementary skill.
2. Tom, a sales executive, did a 360-evaluation and identified his strengths as strategic thinking and motivating others. He worked on improving his communication skills to complement his motivating strength. After 5-6 months, feedback showed his inspiring ability had increased.
3. Management guru Peter Drucker believed leaders should focus on developing real strengths rather than trying to be good at many things. The document advocates taking a clear path to enhancing strengths over fixing weaknesses to become an
Materi Bengkel Gamelan 13-Nov-2014 Team LeadershipFrida Dwi
This document discusses team management and leadership in game development companies. It covers 9 chapters on topics like selecting team leaders, different leadership styles, and roles and responsibilities of project leaders. The ideal leader is described as a cheerleader-general who is accountable, communicates well, and builds soft skills. They want to lead to help the team succeed rather than for personal gain. Good leadership results in benefits like higher trust, employee retention, and team performance. The document provides advice on identifying leadership potential, resolving conflicts, and handling underperformers.
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
Why do front-line managers fail and what can be done to avoid failure? We polled our experts to identify our top five most common management derailers. They are:
1. Poor interpersonal and communication skills
2. Inadequate leadership skills
3. Resistance to change
4. Inability to deliver expected results
5. Inability to see beyond their functional silo
The document discusses five common management derailers and provides remedies to prevent them:
1. Poor interpersonal and communication skills - understand root causes of conflict, provide feedback on communication style.
2. Inadequate leadership skills - clarify goals, understand team members, provide feedback from multiple sources.
3. Resistance to change - understand appetite for change, focus on new priorities, help see benefits of change.
4. Inability to deliver results - clarify expectations and goals, understand goal orientation, track progress.
5. Inability to see beyond their functional area - clarify role in organization, include in cross-functional teams, establish cross-functional goals.
A presentationon the current state of employee engagement in the American workforce and techniques that can be used to improve your organization's performance.
The document discusses eight signs of incompetent managers: 1) poor communication skills, 2) weak leadership capabilities, 3) inability to adapt to change, 4) poor relationship building skills, 5) ineffective task management, 6) insufficient production, 7) poor development of others, and 8) neglect of personal development. It provides examples of each sign and recommends using assessment tools to evaluate managers, provide targeted feedback and development plans, and determine whether managers would be better suited to other roles.
Leadership Explained (Be, Know, Do model)Aslan Umarov
Short Disclaimer:
Leadership has many different definitions and forms. Your company or circumstances may need absolutely different set up.
This material may be helpful for young leaders, especially in pressing situations, use it carefully.
As basis for this material I used “Be, know, do” formula and U.S. Army field manual “Battlefield Leadership”.
These principles are universal, well tested and work in many situations.
Never stop learning.
If you are interested in more material please contact me at: aslan.umarov@gmail.com
We are a private company that focuses on developing long-term relationships with clients in small to mid-sized companies. We work on organizational development, change management, strategic planning, succession planning, and developing cultures of service and accountability. Clients often call with issues around negative customer feedback, complacent executives, and problems with implementation or motivating employees. We look for committed leaders focused on long-term growth, not just short-term gains. Our work helps clients remain profitable and retain top talent by increasing optimism and other positive attributes.
The document discusses various aspects of leadership including definitions, qualities of good leaders, leadership styles, and theories of leadership. It defines leadership as using influence to accomplish goals and lists qualities like vision, integrity, and communication. Theories discussed include trait, behavioral, attribution, transactional, and transformational leadership. It also covers emotional intelligence and its components of self-awareness, self-regulation, motivation, empathy, and social skills.
Five Critical Management Derailers: Symptoms and Remediesassessmentedge
This document discusses five common management derailers that can cause managers to fail: 1) poor interpersonal and communication skills, 2) inadequate leadership skills, 3) resistance to change, 4) inability to deliver expected results, and 5) inability to see beyond their functional silo. For each derailer, symptoms of managers at risk are described as well as remedies to help managers avoid failure, such as clarifying goals, understanding management styles, providing feedback, and ensuring a focus on new priorities during change.
The document discusses qualities of good and bad leaders. Good leaders that people follow freely have qualities like experience, empathy, vision, inspiration, honesty and motivation. Bad leaders people are unwilling to follow are corrupt, closed-minded, dishonest, selfish and arrogant. The document also contrasts winners versus losers and discusses different levels of leadership, with level 5 leaders embodying humility and ambition for the organization.
The document discusses qualities of good and bad leaders. Good leaders that people will follow freely have qualities like experience, empathy, vision, honesty and good communication skills. Bad leaders people will reluctantly follow or not follow at all are corrupt, closed-minded, dishonest, selfish and arrogant. The document also discusses different leadership styles and assessments.
Performance appraisal reports are used by organizations to regularly review employee performance, usually annually. The purpose is to provide feedback to employees, plan promotions and training, and inform compensation decisions. A good appraisal establishes an open relationship where all feedback is shared openly with the employee. It should involve self-appraisal by the employee to get their perspective on career goals. Both managers and employees may feel anxiety during the process, so establishing trust is important. Ultimately, the goal is to understand attitudes and motivate improved performance.
The document is Mikenna Kossow's personal leadership portfolio. It includes an analysis of her leadership style, traits, vision, code of conduct, and learnings. For her leadership style analysis, she describes herself as both considerate and initiating structure. She believes her leadership environment calls for a 60% consideration and 40% initiating structure balance. For her leadership vision, her goal is to guide people to better physical, mental and spiritual health through coaching, motivating, and creative problem solving as a transformational leader. The portfolio also includes a biography about Mikenna written by a peer that provides insight into Mikenna's strengths and growth areas as an introverted leader.
This document provides guidance on conducting effective performance appraisals. It discusses establishing good relationships between managers and subordinates and involving subordinates in the self-appraisal process. The primary purposes of appraisals are to provide feedback on performance, assess training needs, and inform salary and promotion decisions. Key aspects of appraisals include maintaining transparency, finalizing reports with subordinates, and addressing both strengths and areas for improvement. Attitudes, both of managers and subordinates, also factor significantly in appraisals and should be understood to help motivate improved performance.
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015Danielle Kautz
This document provides an overview of situational leadership training. It discusses the purposes and learning objectives, which include developing leadership flexibility and the ability to diagnose different development levels in others. The core of the training is the Situational Leadership II Model, which involves two leadership skills: flexibility in adapting one's style, and diagnosis of an individual's competence and commitment levels. Trainees learn to identify four development levels (Enthusiastic Beginner, Disillusioned Learner, Capable Performer, Self-Reliant Achiever) and match one of four leadership styles to best support the individual in their development.
Similar to Leadership Awareness - The Role of the Leader (20)
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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2. Module One: The Role of the Leader
• Identify the qualities of an effective
manager.
• Assess different leadership styles.
• Improve your understanding of the
manager’s role.
• Appreciate other department’s roles
in relation to your own .
3. What makes an Effective Manager?
They have a balance of the three qualities.
Personal
Interpersonal
Organizational
They are flexible enough to adapt the
right skills to the right circumstances.
4. My Views About People
A
People are fundamentally lazy
1
2
3
4
5
People enjoy work and achievement
B
People are interested only in their own
benefit
1
2
3
4
5
People like to help others
C
Punishment is counterproductive
1
2
3
4
5
Punishment gets results
D
Most people are basically involved with
their work
1
2
3
4
5
Most people have no real interested in the
work they do
E
People are basically shy
1
2
3
4
5
People are basically dishonest
F
Discipline and control produce the best
results
1
2
3
4
5
People are basically open in their dealings
with others
G
People are not interested in company
objectives
1
2
3
4
5
People are interested in the objectives of the
company they work for
H
People avoid responsibility
1
2
3
4
5
People are enjoy responsibility
5. Different Leadership Styles
People of consequences, a not
Most humans have quite
Threat most peoples bothany
People’s commitment to or high
It is in naturally put nature
physicalof imagination, ingenuity,
degree accept responsibility but
enforcing relates to the rewards
objective control areeffort into
only to and mental not the only
theircreativity in solving
and work.
means of ensuring effort at work.
associated with achieving them.
to seek it.
organizational problems.
Most people change. are prefers
Therefore, most people need
People nature people
The average have an inherentto be
By theirresisthuman being self-dislike
of work and will avoid it if
forced or and and aims much
to be directed don’t careto avoid
centered, threatened with at all
possible.
consequences They have little
accountability. in order to get them
about the needs of the company. to
perform mainly wanting just to be
ambitionto the required standards.
secure.
7. My Views About People
A
1
2
3
4
5
SCORE
B
1
2
3
4
5
SCORE
C
5 4
3
2
1
SCORE
D
5
4
3
2
1
SCORE
E
5
4
3
2
1
SCORE
F
1
2
3
4
5
SCORE
G
1
2
3
4
5
SCORE
H
1
2
3
4
5
SCORE
TOTAL
The score closer to O –
your preference is:
The score closer to 45 –
your preference is:
8. The Role of the Manager
Sterling track record
Open, collaborative spirit
Develops partnerships
Strives for trust throughout the company
People should feel empowered
Angela Ahrendts
9. The Role of the Manager
Known to scream at employees
Extreme perfectionist
Ferocious drive
Strong instinct for what works
People do as I say
Steve Jobs
10. Role Maps
Marketing
Bob
Sales
Roles can be poorly defined.
Purchasing
People will be unclear about:
Dave Limits of authority
Expectations
Gloria
Bob
Susan Performance evaluation.
Dave if there is clarity with
Even
their role, there can be parts
of their role
Traditional Hierarchy Organizational Chart that contradict
Other
one another.
Amy
Bob’s
Boss
John
Vendors
Stewart
Team
Members
11. Summary
Qualities of a Manager
Leadership Style
Managers Role
•
Personal
•
Theory X – TASK oriented
•
•
Interpersonal
•
Theory Y – PEOPLE oriented
Need a combination of TASK
and PEOPLE skills
•
Organizational
•
•
Importance of developing
relationships
•
Flexible balance between
all three
Different situations and
people require different
styles
Role Maps
• Help to reduce confusion over:
• Poorly defined roles
• Contradictory roles
SAY:Welcome to Leadership Awareness! We are so glad you will be participating in this course today.So what exactly is Leadership Awareness?It is being conscious of what you are good at while acknowledging what opportunities you still have to develop. This includes admitting when you don’t have an answer. Although it is probably one of the least discussed leadership competencies, self-awareness is possibly one of the most valuable. This program is designed to expand your skill set in:Gaining a greater understanding of your management styleRecognizing your contributions to your department and organizationDeveloping practical leadership skillsThe first module is The Role of the Leader.
SAY:Here we are going to highlight the abilities required by a manager.Broadly speaking the qualities can be divided into three categories:CLICK ENTER and SAYPERSONAL – your individual attributesCLICK ENTER and SAYINTERPERSONAL – your ability to motivate and manage teamCLICK ENTER and SAYORGANIZATIONAL – your ability to organize and control workAll managers are different, but will have a mix the these three attributes. The difference comes in the (CLICK ENTER 2 TIMES) BALANCE between the three. For example; Some managers may be extremely organized, but not at effective in motivating the team. Others may be very decisive, but not so open to listening to other ideas.Certain circumstances call for a different mix of the three qualities, so not only is a balance required but also (CLICK ENTER) FLEXIBILITY in the approach to different situations.An effective manager, is the one who can combine personal, interpersonal and organizational skills to suit each individual and situation that they deal with. NEXT SLIDE
SAYThe statements represent assumptions about how people behave in relation to their work. Consider each pair of statements and circle the number on the scale that most accurately represents your view.
SAYThere are many different theories to analyze leadership styles. Today we are going to use the “THEORY X and THEORY Y that was devised by Douglas McGregor in the 1960’s – sounds vintage but still is one of the most relevant ways to identify different approaches to being a leader.McGregor noted that the way people lead and manage others is a result of their attitude to people and the assumption they make about them. These assumptions fall into two groupings.The first group makes the following assumptions:CLICK ENTER and SAYMost people have an inherent dislike of work and will avoid it if at all possible.CLICK ENTER 2 X and SAYTherefore, most people need to be forced or threatened with consequences n order to get them to perform to the required standards.CLICK ENTER 2X and SAYThe average human being prefers to be directed and aims to avoid accountability. They have little ambition mainly wanting to be secure.CLICK ENTER 2X and SAYBy their nature people are self-centered, and don’t care much about the company. CLICK ENTER 2X and SAYPeople resist change.CLICK ENTER and SAYThese assumptions are known as THEORY X.Some managers appear to make the following assumptions under THEORY Y:CLICK ENTER and SAYPeople will naturally put both physical and metal effort into their work.CLICK ENTER 2 X and SAYThreat of consequences, or enforcing control are not the only means of ensuring effort at work.CLICK ENTER 2 X and SAYPeople’s commitment to any objective relates to the rewards associated with achieving them.CLICK ENTER 2 X and SAYIt is in most peoples nature not only to accept responsibility but to seek it.CLICK ENTER 2 X and SAYMost humans have quite a high degree of imagination, ingenuity, and creativity in solving organizational problems.NEXT SLIDE
SAYThose that have a THEORY X orientation tend to concentrate on the TASK (CLICK ENTER)Those with THEORY Y orientation tend to concentrate on the PEOPLE (CLICK ENTER)The two key factors when considering leadership style:The needs of the TASK – what needs to get doneThe needs of the PEOPLE – what the team wantsIn reality, different situation and different people require a different style, so managers need to be FLEXIBLE in their approach: a style that is appropriate in one circumstance may be entirely wrong in another. For example; if a manager concentrates all of their attention on the needs of the task, the needs of the people will be neglected. The team will then become disillusioned and demotivated and the task probably will not get done anyway. On the other hand, if a manager someple concentrates on keeping everyone happy, they will all be happy with nothing accomplished. So an effective manager is the one who can balance the needs of BOTH the TASK and the PEOPLE. A managers style is how they strike a balance – whether they concentrate on the TASK or the PEOPLE.You might be thinking – how is it possible to concentrate on both factors? The answer is TIMING. People will most of the times put of with a bossy style to get an important job completed, but they also expect that when things become calmer the manager will do their best to take account for their team’s needs.CLICK ENTER and SAYThe degree of combination of the two theories depends on the SITUATION and the PEOPLE.NEXT SLIDE
SAYCompute your score for each set of statements according to the five positions on each scale you have circled.Now add up the total score on your sheet – it should be between 0 and 45.The score closer to 0 – your preference is Theory X orientation.The score closer to 45 – your preference is Theory Y orientation.
SAYDifferent managers approach their role in very different ways as THEORY X and THEORY Y demonstrate. Let’s now take a look at the role of the manager/leader and some real life examples in the world today.CLICK ENTER and SAYFirst up is Angela Ahrendts – she has been the CEO at Burberry and now is Apple’s Retail Chief. Let’s see what they say about her management style to determine if she is more THEORY X or THEORY Y. Here are some of Angela’s attributes:CLICK ENTER and SAYSterling track recordCLICK ENTER and SAYOpen, collaborative spiritCLICK ENTER and SAYDeveloping partnershipsCLICK ENTER and SAYStrives for trust throughout the companyCLICK ENTER and SAYPeople should feel empoweredSo what Theory would Angela be?
SAYNow let’s look at another iconic leader at Apple (CLICK ENTER 2X) Steve Jobs. Sure we have heard that he was a dynamic leader and transformed the four different industries but what was his preferred style?CLICK ENTER and SAYKnown to scream at employeesCLICK ENTER and SAYHe was an extreme perfectionist CLICK ENTER and SAYHad a ferocious driveCLICK ENTER and SAYStrong instinct for what worksCLICK ENTER and SAYPeople do as I saySo what Theory was Steve? CLICK ENTER and SAYTheory XThese are two extreme examples – both are associated with Apple – both have visions, powerful, determined and successful but go about it in a different way. An effective manager is the one who can balance organizational and interpersonal skills, while all the time being flexible with their approach. When a manager is aware of whether they concentrate more on organizational or interpersonal then they will be able to recognize their strengths and weaknesses and work on developing those areas.As a developing manager, you will need to assess your own strengths and weaknesses. Simply make a “T” on a piece of paper and write STRENGTHS on one side and WEAKNESSES on the other. Be honest with yourself as it will help your skill development. This also will be an excellent discussion tool with your supervisor to get their perspective and observations.NEXT SLIDE
SAYMost people are reasonably clear about where they stand in the company hierarchy. (CLICK ENTER and SAY) However, any company structure can only show rigid, formal lines of authority: who manages whom. It is more realistic and wworthwhile to consider each person in the center of a network of relationships or ROLE MAP.The above ROLE MAP shows all of the relationships Bob has with individuals and groups both internal and external. This is a simplified version, but in reality most people have much more complicated ROLE MAPS. It is understandable that managers often find it difficult to inerpret and comprehend their roles. These are some things that can go wrong:CLICK ENTER and SAYRoles can be poorly defined.CLICK ENTER and SAYPeople will be unclear about:CLICK ENTER and SAYLimits of authorityCLICK ENTER and SAYExpectationsCLICK ENTER and SAYPerformance evaluationCLICK ENTER and SAYEven if there is clarity with their eole, there can be parts of it that contradict one another.While good job descriptions help to minimize role issues such as these, they can’t completely eliminate them/ This is partly because there is no job description that can take into account the actual relationships between individuals. Remember, good or bad working relationships can greatly affect any managers role. The only effective and long term solution to role problems lies with managers talking with each other and their teams to build up their relationships.Now it’s your turn to complete your own ROLE MAP. Include a minimum of six people whom you have a working relationship. Prioritize the six and highlight positive and negative aspects of each relationship. Finally, write suggestions on how the relationship can be improved.
SAYIn this module, we first covered Qualities of a ManagerCLICK ENTER and SAYPersonalCLICK ENTER and SAYInterpersonalCLICK ENTER and SAYOrganizationalCLICK ENTER and SAYFlexible balance between all threeCLICK ENTER and SAYNext we discussed Leadership StyleCLICK ENTER and SAYThe Theory X that is TASK orientedCLICK ENTER and SAYAnd the Theory Y that is PEOPLE orientedCLICK ENTER and SAYFor different situations and people they require different styles.CLICK ENTER and SAYIn our third section, we discussed the Managers RoleCLICK ENTER and SAYNeed a combination of TASK and PEOPLE skillsCLICK ENTER and SAYAnd the importance of developing relationship inside and outside the organizationCLICK ENTER and SAYFinally, we took a look at ROLE MAPSCLICK ENTER and SAYHow they help to reduce confusion over:CLICK ENTER and SAYPoorly defined rolesCLICK ENTER and SAYContradictory roles.