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Leadership effectiveness April 2014
This document provides an overview of leadership effectiveness and discusses various leadership styles and skills. It covers definitions of leadership and management, areas of focus for leaders like people and results. Specific leadership approaches are examined, including servant leadership, charismatic leadership, and leadership during times of fear. Personal attributes, tasks, challenges, and skills of effective leaders are also reviewed, such as projecting warmth and strength, developing focus, and analyzing team members. The document concludes with questions to help readers assess their own leadership abilities.
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Leadership effectiveness April 2014
- 1. Leadership effectiveness by TorontoTraining and HR April 2014
- 2. CONTENTS 3-4 Introduction 5-6 Definition 7-8Areas that matter 9-10 Bankable leaders 11-12 Servant leadership 13-14 High stakes leadership 15-16 Smart or wise leaders? 17-19 Charismatic leaders 20-21 Fearful leadership 22-24 Personal attributes 25-27 Tasks and personal challenges 28-29 Critical leadership skills 30-32 Getting the most out of oneself 33-34 Civility and rudeness 35-37 Projecting warmth and strength 38-41 Focus as a leader 42-43 Portray confidence 44-45 Strategically-driven cultures 46-48 Analyzing your team members 49 Case study 50-51 Conclusion, summary and questions Page 2
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- 4. Page 4 Introduction toToronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
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- 6. Definition • Whatis leadership? • How does leadership differ from management? • Types of behaviour Page 6
- 7. Page 7 Areas thatmatter
- 8. Areas that matter • People •Results Page 8
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- 10. Bankable leaders • Gather thefacts • Be laser-focused • Practice daily Page 10
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- 12. Servant leadership • Power modelv servant model • Needs • Growing people and the bottom line Page 12
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- 14. High-stakes leadership • Envision • Enrol •Engage Page 14
- 15. Page 15 Smart orwise leaders?
- 16. Smart or wise leaders? •Functional smart leaders • Business smart leaders • Wise leaders Page 16
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- 18. Charismatic leaders 1 of2 LEADERSHIP BEHAVIOURS TO PRACTICE • Communicate effectively • Connect people with your vision • Believe in your people • Recognize the greatness of your employees • Be positive, energetic and enthusiastic Page 18
- 19. Charismatic leaders 2 of2 • The dark side of charisma Page 19
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- 21. Fearful leadership • Are youoperating from a stance of fear? • Lead in a more than ordinary way • Spot those nearby where greatness is germinating • Disciplines which require courage and vulnerability to learn and gain competence in Page 21
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- 23. Personal attributes 1 of 2 •Intelligence • Strong work ethic • Emotional resilience • People skills Page 23
- 24. Personal attributes 2 of 2 •Wisdom • Courage • Humanity • Justice • Temperance • Transcendence Page 24
- 25. Page 25 Tasks andbasic challenges
- 26. Tasks and basic challenges 1 of2 • Create a vision, share it with everyone and follow it. • Define the mission and code of values of the organization • Identify, enrich and channel the emotional and intellectual capital of the company based on high results of quality and competitiveness Page 26
- 27. Tasks and basic challenges 2 of2 • Manage change-all managers must become agents of change • Give high priority to education, training and development of all people • Create and maintain a process of continuous improvement • Create transparency Page 27
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- 29. Critical leadership skills • Establish andmeet SMART objectives • Be extremely clear with directions and focus on the bigger picture • Work with a high degree of complexity • Promote organizational commitment Page 29
- 30. Page 30 Getting themost out of oneself
- 31. Getting the most outof oneself 1 of 2 • Elements that make who you are and that others never see Page 31
- 32. Getting the most outof oneself 2 of 2 WINNING THE INNER GAME • Use visualization techniques to play out ramifications • Practice self-discipline • Adopt a personal filter or standard to measure validity and appropriateness • Get a coach • Build on strengths and build up weaknesses Page 32
- 33. Page 33 Civility andrudeness
- 34. Civility and rudeness • Costsinvolved • Oneself • The organization • Universal civility Page 34
- 35. Page 35 Projecting warmthand strength
- 36. Projecting warmth and strength 1of 2 WARMTH • Find the right level • Validate feelings • Smile-and mean it Page 36
- 37. Projecting warmth and strength 2of 2 STRENGTH • Feel in command • Stand up straight • Get ahold of yourself Page 37
- 38. Page 38 Focus asa leader
- 39. Focus as a leader1 of 3 SELF • Self-awareness • Self-control Page 39
- 40. Focus as a leader2 of 3 OTHERS • Cognitive empathy • Emotional empathy • Empathic concern • Learning and controlling empathy • Building relationships Page 40
- 41. Focus as a leader3 of 3 THE WIDER WORLD • Strategy • Wellsprings of innovation • Systems awareness Page 41
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- 43. Portray confidence • Improved socialstatus • Deters competition • Link between behavioural cues, over- confidence and perceived competences • Calibrate your own beliefs Page 43
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- 45. Strategically driven cultures • Think it •Talk it • Walk it • Reinforce it • Check it Page 45
- 46. Page 46 Analyzing yourteam members
- 47. Analyzing your team members 1 of2 • Employee of choice • Radiator • Ambassador • Strategic ally • Commonalities Page 47
- 48. Analyzing your team members 2 of2 • Attributes • Benefits Page 48
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- 50. Page 50 Conclusion, summaryand questions
- 51. Page 51 Conclusion, summaryand questions Conclusion Summary Videos Questions