We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
Essential Lessons for Building a Culture of Ownership, for Culture MechanicJoe Tye
This special report for subscribers of the Values Coach Culture Mechanic service summarizes some of the most important lessons we have learned about effective cultural transformation and for building a culture of ownership
Want to know what it takes to be a strong leader? Start by effectively leading yourself. Learn the importance of self-leadership and the power you have within yourself. Learn how leading yourself builds confidence and how your new found confidence makes others notice you and how effective you are in your own life. Being an effective leader to yourself begins to prepare you in leading others. After all, if you can’t lead yourself, how can you lead others?
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
Essential Lessons for Building a Culture of Ownership, for Culture MechanicJoe Tye
This special report for subscribers of the Values Coach Culture Mechanic service summarizes some of the most important lessons we have learned about effective cultural transformation and for building a culture of ownership
Want to know what it takes to be a strong leader? Start by effectively leading yourself. Learn the importance of self-leadership and the power you have within yourself. Learn how leading yourself builds confidence and how your new found confidence makes others notice you and how effective you are in your own life. Being an effective leader to yourself begins to prepare you in leading others. After all, if you can’t lead yourself, how can you lead others?
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
Personality, Leadership, and Emotional Intelligence: Strategies and Assessments
Learning objective: Explore the benefits of emotional intelligence
Is your personality and leadership style helping or hurting you? Some studies have shown that emotional intelligence is a better predictor of success than technical or intellectual capacity. Effective leaders invest in a lifelong journey of self- assessment and learning. Not only must they understand the business environment, challenges, and opportunities associated with growth, they also need understanding of how his/her personality, skills, experiences impact people and contribute to goal attainment. Leaders must work on capacity to manage self, have a positive
outlook, and effectively recognize the needs of others. As the complexity of interactions
change, more leaders are forced to use emotional intelligence to cultivate viable relationships with customers and employees. Join us as we assess varying levels of emotional intelligence and explore unique personal skills that will help you continue to develop as a leader.
At the end of this seminar, participants will be able to:
a. Assess current level of emotional intelligence
b. Explore concepts of personality and habits
c. View scenarios and case studies to identify emotionally intelligent strategies
d. Examine the levels of emotional intelligent leadership
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
The 5 dysfunctions of a team: a PowerPoint presentation of Lencioni's bookSusan Tait, CSM
Patrick Lencioni's book is simple to read--but some people need the know-how in 13 fast, simple slides. I created this with real-time stories to show that resistance to new technology was, and would always be, based on a failure to address trust. Having done that, I showed how to run the presentation backwards to start the trust repair process.
This presentation is the last lesson of book A leader with no title by Robin Sharma. Self leadership is all about developed sense of who you are, what you can do, where you are going coupled with the ability to influence your communication, emotions and behaviors on the way to getting there. Hope you will learn a great deal from this slides.
Flexing Your Style: It’s Not About Yoga, it’s About a Better Workplace Colorado State Library
You know your style and are asking “now what?” Expand your social styles knowledge. Practice recognizing different styles, review backup styles and learn when and how to flex your style. Working today involves interacting with both colleagues and patrons, and success depends on the effectiveness of this interaction.
King Hammurabi was the first person who not only realized the importance of balance between accountability and incentives but also defined rules and regulation for workers .His main focus was construction sector .His philosophy of accountability is relevant in todays corporate culture. Fostering the culture of accountability and responsibility is the prime job of organizational leadership.
The three dimensions of Executive Presence:
1. What we do, how we behave and react– (our gravitas)
2. What we say and how we say it– (our communication)
3. How we present ourselves visually – (our appearance)
Executive Presence is more of Emotional Discipline, Presence & Leadership
A slide set giving a basic introduction to business coaching. The fundamental principles of the GROW model are used. This is a model developed by John Whitmore. It has often been built upon and changed but has not been surpassed. That is because the model works!!
This slide set is available as a series of Lightbulb Moments cards. These have been well received as a valuable resource in education, training and coaching.
Lightbulb Moments are free to download from the Ei4Change website. http://goo.gl/qNc5qR
Personality, Leadership, and Emotional Intelligence: Strategies and Assessments
Learning objective: Explore the benefits of emotional intelligence
Is your personality and leadership style helping or hurting you? Some studies have shown that emotional intelligence is a better predictor of success than technical or intellectual capacity. Effective leaders invest in a lifelong journey of self- assessment and learning. Not only must they understand the business environment, challenges, and opportunities associated with growth, they also need understanding of how his/her personality, skills, experiences impact people and contribute to goal attainment. Leaders must work on capacity to manage self, have a positive
outlook, and effectively recognize the needs of others. As the complexity of interactions
change, more leaders are forced to use emotional intelligence to cultivate viable relationships with customers and employees. Join us as we assess varying levels of emotional intelligence and explore unique personal skills that will help you continue to develop as a leader.
At the end of this seminar, participants will be able to:
a. Assess current level of emotional intelligence
b. Explore concepts of personality and habits
c. View scenarios and case studies to identify emotionally intelligent strategies
d. Examine the levels of emotional intelligent leadership
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
The 5 dysfunctions of a team: a PowerPoint presentation of Lencioni's bookSusan Tait, CSM
Patrick Lencioni's book is simple to read--but some people need the know-how in 13 fast, simple slides. I created this with real-time stories to show that resistance to new technology was, and would always be, based on a failure to address trust. Having done that, I showed how to run the presentation backwards to start the trust repair process.
This presentation is the last lesson of book A leader with no title by Robin Sharma. Self leadership is all about developed sense of who you are, what you can do, where you are going coupled with the ability to influence your communication, emotions and behaviors on the way to getting there. Hope you will learn a great deal from this slides.
Flexing Your Style: It’s Not About Yoga, it’s About a Better Workplace Colorado State Library
You know your style and are asking “now what?” Expand your social styles knowledge. Practice recognizing different styles, review backup styles and learn when and how to flex your style. Working today involves interacting with both colleagues and patrons, and success depends on the effectiveness of this interaction.
King Hammurabi was the first person who not only realized the importance of balance between accountability and incentives but also defined rules and regulation for workers .His main focus was construction sector .His philosophy of accountability is relevant in todays corporate culture. Fostering the culture of accountability and responsibility is the prime job of organizational leadership.
The three dimensions of Executive Presence:
1. What we do, how we behave and react– (our gravitas)
2. What we say and how we say it– (our communication)
3. How we present ourselves visually – (our appearance)
Executive Presence is more of Emotional Discipline, Presence & Leadership
A slide set giving a basic introduction to business coaching. The fundamental principles of the GROW model are used. This is a model developed by John Whitmore. It has often been built upon and changed but has not been surpassed. That is because the model works!!
This slide set is available as a series of Lightbulb Moments cards. These have been well received as a valuable resource in education, training and coaching.
Lightbulb Moments are free to download from the Ei4Change website. http://goo.gl/qNc5qR
What is Emotional Intelligence. How to develop your Emotional Intelligence.
Presentation made by Philippe Grall, Executive Coach & Trainer.
President of Equilibre Inc.
www.e-quilibre.jp
Although the study of emotional intelligence is no longer a new topic, many people are still unaware of what EI is. This presentation provides clarification on the subject of emotional intelligence and includes several easy to understand definitions.
Emotional intelligence (EQ), or the capacity to interact with others, is now recognized as a necessary leadership skill — and for good reason. While most EQ research is rooted in academia, the concept has found a welcome home in the workplace. Evidence of its value to professional development and job performance is mounting quickly. Now more than ever, human capital leaders are showing management teams the positive impact of high EQ on employee performance that leads to gains in meaningful business results.
In this session, attendees will learn:
• How EQ is defined
• How to raise awareness and communicate value of EQ to senior leaders
• How a structured training program can be used to increase EQ — leading to positive end results in the workplace
Speaker: Kim Morris Lee, Director, Organizational Effectiveness, University of Illinois at Chicago
Enrollment Is The Start Not The End 2010 Mhs Conference Jan 27Kevin Berry
Presented during the 2010 MHS Conference. The Mission of the MHS is to provide Joint Force Commanders military medical capability for the National Defense, National Security and National Health. Military Treatment Facility leaders can find enrollment optimize solutions through mission analysis.
Introduction to Mindful Lawyering Dr. Rob Durr PhD & Dan DeFoe JD MSDan DeFoe, JD, MS
Psychologist/Law School Instructor and Lawyer/Organization Development Consultant provide brief Introduction to mindfulness in the practice of law which provides definition, discusses applications, cites research and suggests references, and discusses benefits for health, performance and wellness for lawyers.
Lawyers must manage stress. This includes flexibility. The Stress Management Realm of emotional intelligence as measured by the EQ-i 2.0 concerns the ability to be flexible, tolerate stress, and be optimistic. This includes the Flexibility subscale. Flexibility means the ability to adjust emotions, thoughts, and behavior to changing situations and conditions. Here is an example containment strategies, tips, and work-arounds for lawyers and other professionals concerning flexibility and stress management.
If you look at the China's mobile phone market in 2016, you'll realize that one single company commands 39% of market share. This company beats veterans like Lenovo, Huawei, ZTE and high flyer Xiaomi. This company BBK Electronics has 3 brands: Oppo, Vivo and OnePlus. They employ successful business models, chief among them is your offering. Visit www.asiatrainers.com or text to Andy at 65-8201 4347 now
The major killer of modern society is indoor pollution. Now you can get rid of airborne bacteria, virus, mosquotoes, haze, toxic, smoke and also release negative ions into your room when you install Puhua Breathing Wall. This breathing wall is made up of diatomaceous earth, the panacea for your health. Visit us at www.puhua.sg or contact Sales Manager Andy Ng at 65-82014347 now
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
Who is a leader, what is leadership, difference between leadership and management, functions and role and importance of leadership, types of leaders, the trait theory, managerial grid, situational theory of leadership and fielder's contingency theory.
1. Differentiate between leadership and
management.
2. Describe key leadership traits, styles, and
behaviours.
3. Explain the basics of contingency theories of
leadership.
4. Present an overview of transformational and
transactional leadership.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
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ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
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All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
3. TABLE OF CONTENT
S/N Outline Slide number
1 Learning Objectives 4
2 What is Leadership? 5
3 Nature of Leadership 7-10
4 Leadership Across Culture 11
5 Sources of Managerial Power 12
6 Power- Key to Leadership 13-15
7 Empowerment 16
8 Leadership Model 17-21
9 Transactional VS Transformational 22
10 Emotional Intelligence (EQ) 23-24
11 EQ & IQ 25
12 EQ Framework 26
13 EQ & Leadership 27
14 References 28
4. LEARNING OBJECTIVES?
By end of presentation, you will understand:
• The concept of Leadership and its characteristics
• Leadership Styles
• Leadership Models
• Emotional Intelligence
5. What is Leadership?
"Leadership is a process whereby an individual influences a group of individuals to achieve a common goal."-
Peter G. Northouse
‘‘ Leadership is about the relationship between the leader and the people around him or her’’. - Richard Boyatzis
(Professor, Departments of Organizational Behaviour, Psychology, and Cognitive Science, Case Western Reserve
University, Cleveland Ohio, USA)
6. • Caring
• Approachable
• Has Integrity
• Accepting of people
• Respectful
• Affirming
• Understanding
• Enthusiastic
• Thoughtful
Most Common Characteristics
• Bring out the best in people
• Positive
• Supportive
• Has a vision
• Good listener
• Challenging
• Inspiring
• Sense of Humour
7. Personal Leadership Style
The specific ways in which a manager chooses to influence others shapes the way that manager
approaches the other principal tasks of management.
The challenge is for managers at all levels to develop an effective personal management
style.
The Nature of Leadership
8. PERSONAL LEADERSHIP STYLE
8
Autocratic style of leadership
A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits
employee participation
Democratic style of leadership
A leader who involves employees in decision making, delegates authority, encourages participation in
deciding work methods and goals, and uses feedback to coach employees
A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes
the final decision him or herself
A democratic-participative leader often allows employees to have a say in what’s decided
10. The Nature of Leadership
Distinction between managers and leaders
Managers establish and implement procedures to ensure smooth functioning
Leaders look to the future and chart the course for the organization
11. Leadership Across Cultures
Leadership styles may vary among different countries
or cultures.
European managers tend to be more people-oriented than American or Japanese
managers.
Japanese managers are group-oriented, while U.S managers focuses more on
profitability.
13. Power: The Key to Leadership
Legitimate Power
The authority that a manager has by virtue of his or her
position in the firm.
Reward Power
The ability of a manager to give or withhold tangible and
intangible rewards.
Effective managers use reward power to signal to
employees that they are doing a good job.
14. Power: The Key to Leadership
• Coercive Power
The ability of a manager to punish others.
• Examples: verbal reprimand, pay cuts, and dismissal
• Limited in effectiveness and application; can have serious negative side effects.
• Expert Power
• Power that is based on special knowledge, skills, and expertise that the leader possesses.
• Tends to be used in a guiding or coaching manner
15. Power: The Key to Leadership
• Referent Power
Power that comes from subordinates’ and coworkers’ respect , admiration, and loyalty
Possessed by managers who are likable and whom subordinates wish to use as a role model
16. Empowerment: An Ingredient in Modern Mgt
The process of giving employees at all levels in the organization
the authority to make decisions, be responsible for their outcomes,
improve quality, and cut costs :-
• Empowerment increases a manager’s ability to get things
done
• Empowerment increases workers’ involvement, motivation,
and commitment
• Empowerment gives managers more time to concentrate on
their pressing concerns
17. Leadership Models
• Trait Model
Attempt to identify personal characteristics that cause for effective leadership.
Research shows that certain personal characteristics do appear to be connected to effective leadership.
Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these
traits.
18. Leadership Models
Behavioral Model
Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates:-
Consideration: leaders show subordinates they trust, respect, and care about them
Managers look out for the well-being of their subordinates
Do what they can to help subordinates feel good and enjoy the work they perform
Initiating structure: leaders take steps to make sure that work gets done, subordinates perform their work
acceptably, and the organization is efficient and effective
Managers assign tasks to groups and let subordinates know what is expected of them
19. Contingency Models of Leadership
– What makes a manager an effective leader in one situation is
not necessarily what that manager needs to be equally
effective in another situation
– Whether or not a manager is an effective leader is the result
of the interplay between what the manager is like, what he
does, and the situation in which leadership takes place.
20. Contingency Models of Leadership
Fiedler’s Model
Effective leadership is contingent on both the characteristics of the leader and of the situation.
Relationship-oriented style: leaders concerned with developing good relations with their
subordinates and to be liked by them.
Task-oriented style: leaders whose primary concern is to ensure that subordinates perform at a
high level so the job gets done.
21. Fiedler’s Model
• Situation Characteristics
Leader-member relations – extent to which followers like, trust, and are loyal to
their leader
Task structure – extent to which the work to be performed is clear-cut so that a
leader’s subordinates know what needs to be accomplished and how to go about
doing it
Position Power - the amount of legitimate, reward, and coercive power leaders
have due to their position. When positional power is strong, leadership opportunity
becomes more favorable.
22. TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP BEHAVIORS
22
• Transactional Leadership Behaviors
– Use their reward and coercive powers to encourage high performance—they exchange rewards for
performance and punish failure.
– Push subordinates to change but do not seem to change themselves.
• Transformational Leadership Behaviors
– Leadership that makes subordinates aware of the importance of their jobs are for the organization and how
necessary it is for them to perform those jobs as best they can so that the organization can attain its goals.
23. EMOTIONAL INTELLIGENCE (EQ)
“An array of capabilities, competencies and skills that influence one’s ability to
succeed in coping with environmental demands and pressures” Reuven Bar On
It is a factor in determining one’s ability to succeed in life
Relates to potential for performance
24. “We are being judged by a
new yardstick; not just how
smart we are, or by our
training and expertise, but
also how well we handle
ourselves and each other.”
Daniel Goleman, Ph.D.
Working with
Emotional Intelligence
Emotional Intelligence (EQ)
25. HOW DOES EQ DIFFER FROM IQ
EQ focuses on developing an
understanding of and ability to
mange emotions
EQ can be developed and
enhanced through life
Until recent years EQ has been
over looked in predicting a
persons potential for success
IQ focuses upon developing cognitive
abilities and is more academically
orientated
IQ is thought to be established at birth
and cannot be enhanced
IQ has traditionally been used to
predict a persons potential for success
27. EQ AND LEADERSHIP
The Moods of Leaders
• Groups whose leaders experienced positive moods had better coordination.
• Groups whose leaders experienced negative moods exerted more effort.
Emotional Intelligence
• Helps leaders develop a vision for their firm.
• Helps motivate subordinates to commit to the vision.
• Energizes subordinates to work to achieve the vision.
28. References
Bacon, T. & Spear, K. (2003). Adaptive coaching. Mountain View, CA: Davies-Black Publishing.
Bergquist, W. (2004). Appendix D. Professional coaching: A preliminary taxonomy. In the Research Council of the ICCO and
the Research and Development Committee of the ICF, The Stewarship Forum: Research and Theory for Coaching in
Organizations, proposal submitted to Wingspread Foundation.
Bossidy, Larry and Charan, Ram. Execution: The discipline of getting things done. New York: Crown Publishing, 2002.
Boyatzis, R.E. (1982). The competent manager. New York: John Wiley & Sons, Inc.
Buckingham, M. (2005). The one thing you need to know. New York: Free Press.
Charan, R., Drotter, S., & Noel, J. (2001). The leadership pipeline. San Francisco: Jossey-Bass.
Goleman, D. (2004). What makes a leader? Harvard Business Review, 82(1), 82-91.
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership. Boston, MA: Harvard Business School Press.