The document discusses leadership in the insurance industry and proposes situational leadership as an effective strategy. It describes situational leadership theory and the Hersey-Blanchard model, which contends that leadership style depends on followers' readiness levels. Four leadership styles are outlined - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment. It also discusses competency frameworks used by organizations to develop tailored leadership programs.
The document summarizes several normative leadership theories including transformational leadership, transactional leadership, servant leadership, authentic leadership, and aesthetic leadership. Transformational leadership focuses on promoting the interests of followers and inspiring them. Transactional leadership emphasizes protecting self-interests through contingent rewards and management. Servant leadership prioritizes putting followers' needs first. Authentic leadership is defined by self-awareness, balanced processing of information, internal moral values, and transparency. Aesthetic leadership generates strong positive emotions through competence, care for people, and ethical principles.
The document discusses several people management issues faced by organizations:
1. A lack of skilled talent due to longer hiring times and increased need for internal development and recruitment services. This creates competitive advantages for those with better talent management.
2. A need for diversity beyond just numbers, requiring a change in organizational culture.
3. Challenges with attraction and retention of talent as candidates consider more than just compensation, looking also at leadership and company culture. Technology is changing recruitment processes.
4. The importance of leadership in creating a high-performance climate and culture, which contributes significantly to organizational success.
This document discusses risk culture and its importance. It provides examples of major risk events from 1989 to 2012 and defines risk as "the effect of uncertainty on objectives." It then discusses what risk management is and isn't. The rest of the document focuses on defining risk culture, how culture affects risk management, characteristics of a positive risk culture, the board's role in risk culture, and how to change an organization's culture.
This document summarizes a discussion event on effective risk management. It covered topics like defining risk and risk management, achieving objectives by managing risk culture, ethics, and pitfalls. It discussed balancing risks like managed risk taking, performance culture, and avoiding issues. Ensuring the right "risk conversation" throughout an organization was emphasized. Effective risk measurement and establishing an appropriate risk appetite were also addressed. The importance of leadership, governance, and developing a supportive risk culture were highlighted as key to successful risk management.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
This document discusses risk culture and its importance for organizations. It defines risk culture as the values, beliefs, knowledge, attitudes and understanding about risk shared by a group within an organization. A good risk culture allows employees to interact at work as they would socially, which mitigates risks and encourages performance. In contrast, traits of a poor risk culture include poor communication, lack of accountability and indifference. The document provides examples of organizations with both good and poor risk cultures.
The document discusses perspectives from executives on whether leaders are born or made. It finds that most executives believe it is a mix of both nature and nurture. Those who believe leaders are more innate ("Borns") think traits are important, while those who believe leaders are more developed ("Mades") think experiences are important. Both groups believe leadership development opportunities are important. While Borns and Mades share some views of good leadership, Borns tend to focus more on the individual leader while Mades emphasize influencing and developing others.
The document summarizes several normative leadership theories including transformational leadership, transactional leadership, servant leadership, authentic leadership, and aesthetic leadership. Transformational leadership focuses on promoting the interests of followers and inspiring them. Transactional leadership emphasizes protecting self-interests through contingent rewards and management. Servant leadership prioritizes putting followers' needs first. Authentic leadership is defined by self-awareness, balanced processing of information, internal moral values, and transparency. Aesthetic leadership generates strong positive emotions through competence, care for people, and ethical principles.
The document discusses several people management issues faced by organizations:
1. A lack of skilled talent due to longer hiring times and increased need for internal development and recruitment services. This creates competitive advantages for those with better talent management.
2. A need for diversity beyond just numbers, requiring a change in organizational culture.
3. Challenges with attraction and retention of talent as candidates consider more than just compensation, looking also at leadership and company culture. Technology is changing recruitment processes.
4. The importance of leadership in creating a high-performance climate and culture, which contributes significantly to organizational success.
This document discusses risk culture and its importance. It provides examples of major risk events from 1989 to 2012 and defines risk as "the effect of uncertainty on objectives." It then discusses what risk management is and isn't. The rest of the document focuses on defining risk culture, how culture affects risk management, characteristics of a positive risk culture, the board's role in risk culture, and how to change an organization's culture.
This document summarizes a discussion event on effective risk management. It covered topics like defining risk and risk management, achieving objectives by managing risk culture, ethics, and pitfalls. It discussed balancing risks like managed risk taking, performance culture, and avoiding issues. Ensuring the right "risk conversation" throughout an organization was emphasized. Effective risk measurement and establishing an appropriate risk appetite were also addressed. The importance of leadership, governance, and developing a supportive risk culture were highlighted as key to successful risk management.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
This document discusses risk culture and its importance for organizations. It defines risk culture as the values, beliefs, knowledge, attitudes and understanding about risk shared by a group within an organization. A good risk culture allows employees to interact at work as they would socially, which mitigates risks and encourages performance. In contrast, traits of a poor risk culture include poor communication, lack of accountability and indifference. The document provides examples of organizations with both good and poor risk cultures.
The document discusses perspectives from executives on whether leaders are born or made. It finds that most executives believe it is a mix of both nature and nurture. Those who believe leaders are more innate ("Borns") think traits are important, while those who believe leaders are more developed ("Mades") think experiences are important. Both groups believe leadership development opportunities are important. While Borns and Mades share some views of good leadership, Borns tend to focus more on the individual leader while Mades emphasize influencing and developing others.
This presentation was given to visiting Chinese business managers and party members for the California State University Extension University's China Program.
THE POWER OF INFLUENCE: LEADERSHIP STRATEGIES FOR THE EXTRAORDINARY LEADERTom Hood, CPA,CITP,CGMA
This document provides a summary of a leadership conference presentation on strategies for extraordinary leaders. The presentation was given by Tom Hood, CEO of the Maryland Association of CPAs Business Learning Institute, at the 2010 IGAF Worldwide Women's Leadership Conference on CPA Island in Second Life. The presentation focused on the five qualities of extraordinary leaders: sight, insight, create, communicate, and inspire. It also provided a toolkit and practice exercises for developing these leadership qualities using the Insight to Action strategic thinking system.
1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
Regulators and boards have increased their focus on risk culture in light of conduct failures in the financial industry. They expect banks and insurers to foster appropriate risk cultures through actions such as setting the right tone from senior management and boards, strengthening accountability, and aligning incentives and HR policies with risk appetite. Assessing and improving risk culture is an ongoing challenge that requires defining a framework, conducting assessments of current culture, prioritizing initiatives to change behaviors where needed, and continuously monitoring culture over time.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
Blight to the appreciation of common humanity of mankindAlexander Decker
This document discusses the concept of common humanity and leadership. It argues that all humans share a common nature and dignity regardless of attributes like nationality or race. Good leadership can help promote appreciation of our shared humanity, while bad leadership hinders integration. The document reviews perspectives that see personhood as inherently relational and defined by connections between individuals. It concludes that recognizing our equal moral concern for all people, regardless of group, is the logical implication of ethical reasoning and our shared biology as members of the human family.
This document discusses various topics related to leadership, risk mitigation, and competency frameworks. It provides quotes on developing talent, servant leadership, mentoring leaders, and living by high ethical standards. It also discusses Maslow's hierarchy of needs, the importance of spiritual needs and values, having the right policies, and designing and using competency frameworks to develop employees and align performance with organizational strategy.
This document summarizes a presentation on leading risk culture change by Linda Conrad of Zurich, Paul Walker of St. John's University, and Johan Willaert of Agfa Corporate Center. It discusses establishing leadership support for enterprise risk management (ERM), defining the scope of risk initiatives, mapping strategic risks, conducting risk assessments, setting action plans, and periodically reviewing risk management processes. The presentation emphasizes aligning ERM with business strategy, quantifying risks, gaining senior management buy-in, and communicating with stakeholders to develop a proactive risk culture.
Research has found that emotional intelligence (EI) is important for leadership success. Effective leaders use EI to achieve buy-in, trust, and commitment from their teams. They are sensitive to others' feelings and can manage emotions in difficult situations. For example, one leader was able to resolve a conflict between kitchen and service staff by understanding each party's perspective with EI. While technical skills are still important for leaders, EI allows them to motivate and influence others to work towards common goals. Developing EI requires the intention to care about employees' well-being. Leaders who lack EI may be tolerated during good times but struggle during crises when emotions run high.
The document discusses how credit union boards can improve their effectiveness by changing the types of questions they ask and adopting new styles of thinking. It suggests boards currently focus too much on oversight and representation, and not enough on strategic and generative thinking. Drawing from social science research on brain functioning and decision-making, it argues boards must leverage intuition, insights and improvisation, not just analysis, to address today's complex challenges. Embracing strategic and generative thinking can help boards better define problems, envision the future and think more holistically.
Harris - Training and Presentation Descriptions by H3 2016Heather H. Harris
This document provides an overview and descriptions of various training sessions and presentations offered by Heather Holmden Harris of The Holmden Group. The sessions cover topics such as leadership, communication, change management, credit union philosophy, diversity, customer service and sales. For each session, a brief description is given along with references and testimonials from past clients. The sessions are customizable and can be delivered in various formats from 90 minutes to multi-day workshops.
The document summarizes a presentation about understanding the current social and political climate and its implications. It discusses stakeholder relations, reputation management, and the importance of trust and authenticity. It notes that while CSR is important, it may not be enough to change attitudes on its own. Building trust through transparent relationships with key stakeholders is important for reputation and should be a priority.
Global Enterprise Risk Management failed as many organizations did not address the fundamental issue of developing an effective Enterprise Risk Management culture. The Risk Culture Maturity Monitor is an online tool that can accurately measure the level of maturity of an organization's Enterprise Risk Management culture across six operational areas at five different levels. Using outcomes-based reporting, the tool helps organizations identify key areas to focus on to achieve the top level of maturity in developing a mature Enterprise Risk Management culture.
Seven stages of organizational and leadership developmentBarrett Academy
The document outlines Richard Barrett's model of the seven stages of organizational development. It begins by discussing Abraham Maslow's hierarchy of needs theory and how Barrett expanded on this model for organizational development. Barrett's model includes seven stages that organizations progress through as they mature: viability, relationships, performance, evolution, alignment, collaboration, and contribution. Each stage has a different focus area and presents new challenges for organizations and their leaders to master in order to continue evolving. The document provides descriptions of each stage's focus, challenges that can arise if stagnation occurs, and the mindsets required of leaders at each level for continued success.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
This document provides 20 tips for becoming a powerfully influential leader. The top tips include being authentic and admitting mistakes, building trust through transparency and consistency, empowering employees appropriately, and focusing on relationship building over bureaucracy. Influential leaders demonstrate loyalty, give clear expectations, and allocate more resources to average and low performers in order to build their influence throughout the 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 various topics related to leadership including:
1. The key difference between leadership and management is that leadership involves influencing and guiding others while management focuses on maintaining existing systems and structures.
2. Effective leadership requires traits like vision, passion, integrity, trust, and courage. It is also important for leaders to inspire motivation in their teams.
3. Younger generations like Gen X and Gen Y value challenges, opportunities for growth, collaboration, and using the latest technology. Leaders need to adapt their styles to engage these generations.
This presentation was given to visiting Chinese business managers and party members for the California State University Extension University's China Program.
THE POWER OF INFLUENCE: LEADERSHIP STRATEGIES FOR THE EXTRAORDINARY LEADERTom Hood, CPA,CITP,CGMA
This document provides a summary of a leadership conference presentation on strategies for extraordinary leaders. The presentation was given by Tom Hood, CEO of the Maryland Association of CPAs Business Learning Institute, at the 2010 IGAF Worldwide Women's Leadership Conference on CPA Island in Second Life. The presentation focused on the five qualities of extraordinary leaders: sight, insight, create, communicate, and inspire. It also provided a toolkit and practice exercises for developing these leadership qualities using the Insight to Action strategic thinking system.
1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
Regulators and boards have increased their focus on risk culture in light of conduct failures in the financial industry. They expect banks and insurers to foster appropriate risk cultures through actions such as setting the right tone from senior management and boards, strengthening accountability, and aligning incentives and HR policies with risk appetite. Assessing and improving risk culture is an ongoing challenge that requires defining a framework, conducting assessments of current culture, prioritizing initiatives to change behaviors where needed, and continuously monitoring culture over time.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
Blight to the appreciation of common humanity of mankindAlexander Decker
This document discusses the concept of common humanity and leadership. It argues that all humans share a common nature and dignity regardless of attributes like nationality or race. Good leadership can help promote appreciation of our shared humanity, while bad leadership hinders integration. The document reviews perspectives that see personhood as inherently relational and defined by connections between individuals. It concludes that recognizing our equal moral concern for all people, regardless of group, is the logical implication of ethical reasoning and our shared biology as members of the human family.
This document discusses various topics related to leadership, risk mitigation, and competency frameworks. It provides quotes on developing talent, servant leadership, mentoring leaders, and living by high ethical standards. It also discusses Maslow's hierarchy of needs, the importance of spiritual needs and values, having the right policies, and designing and using competency frameworks to develop employees and align performance with organizational strategy.
This document summarizes a presentation on leading risk culture change by Linda Conrad of Zurich, Paul Walker of St. John's University, and Johan Willaert of Agfa Corporate Center. It discusses establishing leadership support for enterprise risk management (ERM), defining the scope of risk initiatives, mapping strategic risks, conducting risk assessments, setting action plans, and periodically reviewing risk management processes. The presentation emphasizes aligning ERM with business strategy, quantifying risks, gaining senior management buy-in, and communicating with stakeholders to develop a proactive risk culture.
Research has found that emotional intelligence (EI) is important for leadership success. Effective leaders use EI to achieve buy-in, trust, and commitment from their teams. They are sensitive to others' feelings and can manage emotions in difficult situations. For example, one leader was able to resolve a conflict between kitchen and service staff by understanding each party's perspective with EI. While technical skills are still important for leaders, EI allows them to motivate and influence others to work towards common goals. Developing EI requires the intention to care about employees' well-being. Leaders who lack EI may be tolerated during good times but struggle during crises when emotions run high.
The document discusses how credit union boards can improve their effectiveness by changing the types of questions they ask and adopting new styles of thinking. It suggests boards currently focus too much on oversight and representation, and not enough on strategic and generative thinking. Drawing from social science research on brain functioning and decision-making, it argues boards must leverage intuition, insights and improvisation, not just analysis, to address today's complex challenges. Embracing strategic and generative thinking can help boards better define problems, envision the future and think more holistically.
Harris - Training and Presentation Descriptions by H3 2016Heather H. Harris
This document provides an overview and descriptions of various training sessions and presentations offered by Heather Holmden Harris of The Holmden Group. The sessions cover topics such as leadership, communication, change management, credit union philosophy, diversity, customer service and sales. For each session, a brief description is given along with references and testimonials from past clients. The sessions are customizable and can be delivered in various formats from 90 minutes to multi-day workshops.
The document summarizes a presentation about understanding the current social and political climate and its implications. It discusses stakeholder relations, reputation management, and the importance of trust and authenticity. It notes that while CSR is important, it may not be enough to change attitudes on its own. Building trust through transparent relationships with key stakeholders is important for reputation and should be a priority.
Global Enterprise Risk Management failed as many organizations did not address the fundamental issue of developing an effective Enterprise Risk Management culture. The Risk Culture Maturity Monitor is an online tool that can accurately measure the level of maturity of an organization's Enterprise Risk Management culture across six operational areas at five different levels. Using outcomes-based reporting, the tool helps organizations identify key areas to focus on to achieve the top level of maturity in developing a mature Enterprise Risk Management culture.
Seven stages of organizational and leadership developmentBarrett Academy
The document outlines Richard Barrett's model of the seven stages of organizational development. It begins by discussing Abraham Maslow's hierarchy of needs theory and how Barrett expanded on this model for organizational development. Barrett's model includes seven stages that organizations progress through as they mature: viability, relationships, performance, evolution, alignment, collaboration, and contribution. Each stage has a different focus area and presents new challenges for organizations and their leaders to master in order to continue evolving. The document provides descriptions of each stage's focus, challenges that can arise if stagnation occurs, and the mindsets required of leaders at each level for continued success.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
This document provides 20 tips for becoming a powerfully influential leader. The top tips include being authentic and admitting mistakes, building trust through transparency and consistency, empowering employees appropriately, and focusing on relationship building over bureaucracy. Influential leaders demonstrate loyalty, give clear expectations, and allocate more resources to average and low performers in order to build their influence throughout the 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 various topics related to leadership including:
1. The key difference between leadership and management is that leadership involves influencing and guiding others while management focuses on maintaining existing systems and structures.
2. Effective leadership requires traits like vision, passion, integrity, trust, and courage. It is also important for leaders to inspire motivation in their teams.
3. Younger generations like Gen X and Gen Y value challenges, opportunities for growth, collaboration, and using the latest technology. Leaders need to adapt their styles to engage these generations.
The document discusses several issues related to 21st century leadership. It begins by introducing the challenges faced by CIO Rob Carter at FedEx. It then outlines five sources of leader power: legitimate, coercive, reward, expert, and referent power. Developing trust is also important, which involves being honest, competent, and inspiring. Empowering employees involves increasing worker decision-making. Leading across cultures requires adjusting leadership style to different national cultures. Effective leadership involves training to develop skills like vision-creation and trust-building. In some situations, certain variables can substitute for leadership behaviors.
As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.
global leaders .different world expectation (1) (1).pptxMona Quenawy
Have you ever worked with someone who knows how to encourage you to make the impossible totally possible? Maybe they seem attuned to what it takes to get the best work out of you, or they’re always ready to share exactly the right thing to make you feel like you can do anything. This highly effective approach to management has a name: charismatic leadership.
As you find yourself moving forward in your career and stepping into management or leadership roles, it helps to choose an approach that meshes with your personality while supporting the company you work for. But it can be difficult to choose and refine a leadership style if you’re unfamiliar with the options that are available to you. By utilizing the knowledge gained from attaining a business degree or by taking online courses, business leaders like you can understand the psychology behind managing teams and utilizing the principles and characteristics of leadership to help refine your charismatic management style
global leaders .different world expectation (1) (1).pptxMona Quenawy
Global leaders face changing expectations from employees as the world of work evolves rapidly. Successful leaders of the future will need new skills like strategic thinking, agility, trust-building, and digital fluency to adapt. They must encourage innovation through psychological safety, make data-driven decisions, and lead virtually while maintaining organizational culture. Above all, good leaders continue learning to meet new challenges through emotional intelligence, inclusion, servant leadership, and resilience.
global leaders .different world expectation (1) (1).pptxMona Quenawy
understand that everything they do directly affects the people they lead. In other words, the best leaders lead with their followers in mind. And one of the most important leadership traits is engaging your followers.Anyone can sit in a corner office and delegate tasks, but there is more to effective leadership than that. Effective leaders have major impacts on not only the team members they manage, but also their company as a whole. Employees who work under great leaders tend to be happier, more productive and more connected to their organization .I think a great leader is one who makes those around them better,” Dana Brownlee, founder of Professionalism Matters, told Business News Daily. “There are many litmus tests for a great leader, but I really look to those around them: Are they growing, becoming better leaders themselves, motivated, etc.?”
If you look around and see that your team members have become disengaged or stagnant in their work, it may be time to reassess and reform your strategies. According to Brownlee, the following behaviors are signs that you may have a poor leadership strategy:
Leadership and social responsibility hardcopyAizell Bernal
This document discusses leadership and social responsibility. It defines leadership and outlines characteristics of quality leaders. It also describes various leadership styles like telling, selling, participating, and delegating. The contingency approach and path-goal approach to leadership are explained. The document also defines social responsibility and discusses arguments for and against businesses' social involvement. It outlines theories of ethical business management and how businesses can institutionalize ethics.
The document discusses various leadership styles and theories of leadership. It describes the autocratic, bureaucratic, democratic, and laissez-faire leadership styles. It also summarizes trait theory, behavioral theories including studies from Iowa, Ohio State, and University of Michigan, the managerial grid theory, contingency theory, path-goal theory, and Likert's four system theory. Additionally, it discusses factors that influence leadership style and problems of leadership in modern industry.
This chapter discusses moral leadership and leadership courage. It explores how leaders can act ethically by focusing on principles like serving others, honesty, and fairness. Leaders set the ethical tone for their organizations and face pressures that challenge their ability to do what is right. The chapter also covers developing moral courage and examining one's own stage of moral development to become a better leader. Ideas like servant leadership that emphasize serving followers are presented as well.
The document discusses theories of leadership that have evolved over time from focusing on individual traits to focusing on processes and teams. It outlines trait theory, behavioral theory, and contingency theory. It then discusses power and influence theories as well as transformational leadership. The document notes that leadership involves managing change and innovation. It contrasts management with leadership and discusses different leadership styles like autocratic, democratic, and laissez-faire. It advocates for collaborative leadership and outlines challenges and advantages. Finally, it provides tips for becoming a more effective leader through dialogue, understanding others' perspectives, and bringing new ideas.
This document discusses various aspects of leadership including definitions, styles, traits, qualities and values. It defines leadership as influencing others to achieve organizational goals through the interaction between leaders, followers and the situation. It describes six main leadership styles and lists some common leadership values. It also discusses entrepreneurial skills and how developing these in youth can help address unemployment issues. Overall it provides a broad overview of different elements that comprise effective leadership.
Wisdom-based leadership is a contemporary approach that emphasizes the integration of knowledge, experience, and discernment to navigate complex challenges and inspire others toward collective goals. Unlike traditional leadership models solely focused on authority or expertise, wisdom-based leadership incorporates deep insights, ethical decision-making, and a long-term perspective to guide organizations and teams toward sustainable success.
The document discusses various theories and styles of leadership. It describes trait theories which examine personality characteristics of leaders, and behavioral theories which propose that leadership can be taught. It also outlines contingency theories like Fiedler's model and situational leadership theory which emphasize that leadership style depends on situational factors. Additionally, it mentions transformational leadership requiring long-term planning and vision, and transactional leadership focusing on management through procedures and rules.
The document provides an overview of leadership concepts including trait theory, behavioral theory, contingency theory, and transformational leadership. It discusses various approaches to leadership such as charismatic, authentic, and situational leadership. It also examines challenges to the concept of leadership including attribution theory and substitutes/neutralizers. The document contains case studies on Reverend Jim Jones and Colleen Barrett to illustrate different types of leadership.
The document discusses the concept of leadership. It defines leadership as a social phenomenon necessary for achieving group objectives through initiatives and responses between people to achieve mutual goals and enrichment over time. Leadership involves influence relationships where leaders and followers intend real changes that reflect their shared purpose. Effective followership and developing followers is also important for organizations to adapt quickly to changes.
An enabler seeks to unlock latent potential in people and help them achieve their goals. Their role is to provide clear direction and encouragement, coach and support people, recognize good performance, ensure ongoing progress, select the right staff, resolve conflicts, encourage innovation, remain unpredictable, and act with integrity. An effective enabler communicates goals, involves people, delegates responsibility, provides honest feedback, and helps correct issues. Their role is to foster individual, team, and strategic excellence through meritocracy, speed, imagination, and excellence in execution.
United Minds’ Forward to Work: Leadership in Uncertain TimesWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Leading in Uncertain Times,” former Chief Human Resources Officer of State Street Capital Alison Quirk and President of United Minds Kate Bullinger discussed:
- The leadership challenge before us
- Profile of a leader in these uncertain times
- What employees need from leadership now
- Preparing leaders for re-entry
- Seizing the long-term reinvention opportunity
Please visit our website for more information: http://unitedmindsglobal.com.
Similar to Leading a professional service organization (20)
United Minds’ Forward to Work: Leadership in Uncertain Times
Leading a professional service organization
1. Leading A Professional Service
Organization
Strategic Leadership Imperatives
in the Insurance Industry.
.Richard O. Ikiebe.
2. Introduction
Leadership has been around for thousands of years
Yet we still are unable to contain it in a single definition
we can all agree on
Leadership is a complex concept which is continuously
evolving
The concept of leadership has many applications and
implications
The result usually depends on the culture and context
in which it is being applied
In recent years, much has been written on Leadership
3. Evolution of Leadership Styles
Leadership thought has evolved over time from
many identifiable styles
Style on its own has applications to different
contexts:
◦ in business, medical, non-profit or charity,
◦ education, religious or spiritual groups and
◦ even at the family level
It is not surprising that most people define
leadership, from their perspective
◦ the version that makes the most sense to them
4. Leadership Theories and Styles
A review of leadership literature reveals an
evolving string of theories, from:
◦ “Great Man” and “Trait” theories to
◦ “Situational” and “Transformational”
leadership.
Early thought focused upon the characteristics
and behaviors of successful leaders
Later thinking begin to consider the role of
followers and the contexts of leadership.
5. Leadership Stock in Short Supply
Leadership has generated so much interest for
one reason: it is in critical short supply
McKinsey & Co. in 2000, surveyed about 7,000
executives. Only 7% could strongly agree that:
“Our Company has enough talented managers
to pursue all or most of its promising
opportunities”
Tom Peters said: “We’re going to see
leadership emerge as the most important
element of business- the attribute that is highest
in demand and shortest in supply”
6. Warren Bennis’s Four Critical
Aspects of Leadership
Adaptive capacity: A sense of resilience,
hardiness, and creativity. The means by which
you seize opportunities
Engage followers: the capacity to engage
followers in shared meaning – to align the (work
force) around a common, meaningful goal
Moral compass: Leaders will have to rely on a
moral compass in order to lead effectively – a
set of principles, a belief system, a set of
convictions
7. Warren Bennis
Self-mastery: Leader must spend quality time
in a continual process of finding out about
who they really are
They must learn their own voice, how they
affect other people, & learning about
emotional intelligence
9. Problem with the Super Leader
Inaddition to the “soft” skills, the leader is also
expected to:
◦ display excellent information processing ,walk the talk,
◦ project management, customer service delivery skills,
◦ build partnerships, proven business political acumen,
◦ show incredible drive and enthusiasm,
◦ have a can do attitude, demonstrates innovation,
◦ creativity and thinks “outside the box”.
10. The Superman Leader
◦ They must be entrepreneurs who identify
opportunities
◦ they like to be challenged and
◦ they’re prepared to take risks
◦ they are people of high moral values – honesty,
integrity, empathy, trust, ethics and valuing diversity.
◦ The leader is expected to show a true concern for
people that is drawn from a deep level of self-
awareness and personal reflection
Itis difficult to find this multi-talented individual
with a wider range of attributes
11. Re-Thinking Leadership
Most leadership thoughts take bearing mostly
from one individual’s success story a rather
than from a more holistic perspective
A school of thought gaining increasing
recognition is that of “dispersed” leadership
It views leadership as a process that is diffuse
throughout an organisation rather than lying
solely with the formally designated ‘leader’
13. Complicated Sector
Former CEO of Groupama, Pierre Lefevre once
said, “People do not understand the insurance
product”
He also said: “Many companies do not value
experience and knowledge”
Regulators are confessing: ‘We have found
that insurance is a hell of a lot more
complicated than banking’
(Leading EU regulator, 2004)
It is always more complicated than we
thought!’
(Andrew Moss, CFO, Aviva)
14. More Complex Than Outsiders Believe
‘Insurance should be simple – you pay
a premium to cover a risk or you put
aside some money for the future.
From the point of view of the
consumer, nothing could be easier.
This apparent simplicity, however,
masks a highly complex industry,
driven by a wide range of different
issues.’
(KPMG 2007)
15. Key Leadership/Management
Challenges
The Very Insurance Business is Different.
“A long term risk business”
Quick quantum loss possible overnight after
long gestation
Law of large numbers good on paper, and if you
can bring in the premiums.
You can’t know which policy will bring down
the house roof
Changing World
The world is riskier, people are more risk
averse
Economy uncertain, & IT is complex, poor and
shifting regulatory quick sand
16. The Leadership Challenge
Lack of Understanding.
Offers intangible and suspicious business
proposition.
The average customer an unwilling purchaser
Complex pricing and claim issues
The Sins of the Haunting Past.
Insurance is scam. Fraud stories abundant
Ethical (Integrity & trust) are a collective industry
problem.
Too hot for any one leader to deal with. Yet it
affects each leader differently and separately
The Unsteady Cycle. Up today, down
tomorrow. False highs. Real lows! Forced to
count the chicks too early
17. The Leadership Challenge
Marketing –
Limited product lines, mostly generic. Hard to
differentiate yourself
Market power in the hands of branded
intermediaries. Agents. Banks. Affinity groups.
When it’s good they get the credit. When it’s
bad, you carry the short end of the stick
Regulation and Government
How do you deal with an activist regulator?
Comparing chickens with duck – banks and
insurance companies
Poor understanding of the real world of
underwriting risks not text book knowledge
18. The Leadership Challenge
Vanishing Intellectual Capital.
Poor strategists. Deadwoods manning posts.
Known bad eggs still in business. Will you hire a
competent bad egg? Management fraud. No
investment in continuous training. Failure to
retain experience staff.
Growth Pressures – to be like others
Intimidating pressures make leaders think they
are smarter than they really are and they do
insane things
Underwriters take risks beyond acceptable
limits
Staff write risks with bad finger prints all over it
19. Dickinson A. Walker
In August 2008, Walker observed that:
The industry is taking on more uncertainty
◦ the world is riskier
◦ more concentration of value
◦ more complexity
◦ compensation culture
Most failures involve management failure
◦ poor strategy
◦ lack of integrity
◦ short-termism
The industry is taking on more uncertainty
◦ the world is riskier
◦ more concentration of value
◦ more complexity
◦ compensation culture
20. Central issues
The central issues in insurance today are:
leadership, strategy and knowledge
◦ Consumers of insurance products, regulators,
the media and even insurance professionals
suffer from knowledge gap
The gap in leadership knowledge is more
profound because with the right
leadership, the other two will seize to
exist
22. Dispersed Leadership
In today's complex insurance sector leadership
must be dispersed at all levels of the
organization
Engage in shared leadership beyond
empowerment and delegation
Share knowledge. Renew and regenerate values
and beliefs
Release individual potentials for the benefit of all
Motivate and give strategic direction
Leadership is a lifelong development process
Leaders must hold itself accountable
23. The Situational School
Earlier theories on leadership give little
guidance as to what constitutes effective
leadership in different situations.
Researchers have found that no one leadership
style is right for every manager under all
circumstances
New thinking indicate that style is contingent
upon such factors as:
◦ the situation, the people, the task, the
organization, and other variables.
24. The Hersey-Blanchard Model
Blanchard and Hersey insist that the
developmental levels of subordinates play the
greatest role in determining which leadership
styles are most appropriate
A leader must provide direction, or social
or emotional support in a given the
situation, and depending on the "level of
maturity" of the follower
This way the entire system is supported
vertically as well as horizontally
25. The Situational Leader
“Situational Leadership is not something
you do to People
But something you do with people…
applying different strokes for different folks”
26. Four-Style Leadership
For Blanchard one of the key variables, in
determining the appropriate leadership style, is
the readiness of the subordinate(s)
This model proposes four leadership styles:
Directing, Coaching, Supporting &Delegating
One leader can apply all these to different
individuals at the same time
“When the best Leader’s work is done, the people will
say: we did it ourselves.”
27. Directing
The Leader provides specific direction
and closely monitors task
accomplishment
This style is best matched with a low
follower readiness level
“Everyone Is A Potential High Performer
Some People Just Need A Little Help Along The
Way”
28. Coaching
The leader continues to direct and closely
monitor task accomplishment
He explains decisions, solicits suggestions, and
supports progress
He encourages two-way communication and
helps build confidence. He motivates.
He retains responsibility for, and controls
decision making.
Coaching style is best matched with a moderate
follower readiness level.
29. Supporting
The leader facilitates and supports
subordinate’s efforts toward task
accomplishment
He shares responsibility for decision-making
with them. The relationship is not directive or
coaching
Participating style is best matched with a
moderate follower readiness level
“Everyone has peak performance potential –You just
need to know where they are coming from and
meet them there”
30. Delegating
The leader turns over responsibility for decision-
making and problem-solving to follower
Both are competent and motivated to take
responsibility.
Appropriate for leaders whose followers are
matured and ready to accomplish a particular task.
The leader determines the appropriate leadership
style to use in a given situation.
He must first determine the competency level of the
followers in relation to the specific task.
31. Competency Framework
Organisations now go to great effort and
expense to develop their own leadership
framework
There is no more a “one size that fits all”
The leadership competency framework is an
integral element of the leadership development
process
32. Competency Framework
It is hands-on company-wide leadership
programme – used to define content and
mechanism of delivery
It helps mentors and individuals measure and
explore level of development
It forms the basis of the 360-degree feedback
process
◦ to monitor their progress,
◦ identify personal learning and development needs,
and
◦ underlies assessment and appraisals.
33. The Nokia Approach
Fluid organizational architecture
Leadership operated as a team; open and
approachable.
They set an example of teamwork throughout the
organization.
Value-based leadership rather than control through
rigorous processes was the model
Project teams form and dissolve easily. Provided
people opportunity to work and build intra-firm
networks
The firm promoted values of customer satisfaction &
respect for the individual
Achievement, and continuous learning were acted
upon consistently.”
34. US Marine Corps
US Marine makes leadership development
at all levels a priority.
Personal leadership by all Marines is an
ethic that is constantly on the agenda.
It is reflected:
◦ in continual training,
◦ in the culture of daily life,
◦ celebrating what the Corps values most: honour,
initiative, and accomplishment by the team.
35. The Approach of AstraZeneca
The AstraZeneca leadership provide a
link between its business priorities and
values:
◦ respect for the individual and for diversity
◦ openness, honest, trust and support for
each other
◦ integrity and high ethical standards; and
◦ leadership by example at all levels
36. The Approach of AZ
AZ has seven key capabilities:
◦ Provides clarity about strategic direction
◦ Develops people
◦ Demonstrates personal conviction
◦ Builds self-awareness
◦ Builds relationships
◦ Ensures commitment
◦ Focuses on delivery
37. The Approach of Shell
Shell’s
Leadership Framework has nine key
elements:
◦ Build Shared Vision
◦ Motivate, Coach & Develop next level leaders
◦ Champion Customer Focus
◦ Maximise Business Opportunities
◦ Demonstrate Professional Mastery
◦ Display Personal Effectiveness
◦ Demonstrate Courage
◦ Values Differences
◦ Deliver Results