Leading presentation
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The document discusses various approaches and styles of leadership. It describes leadership as influencing others to work towards organizational goals. Leaders can influence others through different bases of power such as legitimate, reward, coercive, referent, and expert power. Leadership styles discussed include employee-oriented, task-oriented, participative, free-rein, autocratic, and consultative. Contingency approaches consider which leadership practices are appropriate for different situations. The path-goal model also examines how leadership impacts motivation.
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Chapter 10 Becoming an Effective LeadermangostockShutterstock
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mangostock/Shutterstock
Learning Objectives
After reading and studying this chapter and completing the exercises, you should be able to
1. Identify key leadership traits for personal development.
2. Develop several attitudes and behaviors that will help you appear charismatic.
3. Develop your team leadership skills.
4. Understand how you can develop your leadership potential.
Patricia Elizondo holds the position of senior vice president for Global Sales Integration at Xerox Corporation, and she is therefore a business executive with enormous responsibility. Her key leadership principle focuses on how she can help other people: “Constant learning, sharing, and reaching out to help others succeed.” Among the accolades she has received is recognition as a member of Hispanic Business Magazine’s Top 25 Elite.
Elizondo believes that a key role of a leader is to make a difference one employee at a time, such as helping an employee develop new skills or get promoted. Lora J. Villarreal, executive vice president and chief people officer at Xerox, had this to say about Elizondo: “Patricia exceeds the qualities of an executive leader. She constantly demonstrates perseverance, commitment, and willingness to go beyond the call of duty in all undertakings.”
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12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increas.docx
12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increase My Effectiveness? © 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors. MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 12.1POWER AND ITS BASIC FORMS MAJOR QUESTION: What are the basic forms of power and how can they help me achieve my desired outcomes? 12.2POWER SHARING AND EMPOWERMENT MAJOR QUESTION: How can sharing power increase my power? 12.3EFFECTIVELY INFLUENCING OTHERS MAJOR QUESTION: How do my influence tactics affect my personal effectiveness? 12.4POLITICAL TACTICS AND HOW TO USE THEM MAJOR QUESTION: What are the many forms of politics, and how can understanding them make me more effective at school, at work, and socially? 12.5IMPRESSION MANAGEMENT MAJOR QUESTION: Do I seek only to impress, or to make a good impression? INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Power, influence, and politics are some of the most common means by which you affect the behavior of others and they affect yours. Learning these tools will increase your effectiveness in managing individual, group, and organizational level outcomes. Page 403 winning at work MAKE MEETINGS WORK FOR YOU “If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be ‘meetings.’”1 This cynical and funny quote resonates with employees everywhere. You’ve probably never heard, nor ever will hear, somebody pleading for more meetings. One estimate is that the average worker spends four hours a week in meetings and feels that at least half that time is wasted.2 Even worse, a sample of CEOs revealed that they spend on average 18 hours per week in meetings.3 Yet despite the pain, we know that people need to meet, and when managed effectively, groups and teams of people can accomplish great things. We therefore give you some practical tools to get the most out of your meetings, colleagues, and your time. And in the process everybody will appreciate you even more. LET’S START WITH COMMON COMPLAINTS Three of the most common complaints are that meetings: 1.Are unnecessary. 2.Don’t accomplish much. 3.Are too long. Smartphones only make this worse, as people are commonly distracted (busy texting) until they are asked to speak. WHAT TO DO 1.Make and distribute an agenda. Do more than simply state purpose, day, time, and location. Also tell participants specifically what they need to do to prepare. 2.Set and communicate a goal for the meeting. Tell participants in advance, and when you convene, what the end will look like. Explain what you want to accomplish by the time you conclude the meeting, such as a decision or plan of action. 3.Assign responsibilities. Assign roles and responsibilities for the meeting itself, and then verbally assign expectations for who is to do what as follow-up or next steps. 4.Set a time limit. Some experts suggest that m ...
How to make sure your structure is built for good, not evil.
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The Leadership Development Crisis
A detailed look at why so many leaders in companies all over America keep failing and how to solve this crisis.
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Pagpili at Paglimita ng Paksa ng Pananaliksik
Ang Filipino 2 ay tungkol sa Pagbasa at Pagsulat tungo sa Pnanaliksik. Nilalayon nito ang kasanayan ng pagbasa at pagsulat sa iba-ibang disiplin. Kailangang matuto ang mga mag-aaral ng paggamit sa Filipino nang higit na mataas, kritikal, at lojikal na pag-iisip.
Nilalayon pa rin ng sulating ito ang maipakita ang higit na mataas na pangkomunikasyong kakayanan ng akademik na rejister sa Filipino ng mga makro. Pangalawa, magamit ang mga kaalaman at kasanayan ng mapanuring pagbasang nakatuon sa teksto at konteksto ng mga diskors sa iba-ibang disiplin. Pangatlo, matukoy ang mga hakbang ng pananaliksik. At ang huli, magamit nang mahusay ng pagbuo sa isang sulating pananaliksik ang Filipino.
Kahalagahan ng Pnanaliksik
Ang Filipino 2 ay tungkol sa Pagbasa at Pagsulat tungo sa Pnanaliksik. Nilalayon nito ang kasanayan ng pagbasa at pagsulat sa iba-ibang disiplin. Kailangang matuto ang mga mag-aaral ng paggamit sa Filipino nang higit na mataas, kritikal, at lojikal na pag-iisip.
Nilalayon pa rin ng sulating ito ang maipakita ang higit na mataas na pangkomunikasyong kakayanan ng akademik na rejister sa Filipino ng mga makro. Pangalawa, magamit ang mga kaalaman at kasanayan ng mapanuring pagbasang nakatuon sa teksto at konteksto ng mga diskors sa iba-ibang disiplin. Pangatlo, matukoy ang mga hakbang ng pananaliksik. At ang huli, magamit nang mahusay ng pagbuo sa isang sulating pananaliksik ang Filipino.
Pananaliksik
Ang Filipino 2 ay tungkol sa Pagbasa at Pagsulat tungo sa Pnanaliksik. Nilalayon nito ang kasanayan ng pagbasa at pagsulat sa iba-ibang disiplin. Kailangang matuto ang mga mag-aaral ng paggamit sa Filipino nang higit na mataas, kritikal, at lojikal na pag-iisip.
Nilalayon pa rin ng sulating ito ang maipakita ang higit na mataas na pangkomunikasyong kakayanan ng akademik na rejister sa Filipino ng mga makro. Pangalawa, magamit ang mga kaalaman at kasanayan ng mapanuring pagbasang nakatuon sa teksto at konteksto ng mga diskors sa iba-ibang disiplin. Pangatlo, matukoy ang mga hakbang ng pananaliksik. At ang huli, magamit nang mahusay ng pagbuo sa isang sulating pananaliksik ang Filipino.
Disenyo ng Pananaliksik
Ang Filipino 2 ay tungkol sa Pagbasa at Pagsulat tungo sa Pnanaliksik. Nilalayon nito ang kasanayan ng pagbasa at pagsulat sa iba-ibang disiplin. Kailangang matuto ang mga mag-aaral ng paggamit sa Filipino nang higit na mataas, kritikal, at lojikal na pag-iisip.
Nilalayon pa rin ng sulating ito ang maipakita ang higit na mataas na pangkomunikasyong kakayanan ng akademik na rejister sa Filipino ng mga makro. Pangalawa, magamit ang mga kaalaman at kasanayan ng mapanuring pagbasang nakatuon sa teksto at konteksto ng mga diskors sa iba-ibang disiplin. Pangatlo, matukoy ang mga hakbang ng pananaliksik. At ang huli, magamit nang mahusay ng pagbuo sa isang sulating pananaliksik ang Filipino.
Most famous paintings of all time
The document summarizes information on 15 famous paintings by notable artists. It provides brief descriptions of each painting including the title, artist, date, subject matter, and key details. Some of the paintings discussed include The Last Supper by Leonardo da Vinci, The School of Athens by Raphael, Mona Lisa by Leonardo da Vinci, The Starry Night by Vincent van Gogh, and Guernica by Pablo Picasso. The document aims to concisely summarize the essential facts about these iconic artworks.
PANIMULANG LINGGWISTIKA : Ang Pagsasalita
Filipino 53:
Panimulang Linggwistika
Kabanata III: Ang Pagsasalita
Inihanda ni:
John Lester Combong
AB-Filipino
Mindanao State University - Gensan
Thesis
CREATED BY:
JeyEll Combong
Facebook: Jey-Ell Combong
Follow me on Twitter: @JohnCombong
E-mail: johnlestercombong@gmail.com
PARAGRAPH AND ESSAYS
CREATED BY:
JeyEll Combong
Facebook: Jey-Ell Combong
Follow me on Twitter: @JohnCombong
E-mail: johnlestercombong@gmail.com
PARAGRAPH EMPHASIS
CREATED BY:
JeyEll Combong
Facebook: Jey-Ell Combong
Follow me on Twitter: @JohnCombong
E-mail: johnlestercombong@gmail.com
Emphasis
The document discusses emphasis in paragraph composition, noting that the important ideas should stand out. It identifies three devices used to achieve emphasis: emphasis by proportion, where subordinate ideas receive less substance and important ideas receive more; emphasis by pause, using chapter divisions, paragraph breaks, and punctuation; and emphasis by position, where emphasis is usually placed at the beginning and end of paragraphs, which are considered crucial points.
THE ASTRONOMY GAME
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ASTRONOMY
FOR OTHER ASTRONOMY RELATED TOPICS:
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ASTRONOMY ''THE SUN''
FOR OTHER ASTRONOMY RELATED TOPICS:
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ASTRONOMY
for the first part Go To:
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ASTRONOMY (SOLAR SYSTEM)
The Solar System consists of the Sun and everything orbiting around it due to its gravitational pull. It contains orderly arrangements of planets and smaller bodies like asteroids and comets moving with remarkable precision in orbits around the Sun. There are various theories for the origin of the Solar System, including the Sun once having a companion star that exploded, or the system beginning as a vast cloud of dust and gas that condensed and spun over time. The Solar System contains inner and outer planets of varying sizes, periods of revolution and rotation, as well as smaller bodies like asteroids and comets.
ASTRONOMY (THE UNIVERSE)
1) The document discusses the origin of the universe according to the Big Bang theory. It describes how the universe began as a very small, dense point and has been expanding ever since.
2) The Big Bang theory gained support in 1964 with the discovery of cosmic microwave background radiation by Penzias and Wilson. This provided evidence that the universe had a hot, dense beginning.
3) The theory proposes that nearly 14 billion years ago, the entire visible universe was condensed into a very high density and high temperature condition, and then began rapidly expanding.
ASTRONOMY
Astronomy is the scientific study of celestial objects and phenomena that originate outside Earth's atmosphere. It includes studying stars, planets, moons, nebulae, galaxies, and other astronomical objects as well as their evolution, physics, chemistry, and interactions. Related fields include cosmology, which studies the universe as a whole, and astrophysics which applies physics to astronomical objects and phenomena. Astronomy uses various methods of observation across the electromagnetic spectrum from radio to gamma rays. Some important astronomers mentioned include Galileo, who made early observations with telescopes and contributed to the scientific revolution, Hipparchus who created one of the first star catalogs, Edwin Hubble who discovered galaxies outside the Milky Way, and Johannes Kepler who explained the motions of planets
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
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对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Leading presentation
- 1. CHAPTER 10
- 2. A LEADER IS ONE WHO KNOWS THE WAY, GOES THE WAY, AND SHOWS THE WAY.
- 4. LEADING is that management function which involves influencing others to engage in the work,behaviors necessary to reach organizational goals.
- 6. MAINTAIN EFFECTIVE WORK FORCES REQUIRED TO PERFORM LEADERSHIP ROLES TO BE ABLE TO INFLUENCE OTHERS POWER REFERS TO THE ABILITY OF A LEADER TO EXERT FORCE ON ANOTHER.
- 9. LEADERSHIP MAY BE REFFERED TO US THE PROCESS OF INFLUENCING ANG SUPPORTING OTHERS TO WORK ENTHUSIASTICALLY TOWARD ACHIEVING OBJECTIVES. LEADERSHIP IS EXPECTED OF ANY MANAGER INCHARGE OF ANY UNIT OR DIVISION. ONE CANNOT EXPECT A UNIT OR DIVISION TO ACHIEVE OBJECTIVES IN THE ABSENCE OF EFFECTIVE LEADERSHIP EVEN IF A NOMINAL LEADER IS PRESENT,IF HE IS NOT FUNCTIONING PROPERLY, NO UNIT OR DIVISION OBJECT CAN BE EXPECTED TO BE ACHIEVED.
- 10. TRAITS OF EFFECTIVE LEADERS THE DESIRE TO LEAD PERSONAL INTEGRITY SELF CONFIDENCE ANALYTICAL ABILITY OR JUDGEMENT KNOWLEDGE OF THECOMPANY,INDUSTRY OR TECHNOLOGY CHARISMA CREATIVITY FLEXIBILITY
- 14. BEHAVIORAL APPROACHES TO LEADERSHIP STYLES ACCORDING TO WAYS LEADERS APPROACH PEOPLE TO MOTIVATE THEM ACCORDING TO THE WAY THE LEADER USES POWER ACCORDING TO THE LEADERS ORIENTATION TOWARS TASKS AND PEOPLE POSITIVE LEADERSHIP AUTOCRATIC EMPLOYEE ORIENTATION TASK ORIENTATION PARTICIPATIVE FREE-REIN NEGATIVE LEADERSHIP
- 15. A LEADER IS SAID TO BE EMPLOYEE ORIENTED WHEN HE CONSIDERS EMPLOYEES AS HUMAN BEINGS OF INTRINSIC IMPORTANCE AND WITH INDIVIDUAL AND PERSONAL NEEDS TO SATISFY. A LEADER IS SAID TO BE TASK ORIENTED IF HE PLACES STRESS ON PRODUCTION AND THE TECHNICAL ASPECTS OF THE JOB AND THE EMPLOYEE ARE VIEW AS THE MEANS OF GETTING THE WORK DONE.
- 16. CONTINGENCY APPROACHES TO LEADERSHIP STYLES THE CONTINGENCY APPROACH REFERS TO THAT EFFORT TO DETERMINE THROUGH RESEARCH WHICH MANAGERIAL PRACTICES AND TECHNIQUES ARE APPROPRIATE IN SPECIFIC SITUATION.
- 19. PATH GOAL MODEL OF LEADERSHIP
- 20. THE WAY THAT THESE FACTORS IMPACT ON YOU HELPS YOU DETERMINE THE BEST LEADERSHIP AND DECISION-MAKING STYLE TO USE. VROOM-JAGO DISTINGUISHES THREE STYLES OF LEADERSHIP, AND FIVE DIFFERENT PROCESSES OF DECISION-MAKING THAT YOU CAN CONSIDER USING: AUTOCRATIC – YOU MAKE THE DECISION AND INFORM OTHERS OF IT. THERE ARE TWO SEPARATE PROCESSES FOR DECISION MAKING IN AN AUTOCRATIC STYLE: PROCESS: AUTOCRATIC 1(A1) – YOU USE THE INFORMATION YOU ALREADY HAVE AND MAKE THE DECISION AUTOCRATIC 2 (A2) – YOU ASK TEAM MEMBERS FOR SPECIFIC INFORMATION AND ONCE YOU HAVE IT, YOU MAKE THE DECISION. HERE YOU DON'T NECESSARILY TELL THEM WHAT THE INFORMATION IS NEEDED FOR. CONSULTATIVE – YOU GATHER INFORMATION FROM THE TEAM AND OTHER AND THEN MAKE THE DECISION. PROCESS: CONSULTATIVE 1 (C1) – YOU INFORM TEAM MEMBERS OF WHAT YOU'RE DOING AND MAY INDIVIDUALLY ASK OPINIONS, HOWEVER, THE GROUP IS NOT BROUGHT TOGETHER FOR DISCUSSION. YOU MAKE THE DECISION. CONSULTATIVE 2 (C2) – YOU ARE RESPONSIBLE FOR MAKING THE DECISION, HOWEVER, YOU GET TOGETHER AS A GROUP TO DISCUSS THE SITUATION, HEAR OTHER PERSPECTIVES, AND SOLICIT SUGGESTIONS. COLLABORATIVE – YOU AND YOUR TEAM WORK TOGETHER TO REACH A CONSENSUS. PROCESS: GROUP (G2) – THE TEAM MAKES A DECISION TOGETHER. YOUR ROLE IS MOSTLY FACILITATIVE AND YOU HELP THE TEAM COME TO A FINAL DECISION THAT EVERYONE AGREES ON.
- 21. REPORTERS: COMBONG , JEARELYN D. ELORZA , SARAH JEAN R. ROBLES , WILROSE B. COSTAN , JOEZEL D.