20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
The difference between great and brilliant leaders is the ability to influence. Here are 20 ways to boost your leadership influence and power through leveraging leadership trust.
Leadership: How to Become a Trusted LeaderMike Armour
The twin goals of trust-centered leadership are to maximize the trust in you as a leader and to maximize trust throughout your organization.
It's no secret. Trust is at historic lows in American culture. And nowhere is the trust-deficit more pronounced than with government, corporate, and institutional leadership.
In a historic moment such as this, executives, managers, and leaders everywhere must become more purposeful in creating high-trust cultures within their organizations.
Dr. Mike Armour's book Leadership and the Power of Trust is a comprehensive guide to the practice of trust-centered leadership. This presentation summarizes nine of the guiding principles from his book.
Trust-centered leadership rests on the fundamental concept that, contrary to our common expression, we cannot truly earn trust. Trust is not something we earn, but something bestowed on us by others.
If those we lead withhold their trust, we are powerless to compel them to change their minds. The choice of whether to trust a leader or withhold that trust is the one place that employees and workers are 100% empowered.
Thus, astute leaders approach their role with an eye to removing any impediments to trust. They evaluate every decision, every action, and every decision in terms of its potential for enhancing or hindering trust.
Trust-centered leadership does not replace other styles of leadership. Rather, it works alongside them to enhance the leader's credibility, leverage, and impact.
What is the definition of trust. If this was a live presentation and I were able to share your answer to this question there would be several definitions of the word trust. The most common definitions is confidence.Wtih the increasing focus on ethics in our society, the character side of trust is becoming more and more important and also competencies is equally essential
The new workplace is collaborative, social and fast moving. Traditional approaches to performance management don't work in this new world of work. Yet skills, ongoing development and a purpose are needed now more than ever.
This Slideshare looks at why Agile Performance Management is needed, how we got here and how it works.
Further information about Agile Performance Management can be found at http://www.cognology.com.au/agile-performance-management/
“High-Performance” used to describe race-car engines or elite athletes. Now it is an aspiration for Corporate Managers.
Here we give you an overview of the five essential ingredients for creating and sustaining high performing teams and a practical tool for implementing it in your company or organisation. We call it the PRISM.
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
The difference between great and brilliant leaders is the ability to influence. Here are 20 ways to boost your leadership influence and power through leveraging leadership trust.
Leadership: How to Become a Trusted LeaderMike Armour
The twin goals of trust-centered leadership are to maximize the trust in you as a leader and to maximize trust throughout your organization.
It's no secret. Trust is at historic lows in American culture. And nowhere is the trust-deficit more pronounced than with government, corporate, and institutional leadership.
In a historic moment such as this, executives, managers, and leaders everywhere must become more purposeful in creating high-trust cultures within their organizations.
Dr. Mike Armour's book Leadership and the Power of Trust is a comprehensive guide to the practice of trust-centered leadership. This presentation summarizes nine of the guiding principles from his book.
Trust-centered leadership rests on the fundamental concept that, contrary to our common expression, we cannot truly earn trust. Trust is not something we earn, but something bestowed on us by others.
If those we lead withhold their trust, we are powerless to compel them to change their minds. The choice of whether to trust a leader or withhold that trust is the one place that employees and workers are 100% empowered.
Thus, astute leaders approach their role with an eye to removing any impediments to trust. They evaluate every decision, every action, and every decision in terms of its potential for enhancing or hindering trust.
Trust-centered leadership does not replace other styles of leadership. Rather, it works alongside them to enhance the leader's credibility, leverage, and impact.
What is the definition of trust. If this was a live presentation and I were able to share your answer to this question there would be several definitions of the word trust. The most common definitions is confidence.Wtih the increasing focus on ethics in our society, the character side of trust is becoming more and more important and also competencies is equally essential
The new workplace is collaborative, social and fast moving. Traditional approaches to performance management don't work in this new world of work. Yet skills, ongoing development and a purpose are needed now more than ever.
This Slideshare looks at why Agile Performance Management is needed, how we got here and how it works.
Further information about Agile Performance Management can be found at http://www.cognology.com.au/agile-performance-management/
“High-Performance” used to describe race-car engines or elite athletes. Now it is an aspiration for Corporate Managers.
Here we give you an overview of the five essential ingredients for creating and sustaining high performing teams and a practical tool for implementing it in your company or organisation. We call it the PRISM.
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
Empowerment the “art” of creating constantly an organization of your own ch...LeadersNet.co.il
מצגת פאור פוינט באנגלית, חלק מהרצאה בנושא: העצמה במערכות בריאות. הוצג בכנס הבינלאומי הראשון לניהול בסיעוד שנערך בפמוקלה תורכיה בחודש נובמבר 2001. מאת: מעיין אמיתי, יועץ ארגוני
במכון מנהיגות, ייעוץ לארגונים לומדים.
Teams of all shapes and sizes benefit from Team Clock: Which team best describes you?
-High performing team wishing to perform better.
-Under-performing team unaware of the reasons.
-Dysfunctional team experiencing unhealthy interactional dynamics.
-Team experiencing significant change.
Teams that excel have important features in common. They invest in a common vision. They value differences as strengths. They manage conflict respectfully to build trust. They take smart risks to innovate. They adapt to change and reinvest in new circumstances. They hold themselves accountable for healthy team structure.
Driving Higher Performance: Leadership and Development Tools to Positively Im...Human Capital Media
These days, most leaders and organizations are seeking to drive higher performance. However, very few of them really take in consideration today’s dynamic and multigenerational workplace and the fact that employees have higher expectations for their leaders and organizations. These expectations go beyond the single focus of making a profit to include a conscious culture, meaningful work and purpose and an opportunity to make a positive contribution toward customers, employees and society.
Though more than $156.2 billion was spent on employee learning, as previously reported by U.S. organizations, industry reports show that most organizations have focused on developing technical competencies. Although technical competencies are highly important, a variety of industry reports currently show gaps in leadership development, soft or essential business skills and employee engagement.
Dr. Job Thomas
Reader in Civil Engineering, School of Engineering
Cochin University of Science and Technology
Cochin -22, email: job_thomas@cusat.ac.in
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
In this presentation, attendees will:
- Explore new research that proves just rarely leaders excel at both relationships and results
- Learn how HR leaders play a key role in ending the harmful myth of the heroic, do-it-all leader
- Discover how HR can support the establishment of a more collaborative, more effective model of leadership
- See how a strategic shift toward a culture of shared leadership can help you retain top talent and yield better outcomes for your organization
Empowerment the “art” of creating constantly an organization of your own ch...LeadersNet.co.il
מצגת פאור פוינט באנגלית, חלק מהרצאה בנושא: העצמה במערכות בריאות. הוצג בכנס הבינלאומי הראשון לניהול בסיעוד שנערך בפמוקלה תורכיה בחודש נובמבר 2001. מאת: מעיין אמיתי, יועץ ארגוני
במכון מנהיגות, ייעוץ לארגונים לומדים.
Teams of all shapes and sizes benefit from Team Clock: Which team best describes you?
-High performing team wishing to perform better.
-Under-performing team unaware of the reasons.
-Dysfunctional team experiencing unhealthy interactional dynamics.
-Team experiencing significant change.
Teams that excel have important features in common. They invest in a common vision. They value differences as strengths. They manage conflict respectfully to build trust. They take smart risks to innovate. They adapt to change and reinvest in new circumstances. They hold themselves accountable for healthy team structure.
Driving Higher Performance: Leadership and Development Tools to Positively Im...Human Capital Media
These days, most leaders and organizations are seeking to drive higher performance. However, very few of them really take in consideration today’s dynamic and multigenerational workplace and the fact that employees have higher expectations for their leaders and organizations. These expectations go beyond the single focus of making a profit to include a conscious culture, meaningful work and purpose and an opportunity to make a positive contribution toward customers, employees and society.
Though more than $156.2 billion was spent on employee learning, as previously reported by U.S. organizations, industry reports show that most organizations have focused on developing technical competencies. Although technical competencies are highly important, a variety of industry reports currently show gaps in leadership development, soft or essential business skills and employee engagement.
Dr. Job Thomas
Reader in Civil Engineering, School of Engineering
Cochin University of Science and Technology
Cochin -22, email: job_thomas@cusat.ac.in
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
In this presentation, attendees will:
- Explore new research that proves just rarely leaders excel at both relationships and results
- Learn how HR leaders play a key role in ending the harmful myth of the heroic, do-it-all leader
- Discover how HR can support the establishment of a more collaborative, more effective model of leadership
- See how a strategic shift toward a culture of shared leadership can help you retain top talent and yield better outcomes for your organization
A winning mentality can play a vital role in the success or failure of any project or task. As a manager you can be instrumental in creating a winning mentality that ultimately ensures the success of you and your team.
Organizational Confidence, how and when, a full research about how organizational confidence can change our behavior through multi-stages of actions and reactions.
Leadership mamagemenet training is developed as a solution to people who need to reinforce their leadership skills development. Such someone is searching for ways that to attain the utmost results from the individuals whom she is predicted to guide and lead expeditiously by example.
Respond to…According to Northouse (2018), bass identified th.docxwilfredoa1
Respond to…
According to Northouse (2018), bass identified the following four transformational leadership factors:
1. Idealized Influence is the component of leadership where a leader leads in a way that inspires his or her followers to want to follow. Leaders that are able to lead with idealized influence lead in a way that creates trust with followers. Leaders foster trust by typically leading in a moral and ethical manner and are characterized by their followers as a person that does the right thing.
In my career I have experienced many leaders that I respected and chose to follow due to their high morality and desire to do the right thing. However, one particular leader stands out. I currently work for a large scale medical provider and our Chief Medical Officer (CMO), is someone that leads with idealized influence, people want to follow him because he inspires us all to do the right thing and to administer medicine in a way that positions us all to deliver on our mission, which is delivering hello humankindness. Furthermore, our CMO teaches new providers, we are an academic medical provider, to deliver hello humankindness and reach people on a personal level; building rapport and establishing relationships that are built on trust, respect, and transparency for the greater good of humanity instead of for the good of making money.
2. Inspirational Motivation- According to Northouse (2018), "This factor is descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization" (section 8.1, para. 25). Leaders that chose to create inspiration do so by creating a work enviornement that fosters the desire for his or her staff to want to complete the work in the prescribed manner because it is a way that is mutually beneficial to the organization, team and department. Leaders that creation inspirational motivation clearly communicate expectations and goals.
3. Intellectual Stimulation is leadership that creates a desire within followers to challenge the status quo by being innovative, thinking outside of the box, and by creating two way communication. Followers that experience intellectual stimulation are constantly thinking about different and more efficient ways to complete the work without being asked to do so. intellectual stimulation is present when staff is engaged and thinking critically.
4. Individualized Consideration is leading in way that seeks to listen to staff for the purposes of helping to continuously move forward, to evolve in their career and in their work. Leaders that exhibit individualized consideration do so by spending time with each person on their team to develop them, to coach them and to position them to achieve their goals; they do this in a unique and individualized way for each person. In my current role, I meet with each person on my team monthly for a one on one. During this time we talk about d.
Ob unit-v- Osmania University Syllabus- BBA-1st YearBalasri Kamarapu
: ORGANIZATIONAL CULTURE, CONFLICT AND EFFECTIVENESS :
Concept of Organizational Culture, Distinction between organizational culture and organizational
climate, Factors influencing organizational culture, Morale- concept and types of morale.
Managing conflict, Organizational Effectiveness - Indicators of organizational
effectiveness, Achieving organizational effectiveness. Organizational Power and Politics.
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITY, Organizational Culture , Factors influencing organizational culture, Morale, Types of Morale, Organizational Effectiveness, Indicators of organizational effectiveness, Achieving Organizational effectiveness, Managing conflict, Causes of conflict , How to manage conflicts in an organisation , Managing conflict with the boss , Managing conflict with peers/colleagues , Managing conflicts with the subordinates .
The Leadership Challenge NotesLeadership is a relationship be.docxarnoldmeredith47041
The Leadership Challenge Notes
“Leadership is a relationship between leaders and followers. A more complete picture of leadership develops when you understand what people look for in someone they would willingly follow” (Kouzes and Posner 2017, p. xiii).
PART 1. WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT
Chapter 1. The Five Practices of Exemplary Leadership.
Using the stories of two people who each took advantage of an opportunity to lead their organization to excellence, the authors introduce their leadership model, The Five Practices of Exemplary Leadership.
The Five Practices
Ordinary people who guide others along pioneering journeys follow similar paths, marked by common patterns of action. When getting extraordinary things done in organizations, leaders engage in Five Practices that are available to anyone who accepts the leadership challenge:
Model the Way
Inspire a Shared Vision
Challenge the Practice
Enable Others to Act
Encourage the Heart
This model has stood the test of time—research confirms that it’s just as relevant now as when Kouzes and Posner first began their investigation.
Leadership is a Relationship
Leadership is a relationship between those who aspire to lead and those who choose to follow. Success in leadership, business and life is a function of how well people work and play together, and success in leading depends on the capacity to build and sustain the human relationships that enable people to extraordinary things done
Ten Commitments of Leadership
The behaviors that serve as the basis for learning to lead are embedded in The Five Practices:
Model the Way
Find your voice by clarifying your personal values
Set the example by aligning actions with shared values
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Challenge the Process
Search for opportunities by seeking innovative ways to change, grow, and improve.
Experiment and take risks by constantly generating small wins and learning from mistakes.
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Chapter 2. Credibility is the Foundation of Leadership
The authors discuss the research into the four qualities that people believe are essential to exemplary leadership, on which all great leadership is built.
What People Look for and Admire in Their Leaders
Over a period of more than 20 years, the authors asked more than 75,000 people around the globe what values they most looked for and admired in a leader, someone “whose direction they would willingly follow.”
Only four out of 20 qualities have continuously receiv.
phase of Appreciative Inquiry, theyengage stakeholders in st.docxmattjtoni51554
phase of Appreciative Inquiry, they
engage stakeholders in structured con-
versations that reconnect them with
their positive core—success factors and
best practices that best explain how and
why they’ve been at their best.
This search for continuity—a collec-
tive articulation of strengths that must be
preserved—does four key things to ensure
a successful change effort:
1. It creates psychological safety. Ex-
pressing, in dialogue with others, those
things that have most contributed to
our success gives us a sense of belong-
ing and being respected. This makes
the work setting less threatening before
we engage in imagining the future.
2. It creates positive affect, which
stimulates a basic orientation toward
compassion and concern for the other.
Under conditions of positive emotional
arousal, people are more future-orient-
ed, open to change, and interested in
learning and development.
3. It uncovers a cooperative core of
practices and behaviors that can be used
for future collaborations. Best practices
are usually the result of collaborative
effort, and remind stakeholders of pos-
sibilities inherent in cooperation and col-
laboration. When two participants speak
to the same collaborative out-
comes in a sharing and listen-
ing exchange, they confirm
the efficacy of their abilities,
and begin to imagine greater
achievements because they
see other stakeholders as
more capable as well.
4. It creates a holding envi-
ronment that encourages
experimentation and further
exploration. Most resistance to change is
misread as disagreement with the pre-
ferred solution or as ignorance. It comes
from fear of the unknown or a feeling of
disruption. Reconnecting with strengths
that provide continuity gives people
renewed confidence and stability from
which they can embrace uncertainty.
When people search together for
continuity, awareness of the whole sys-
tem is enhanced. Concern for me gives
way to a genuine interest in we.
So, begin a change process by asking:
What is not going to change? Search for
what gives continuity and life to the
organization when it is at its very best
in order to create positive dialogue, and
collaborative connections to better imag-
ine future possibilities and co-create
changes to enact the preferred future. LE
Ronald Fry is Chair and Professor of Organizational Behavior
at Weatherhead Executive Education. Visit www.Case.edu.
ACTION: Lead change by managing continuity.
Managing Continuity
IS YOUR TEAM ONE BIGhappy family? Or
maybe you take pride in
being a lean, mean, fightin’ machine.
These familiar metaphors are used in
casual conversation every day to
describe business teams. But metaphors
are more than mere figures of speech.
When understood properly, they are
powerful tools for leading teams.
A metaphor is the substitution of one
word or idea for another. Business com-
petition, for example, is a battleground or
an arena. The substitution describes
vividly and concisely the essential qual-
ities of a thi.
The ability to lead effectively is based on a number of key skills. These skills are highly sought after by management or employers as they involve dealing with people in such a way as to motivate, enthuse and build respect.
5. People who believe they will win are
more likely to put in the effort to ensure
victory.
The halo effect comes into play whereby
others will want to join the “winning”
attitude.
Confidence is the balance between
arrogance and despair.
6. People who believe they will win are
more likely to put in the effort to ensure
victory.
The halo effect comes into play whereby
others will want to join the “winning”
attitude.
Confidence is the balance between
arrogance and despair.
Arrogance: the failure to see any flaws
7.
8. A “losing” mind-set creates a repelling
effect leading to a lack of bonding to vision
or team.
The losing mindset feeds off of negative
learning loops.
Success and failure can be self-fulfilling
prophecies.
Success and failure are patterns, trends, and
spirals each feeding off of the last event.
Once the pattern is engaged a “hard”
wiring sets in a cycle of ascendancy or
decline is activated.
17. The application of confidence produces success
at the following levels.
1. Confidence in self: the affective aspect of a leader
that leads to a set of expectations.
18. The application of confidence produces success
at the following levels.
1. Confidence in self: the affective aspect of a leader
that leads to a set of expectations.
2. Confidence in others: the behavioral aspect of a
leader that impacts the team.
19. The application of confidence produces success
at the following levels.
1. Confidence in self: the affective aspect of a leader
that leads to a set of expectations.
2. Confidence in others: the behavioral aspect of a
leader that impacts the team.
3. Confidence in the system: the structural aspect that a
leader shapes creating accountability, collaboration,
and innovation.
20. The application of confidence produces success
at the following levels.
1. Confidence in self: the affective aspect of a leader
that leads to a set of expectations.
2. Confidence in others: the behavioral aspect of a
leader that impacts the team.
3. Confidence in the system: the structural aspect that a
leader shapes creating accountability, collaboration,
and innovation.
4. Confidence in context: the perceptive aspect that
leads to other organizations and people to embrace the
organization because of its success.
21. “People who believe in themselves are
likely to try harder and longer,
increasing their chances of success.
They believe that their efforts will
pay off in the future. These
expectations translate into an
investment of resources that improve
performance in a mini-virtuous
cycle. Leaders look more closely,
invest more time, and give winners
the benefit of the doubt.”
25. Benefits of Confidence
This in turn creates leadership continuity.
Winning teams attract the best for a long period of
time.
26. Benefits of Confidence
This in turn creates leadership continuity.
Winning teams attract the best for a long period of
time.
Leading to more profound relationships, consistent
strategies, ownership, and fruition of vision due to
the real possibility that the people will be around to
see the rewards of hard work.
27. Benefits of Confidence
This in turn creates leadership continuity.
Winning teams attract the best for a long period of
time.
Leading to more profound relationships, consistent
strategies, ownership, and fruition of vision due to
the real possibility that the people will be around to
see the rewards of hard work.
Losing teams or organizations churn out leaders
causing a constant adjustment of relationships, re-
training and educating, and cultural adaptation.
30. “…You need to invest the vast majority of your
time and energy as a leader in three activities.
31. “…You need to invest the vast majority of your
time and energy as a leader in three activities.
You have to evaluate-making sure the right
people are in the right jobs, supporting and
advancing those who are, and moving out those
who are not.
32. “…You need to invest the vast majority of your
time and energy as a leader in three activities.
You have to evaluate-making sure the right
people are in the right jobs, supporting and
advancing those who are, and moving out those
who are not.
You have to coach guiding, critiquing, and
helping people to improve their performance in
every way.
33. “…You need to invest the vast majority of your
time and energy as a leader in three activities.
You have to evaluate-making sure the right
people are in the right jobs, supporting and
advancing those who are, and moving out those
who are not.
You have to coach guiding, critiquing, and
helping people to improve their performance in
every way.
And finally, you have to build self-confidence-
pouring out encouragement, caring, and
recognition.”
34. “Self-confidence energizes, and
it gives your people the
courage to stretch, take risks,
and achieve beyond their
dreams. It is the fuel of
winning teams.”
35. Plan the Future/Establish the
Environment
Failure and success are not episodes,
they are trajectories. they are
tendencies, directions, pathways. p9
To shift a cycle form decline to
success, leaders must restore people’s
confidence in the system, in the
organization, in the group, and in
themselves.
14
36. Extrinsic Dynamics
What happens off the field
as well as on the field
What happens in the
perception of culture
“The momentum of the
systems people are in
shapes perception that
shapes the confidence to
invest-or not.” p24 15
37. Starting Blocks of Winning
Its possible to meet high standards.
“Emotional Contagion”
Discipline & Formal Structures
There is a purpose worth achieving
articulating in
measurable goals
established values
16