This document discusses leadership, management, and team building skills. It covers core competencies needed for scientists and principal investigators, including leadership and management skills. It then provides information on leadership styles and basic leadership skills like integrity, vision, communication, and developing people. It also discusses management styles and basic management skills such as planning, organizing, directing, and monitoring. Additionally, it covers team building stages from forming to performing. The key messages are that leadership, management, and certain team skills can be developed during graduate/postdoc training but require additional focus, and that these skills will be increasingly important for leading scientific collaborations in the future.
This document outlines workshops on foundational leadership topics:
- The first workshop identifies the stages of team development and the appropriate leadership role at each stage, helping leaders understand their team's needs.
- The second focuses on communication, demonstrating how leaders can control communication and use different approaches effectively.
- The third addresses delegation, with activities to help leaders assess their skills and develop trust, long-term thinking, and control without micromanaging.
- The last covers project management, identifying its key elements and how leaders can better manage team efforts, information, motivation, and accountability for results. The goals are to improve individual and team project management skills.
I am sharing _Management_LEADERSHIP (1)_ with you.pptxMarvenJuadiong2
This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
The document outlines a leadership and management workshop for nurses. It begins with an introduction to leadership and management definitions. It then details the workshop agenda which covers leadership styles like transformational leadership, factors that influence leadership style selection, and the nurse's role as a leader. Specific topics include creating a vision, motivating teams, managing change, and coaching skills. The workshop objectives are to define key terms and concepts, describe leadership styles, and understand the nursing leadership role. Effective leadership requires technical, human, and conceptual skills.
This document outlines the course content for a charge nurse unit management and leadership workshop. It begins with definitions of management and leadership. It then covers various leadership styles including transformational leadership. The rest of the document details the objectives and content that will be covered, including the nurse's role as a leader, leadership and management skills, problem solving techniques, and the effective leadership and management skills required. The objectives are to define key terms, describe leadership styles, and understand the nursing leadership role.
This document discusses leadership. It begins by introducing the presenter, Dr. Razan Yassin, and outlines the learning objectives of understanding leadership concepts, importance, functions, roles, and traits. It defines leadership as influencing others and lists important leadership functions as making plans and forecasts, organizing work, commanding people, coordinating resources, and controlling activities. Key leadership traits include honesty, ability to delegate, communication skills, sense of humor, confidence, commitment, and positive attitude. Effective leadership systems involve leading people with purpose and trust, managing change and creativity, meeting customer needs, managing information, managing activities and resources, and self management.
This document provides an overview of leading and motivating others. It discusses the differences between managing and leading, and outlines various leadership styles and skills. Some key points include:
- Leading involves setting a vision and direction, while managing focuses on planning, organizing, and controlling.
- Effective leaders adapt their style to situations and communicate well to align people.
- Emotional intelligence, including self-awareness, self-regulation, and social skills, is important for leaders.
- Different leadership styles like authoritative, democratic, and coaching are more effective depending on the situation.
This document outlines workshops on foundational leadership topics:
- The first workshop identifies the stages of team development and the appropriate leadership role at each stage, helping leaders understand their team's needs.
- The second focuses on communication, demonstrating how leaders can control communication and use different approaches effectively.
- The third addresses delegation, with activities to help leaders assess their skills and develop trust, long-term thinking, and control without micromanaging.
- The last covers project management, identifying its key elements and how leaders can better manage team efforts, information, motivation, and accountability for results. The goals are to improve individual and team project management skills.
I am sharing _Management_LEADERSHIP (1)_ with you.pptxMarvenJuadiong2
This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
The document outlines a leadership and management workshop for nurses. It begins with an introduction to leadership and management definitions. It then details the workshop agenda which covers leadership styles like transformational leadership, factors that influence leadership style selection, and the nurse's role as a leader. Specific topics include creating a vision, motivating teams, managing change, and coaching skills. The workshop objectives are to define key terms and concepts, describe leadership styles, and understand the nursing leadership role. Effective leadership requires technical, human, and conceptual skills.
This document outlines the course content for a charge nurse unit management and leadership workshop. It begins with definitions of management and leadership. It then covers various leadership styles including transformational leadership. The rest of the document details the objectives and content that will be covered, including the nurse's role as a leader, leadership and management skills, problem solving techniques, and the effective leadership and management skills required. The objectives are to define key terms, describe leadership styles, and understand the nursing leadership role.
This document discusses leadership. It begins by introducing the presenter, Dr. Razan Yassin, and outlines the learning objectives of understanding leadership concepts, importance, functions, roles, and traits. It defines leadership as influencing others and lists important leadership functions as making plans and forecasts, organizing work, commanding people, coordinating resources, and controlling activities. Key leadership traits include honesty, ability to delegate, communication skills, sense of humor, confidence, commitment, and positive attitude. Effective leadership systems involve leading people with purpose and trust, managing change and creativity, meeting customer needs, managing information, managing activities and resources, and self management.
This document provides an overview of leading and motivating others. It discusses the differences between managing and leading, and outlines various leadership styles and skills. Some key points include:
- Leading involves setting a vision and direction, while managing focuses on planning, organizing, and controlling.
- Effective leaders adapt their style to situations and communicate well to align people.
- Emotional intelligence, including self-awareness, self-regulation, and social skills, is important for leaders.
- Different leadership styles like authoritative, democratic, and coaching are more effective depending on the situation.
The document discusses various leadership styles and theories as well as effective management. It provides definitions and examples of different types of leadership including transformational leadership, situational leadership, and phronetic leadership. It also outlines some key characteristics of effective managers such as setting targets, organizing work efficiently, and recognizing employee contributions. Additionally, it lists some golden rules for effective management like being consistent, communicating clearly, and encouraging team member ideas.
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
This document discusses leadership and management in organizations. It begins by distinguishing leadership from management, noting that managers focus on doing things right while leaders do the right thing. It then examines different perspectives on leadership effectiveness and styles. Gender differences in leadership are explored, noting that while women and men may have different styles, an individual's effectiveness depends more on the person than their gender. The document also discusses traits of successful leaders, the importance of delegation, and techniques for managing time and stress.
This lesson plan outlines a 1-hour class on leadership styles for 4th year BSc nursing students. The objectives are to introduce and define leadership, explain the significance of leadership, differentiate between leadership and management, discuss leadership styles in detail, and identify leadership theories. The class will include a lecture and discussion using a chalkboard, PowerPoint, handouts, and video. Specific content will cover definitions of leadership, the importance of leadership in nursing, differences between leadership and management, autocratic, laissez-faire, democratic, and bureaucratic leadership styles, and theories including great man, trait, contingency, situational, behavioral, participative, management, and relationship theories. Students will be assigned to write about Florence Night
Leading questions: Leading Answers: Sue Leather & Andy Hockley IATEFL 2013Sue Leather
What qualities and skills do educational leaders need? How can these skills best be developed online? This interactive presentation looks at the development of an online course in leadership and teamwork for project managers and other leaders. It analyses the decisions we took in identifying the key competences, in devising a teaching/learning approach, and in combining the two.
Sir Richard Branson is a British entrepreneur and the head of Virgin Group Ltd. He dropped out of school and had his first successful business venture as a teenager with a magazine called Student. In 1984, he had a vision of starting an airline company which became Virgin Atlantic Airways. Branson is known for his risk-seeking and innovative leadership style, with a focus on optimistically transforming industries and focusing on his people.
The document discusses what makes a great manager. It outlines that managers provide crucial organization and ensure their teams perform optimally. However, many "green" managers are put into roles without proper training. Good managers are described as having characteristics like being detail-oriented, having strong problem-solving and communication skills, and being able to organize effectively. While initiative and drive can help one advance, managing people requires different skills than self-management. The document also discusses the differences between managing and leading, and identifies some common management mistakes to avoid, such as not delegating, managing by fear, being overly friendly, and not implementing proper systems or training teams.
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
Chapter 1 Meaning and Significance of Management.pdfjoydeepPaul48
This document provides an overview of management concepts including definitions of management, the roles and functions of managers, and classical management theories. It defines management as coordinating work through planning, organizing, leading and controlling to achieve organizational goals efficiently and effectively. Managers perform functions like planning, organizing, leading and controlling as well as roles such as interpersonal, informational, and decisional. Successful managers need technical, human and conceptual skills. Classical theories discussed include scientific management, which focused on efficiency, and Fayol's general management principles including division of work and unity of command.
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
The document discusses the differences between leadership and management. Managers focus on maintaining the status quo through tasks like planning and budgeting, while leaders challenge the status quo by creating visions for change and empowering followers. The document also examines various theories of leadership, including trait, behavioral, contingency, and transformational theories. It explores how leadership styles may differ based on the situation and discusses topics like charismatic leadership, self-leadership, and whether men and women lead differently.
1. Management is concerned with coordinating human and other resources to achieve organizational goals through planning, organizing, leading, and controlling.
2. Classical management theories focused on structuring work through specialization, standardized processes, and a hierarchical chain of command.
3. Modern theories recognize management as involving both science and art, with conceptual, human, and technical skills needed at different levels of the organization.
This document discusses various concepts related to leadership behavior and community leadership. It begins by outlining the objectives of understanding different leadership models including the leadership grid model and competency model. It then discusses research conducted at Ohio State University and the University of Michigan on leadership behaviors. It also explains Blake and Mouton's leadership grid model and the five leadership styles. The document further discusses the concept of the leadership pipeline and the skills needed to transition between organizational levels. Finally, it defines community leadership and the three components needed for community leadership success: framing, building social capital, and mobilizing for action.
is highly competitive, and driven by considerations of technology, innovation, quality, cost effectiveness, timeliness and excellence in service delivery, Government organisations cannot afford to lag behind
1. The document discusses several leadership styles and theories including charismatic, participative, situational, transactional, and transformational leadership.
2. It describes the Hersey-Blanchard situational leadership model which proposes that leadership style should depend on the maturity of the followers.
3. Transformational leadership is defined by four dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
This document provides an overview of management concepts including definitions of management, organizations, and managers. It discusses the key functions of management as planning, organizing, leading, and controlling. It also outlines the essential roles and skills of managers, as well as challenges they may face in a global environment like building competitive advantage and managing diverse workforces. The ultimate goal of management is to use resources efficiently and effectively to achieve organizational goals.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The document discusses various leadership styles and theories as well as effective management. It provides definitions and examples of different types of leadership including transformational leadership, situational leadership, and phronetic leadership. It also outlines some key characteristics of effective managers such as setting targets, organizing work efficiently, and recognizing employee contributions. Additionally, it lists some golden rules for effective management like being consistent, communicating clearly, and encouraging team member ideas.
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
This document discusses leadership and management in organizations. It begins by distinguishing leadership from management, noting that managers focus on doing things right while leaders do the right thing. It then examines different perspectives on leadership effectiveness and styles. Gender differences in leadership are explored, noting that while women and men may have different styles, an individual's effectiveness depends more on the person than their gender. The document also discusses traits of successful leaders, the importance of delegation, and techniques for managing time and stress.
This lesson plan outlines a 1-hour class on leadership styles for 4th year BSc nursing students. The objectives are to introduce and define leadership, explain the significance of leadership, differentiate between leadership and management, discuss leadership styles in detail, and identify leadership theories. The class will include a lecture and discussion using a chalkboard, PowerPoint, handouts, and video. Specific content will cover definitions of leadership, the importance of leadership in nursing, differences between leadership and management, autocratic, laissez-faire, democratic, and bureaucratic leadership styles, and theories including great man, trait, contingency, situational, behavioral, participative, management, and relationship theories. Students will be assigned to write about Florence Night
Leading questions: Leading Answers: Sue Leather & Andy Hockley IATEFL 2013Sue Leather
What qualities and skills do educational leaders need? How can these skills best be developed online? This interactive presentation looks at the development of an online course in leadership and teamwork for project managers and other leaders. It analyses the decisions we took in identifying the key competences, in devising a teaching/learning approach, and in combining the two.
Sir Richard Branson is a British entrepreneur and the head of Virgin Group Ltd. He dropped out of school and had his first successful business venture as a teenager with a magazine called Student. In 1984, he had a vision of starting an airline company which became Virgin Atlantic Airways. Branson is known for his risk-seeking and innovative leadership style, with a focus on optimistically transforming industries and focusing on his people.
The document discusses what makes a great manager. It outlines that managers provide crucial organization and ensure their teams perform optimally. However, many "green" managers are put into roles without proper training. Good managers are described as having characteristics like being detail-oriented, having strong problem-solving and communication skills, and being able to organize effectively. While initiative and drive can help one advance, managing people requires different skills than self-management. The document also discusses the differences between managing and leading, and identifies some common management mistakes to avoid, such as not delegating, managing by fear, being overly friendly, and not implementing proper systems or training teams.
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
Chapter 1 Meaning and Significance of Management.pdfjoydeepPaul48
This document provides an overview of management concepts including definitions of management, the roles and functions of managers, and classical management theories. It defines management as coordinating work through planning, organizing, leading and controlling to achieve organizational goals efficiently and effectively. Managers perform functions like planning, organizing, leading and controlling as well as roles such as interpersonal, informational, and decisional. Successful managers need technical, human and conceptual skills. Classical theories discussed include scientific management, which focused on efficiency, and Fayol's general management principles including division of work and unity of command.
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
The document discusses the differences between leadership and management. Managers focus on maintaining the status quo through tasks like planning and budgeting, while leaders challenge the status quo by creating visions for change and empowering followers. The document also examines various theories of leadership, including trait, behavioral, contingency, and transformational theories. It explores how leadership styles may differ based on the situation and discusses topics like charismatic leadership, self-leadership, and whether men and women lead differently.
1. Management is concerned with coordinating human and other resources to achieve organizational goals through planning, organizing, leading, and controlling.
2. Classical management theories focused on structuring work through specialization, standardized processes, and a hierarchical chain of command.
3. Modern theories recognize management as involving both science and art, with conceptual, human, and technical skills needed at different levels of the organization.
This document discusses various concepts related to leadership behavior and community leadership. It begins by outlining the objectives of understanding different leadership models including the leadership grid model and competency model. It then discusses research conducted at Ohio State University and the University of Michigan on leadership behaviors. It also explains Blake and Mouton's leadership grid model and the five leadership styles. The document further discusses the concept of the leadership pipeline and the skills needed to transition between organizational levels. Finally, it defines community leadership and the three components needed for community leadership success: framing, building social capital, and mobilizing for action.
is highly competitive, and driven by considerations of technology, innovation, quality, cost effectiveness, timeliness and excellence in service delivery, Government organisations cannot afford to lag behind
1. The document discusses several leadership styles and theories including charismatic, participative, situational, transactional, and transformational leadership.
2. It describes the Hersey-Blanchard situational leadership model which proposes that leadership style should depend on the maturity of the followers.
3. Transformational leadership is defined by four dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
This document provides an overview of management concepts including definitions of management, organizations, and managers. It discusses the key functions of management as planning, organizing, leading, and controlling. It also outlines the essential roles and skills of managers, as well as challenges they may face in a global environment like building competitive advantage and managing diverse workforces. The ultimate goal of management is to use resources efficiently and effectively to achieve organizational goals.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
2. Core Competencies
• Leadership, management and building effective teams are critical
roles (Core Competencies) for (neuro)scientists and principal
investigators now and in the future.
• According to the National Postdoctoral Association in addition to
becoming a subject matter expert and achieving independence during a
postdoctoral fellowship, six additional core competencies, including
“Leadership and Management Skills”, should be gained during this
period.
• The aim of this short presentation is to expose participants to effective
leadership and management styles, as well as what makes high
performing teams
www.nationalposdoc.org/?corecompetencies
5. • Leadership development is the #1 priority for organizations in the
world. The challenge is urgent and growing in importance
- 89% of executives rated the need to strengthen, re-engineer, and improve
organizational leadership as an important priority.
- The profile for top leaders is complex and evolving
Leaders of top scientific efforts (PIs) today and in the future require
understanding
how to lead global collaborations with labs around the world
how to conceptualize new and faster solutions to scientific problems by
leading public-private partnerships (including academic labs, for-profit
interests, governments and other stake-holders) to achieve their own
unique goals
how to discern and integrate new areas of knowledge and scientific
progress into existing programs/collaborations to ensure optimal outcomes
what skills are needed to develop and train the next generation of diverse
scientists and researchers
The Leadership Drought
Global Human Capital Trends 2016
The new organization: Different by design,
Deloitte University Press
6. • “If your actions inspire others to dream more, learn more, do more
and become more, you are a leader” John Quincy Adams
Leadership
Definition
8. Leadership
Basic leadership skills (1/2)
1. Integrity
- Principled
- Honest
- Treats others as they wish to be treated
- Passionate about beliefs
- Perseveres when the going gets tough
- Alignment between actions and words
2. Vision
- Sees the future of where things need to be and
attracts commitment and energizes people
creates meaning in the lives of followers
establishes a standard of excellence
bridges the present to the future
transcends the status quo.
- Communicates effectively to paint the picture and inspire others towards the future state that you perceive
9. Leadership
Basic leadership skills (2/2)
3. Communication
- Consummate leaders need to know
how to share as well as how to seek information
what to communicate to whom and when
how to choose the appropriate medium of communication is
how to communicate with large and small audiences
when not to communicate.
- Do you listen more than you speak?
- Do you communicate with your person as well as with words?
- How do you handle confidential information or bad news?
4. Developing People
- Encouraging, helping, coaching and/or mentoring people to stretch and grow their capabilities
beyond their current status. People follow you because of what you do for them.
Do you exude and instill trust and respect in those around you?
Do you have superior networking, interpersonal and group communication skills?
10. • The best leaders are also good managers, although it is
rare to find the best traits of both in one person
The Ultimate Leader
“Everything rises and falls on leadership”
John C. Maxwell
11. Leadership
Skills gained at graduate school/postdoc fellowship
• Facilitate group discussions or conduct meetings
• Respond appropriately to positive or negative feedback
• Collaborate on projects
• Effectively mentor subordinates and/or peers
• Teach skills or concepts to others
• Motivate others to complete projects
• Navigate complex bureaucratic environments
• Vision to see what is needed to advance a scientific area
https://careercenter.umich.edu/article/phd-transferable-skills
12. Leadership
Key take-away messages
• Some leadership skills are learned during graduate
school and postdoctoral fellowships, but many require
additional and targeted training. Leadership can be taught.
• Leaders of (neuro)science in the future need to be more
than subject matter experts. They need to be able to lead
people in complex collaborations such as public-private
partnerships.
• There are various leadership styles, but the best leaders
exhibit integrity & vision, are consummate communicators
and focus on developing people over projects.
14. • Management can be simply defined as the organization of processes
and people to achieve a desired result
“Good management is the art of making problems so interesting, and their solutions so constructive,
that everyone wants to get to work and deal with them.”
Paul Hawken
Management
Definition
15. Six Management Styles
• Based on Daniel Goleman’s classic study
(Harvard Business Review, 2000) of more than 3000
mid-level managers
Directive - The “do it the way I tell you” manager
Authoritative - The “firm but fair” manager
Affiliative - The “people first, task second” manager
Participative - The “everyone has input” manager
Pacesetting - The “do it myself” manager
Coaching - The “developmental” manager
6 Management Styles and When Best To Use Them –
The Leaders13 Tool Kit, The Huffington Post, April 16, 2013
Rosalind Cardinal
16. Management
Characteristics of great managers
• Stellar managers create superior
dynamics where teams:
- achieve great results because team
members trust one another
- work seamlessly with one another
- are excellent at making decisions
- hold one another accountable for making
things happen
17. Management
Basic management skills (1/2)
1. Plan
- What is the “SMART” goal?
Specific – Clear and detailed objectives which is significant if achieved
Measurable – Can be achieved, quantified and meaningful, even motivational to the team
Agreed – The team involved needs to agree to it. It needs to be attainable and action-oriented
Realistic – The goal needs to be relevant, reasonable, rewarding and results-oriented
Timely – The goal should be tangible and able to be tracked using deadlines
- What is the desired result?
- What is the complexity and what are the options?
- What will it take to achieve success?
2. Organize
- This is where the rubber hits the road and all the plans in the world are ineffective without
organized and synchronized execution
Are the right people involved and do they understand their roles?
Are the right tools and processes in place?
It timing coordinated?
What happens when the task is accomplished? Is there a hand-off?
18. Management
Basic management skills (2/2)
3. Direct
- Once the planning and organization is completed and the project begins, the role of
the manager turns to orchestrating flawless execution by and of:
People
Systems
Timing
4. Monitor
- Checking on the project on a regular basis via systematic review of each step is
important because issues arise. This is where you are able to determine whether
you could operate on your optimal plan to over-deliver or engage alternative options
when problems arise.
Tracking
Trouble-shooting
Tweaking
Motivating
Encouraging
19. Management
Skills gained at graduate school/postdoc fellowship
• Work effectively under pressure with deadlines
• Comprehend new material and subject matter quickly
• Work effectively with limited supervision
• Manage projects from beginning to end
• Identify goals and/or tasks to be accomplished and a
realistic timeline for completion
• Prioritize tasks while anticipating potential problems
• Maintain flexibility in the face of changing circumstances
https://careercenter.umich.edu/article/phd-transferable-skills
20. Leadership versus Management
Leaders Managers
Create the vision (What)
Transformational
Long-term
Innovate – breaks rules
Inspire people
Challenge the status quo
Accept failure
Heart – Passion – People
Seeing & Selling
Execute the vision (How)
Transactional
Short-term
Maintain – make rules
Inform people
Clarify the status quo
Resist failure
Head – Control – Processes
Doing & Telling
“Management is doing things right; leadership is doing the right things”
Peter F. Drucker
21. Management
Key take-away messages
• There are various management styles, but good
management requires planning, organization, direction
and monitoring.
• During graduate school and postdoctoral fellowships
some management skills are attained, but many require
mastering such as managing projects through teams
• Leadership and management are two different skill-sets
and it is rare to find someone who exemplifies top traits of
both.
23. • Forming
- Defining the team, charter, roles, tasks, strategy
- Developing trust and communication
• Storming
- Working through the challenges related to the tasks,
processes and persons
• Norming
- Acknowledgment of the team strengths and weaknesses
- Acceptance of members
- Harmonize working
• Performing
- Harmonized working and achieving results together
Team Building
Stages
"Developmental sequence in small groups".
Psychological Bulletin. (1965) 63 (6): 384–399.
Bruce W. Tuckman
24. • “A team is a small number of people with complementary skills who are committed to a
common purpose, set of performance goals, and approach for which they hold
themselves mutually accountable.”
The Discipline of Teams, Jon R. Katsenbach and Douglas K. Smith (Harvard Business Review, July-August, 2005)
• Team effectiveness can be influenced by the personality types and traits of its individual
members. Personality “types” are sometimes thought to involve qualitative, whereas
personality “traits” maybe classified as quantitative differences between individuals.
There are several models of assessment for both indices, e.g., MBTI, Five-Factor Model
• A high-performing team (HPT) is committed, coordinated, focused, adaptable and has
diverse skills and talents
− communicates optimally
− aligns itself around key initiatives
− creates short-term/long-term plans
− takes ownership of key accountabilities
− holds itself accountable to deliver the required results
“None of us are as smart as all of us”
The New Science of Building Great Teams, Alex “Sandy” Pentland (Harvard Business Review, April, 2012)
High-Performing Teams
Definition
25. • “The best teams invest a tremendous amount of time and effort exploring, shaping
and agreeing on a purpose that belongs to them both collectively and individually.
This ‘purposing’ activity continues throughout the life of the team.”
The Discipline of Teams, Jon R. Katsenbach and Douglas K. Smith (Harvard Business Review, July-August, 2005)
• Group dynamics of HPTs centers on how teams communicate and operate:-
- Energy
How team members contribute to the team
Everyone on the team talks and listens in roughly equal measure
Keep contributions “short and sweet”
Take ownership
- Engagement
How team members communicate with one another
Connect directly with one another, not just the team leader
Side-conversations within the team
- Exploration
How team members educate each other
Seek fresh perspectives from other groups
Bring information back to the team
High-Performing Teams
Group Dynamics
26. • Teams can be insular and this can be self-limiting. The concept of “X-
teams” brings excellence to teams by seeking expertise and input external
to the team. Advances in the area of scientific endeavor can come from
seeking knowledge and experience external to the lab, PI or even the field
of acknowledged experts
• Principles
- High level of external activity
- Combined with extreme execution
- Incorporate flexible phases
• Structure
- Extensive ties to others outside of the team
- Expandable tiers
- Exchangeable membership
“If the need for innovation, flexibility and coordination is not clear,
then a traditional team may be a better solution.”
“X-Teams”, Deborah Ancona, Henrik Bressman,
Harvard Business School Press, 2007
X-Teams
Innovative teams
27. 1. Absence of trust The fear of being vulnerable with team members
prevents the building of trust within the team
2. Fear of conflict The desire to preserve artificial harmony stifles the
occurrence of productive ideological conflict
3. Lack of commitment The lack of clarity or buy-in prevents team members
from making decisions to which they will stick
4. Avoidance of accountability The need to avoid personal discomfort prevents team
members from holding one another accountable
5. Inattention to results The pursuit of individual goals and personal status
erodes the focus of collective success
Dysfunctional teams may not prevent achieving team goals, but they are likely to be
ineffective teams
5 Dysfunctions of a Team
“The Five Dysfunctions of a Teams”, Patrick Lencione,
Jossey-Bass, a Wiley imprint, 2002
28. Team Building
Key take-away messages
• Building effective teams takes time and effort as they
evolve through different stages of development
• High performing teams consists of individuals
o with diverse personalities
o aligned and committed around a unified goal
o accountable, individually and as a team
o who have open communication & use conflict to their advantage
o who seek expertise outside of themselves
o who trust each other
o who are results-oriented
https://careercenter.umich.edu/article/phd-transferable-skills
29. • Understand your personal talents, skills and traits and whether you are a more effective leader or
manager?
• What teams are you a part of and what is your role on each team? Build your team with people
whose skill-sets complement your areas of weakness
- Expand this to include personal and professional teams, e.g., your family and your social groups
- Regardless of your role on the team, remember that effective leaders are also great followers
• An effective (team) leader must:
- be selfless
- set the tone
- be objective
- focus on achieving results
• Determine what you need to do in the next month to start to sharpen your skills and build an
effective team. Respond to the growing leadership drought and expand your leadership,
management and team building skills.
Leadership, Management & Team Building
What’s next?
“It is not the most intellectual of the species that survives; it is not the strongest
that survives; but the species that survives is the one that is able best to adapt
and adjust to the changing environment in which it finds itself.”
Charles Darwin
31. • 100 Answers to the Question: What Is Leadership? Lolly Daskal, President and CEO, Lead From
Within http://www.inc.com/lolly-daskal/100-answers-to-the-question-what-is-leadership.html
• Harvard Business Review - What Great Managers Do, Marcus Buckingham, March 2005.
• Nanus, B. (1992). Visionary leadership: Creating a compelling sense of direction for your
organization. San Francisco: Jossey-Bass.
• The Complete Leader, Ron Price & Randy Lisk, Aloha Publishing, January, 2014.
• Vision, Leadership, and Change Southwest Educational Development Laboratory (SEDL) merged
with the American Institutes for Research (AIR) on January 1, 2015. This archived website
contains the work of SEDL legacy projects and rich resources from the past 50 years.
http://www.sedl.org/change/issues/issues23.html
Other References
There are as many definitions of leadership as there leaders, but this one by John Quincy Adams incorporates many of the aspects of most definitions of leadership exemplified by all the well-known figures represented on this slide. One image which may not be recognized to the top right of center is Catherine the Great, who rose to power after her husband, Peter III, was assassinated. Under her rule, Russia grew and emerged larger and stronger and became one of the great powers of Europe in the 18th century. Leadership is more about leading people than it is about leading projects.
Depending on who you read, up to 12 different styles of leadership have been identified from ‘autocratic’ type leadership illustrated at bottom left, to ‘follow the leader’ at bottom center, ‘coaching’ style leadership represented at bottom right, ‘democratic’ leadership at top right and ‘visionary’ leadership at top left where leaders recognize that their vision can only be realized through people.
The balance between the level of authority of the leader and the automony of the team, indicates various styles of leadership which are depicted by the Australian Leadership Foundation in the center of the slide.
Integrity is frequently identified as the key criterion and top leadership skill without which leaders cannot achieve success. The lack of integrity by national and international leaders has played out in the world media across all sectors, seemingly without exception. Society expects that its leaders will be principled, honest, walk the talk and hold themselves accountable. These important aspects, when exhibited by a leader, results in the perception of a person of integrity. [Go through the sub-bullets]
Vision is one of the differentiating factors that separates out leaders from everyone else. Having a vision of the future is imperative, but equally important for success is the leader’s capacity to translate their vision into reality by working with and through their team by making real each of these aspects identified. [Go through the sub-bullets]
Charismatic leaders are typically those who are able to inspire and encourage people almost to the point of devotion to a certain cause. These leaders have extraordinary communication skills which are multifaceted and illustrated here by Bruce Woodcock of the University of Kent, UK. It includes verbal and non-verbal skills including [read bullets]. When you communicate, [read the questions]
Handling confidential information or bad news is typically at the forefront of developing people. Harvey Firestone referred to this as the “highest calling of leadership.” Developing people can take various forms and/or all forms at different times and under different circumstances. Encouraging, helping, coaching and mentoring people to help them stretch and grow their capabilities beyond their current status will endear them towards a leader and they will follow you not only for who you are, but because of what you do … for them.
John Maxwell belongs to the school of leadership gurus who support the position that leadership is a skill that can be taught, rather than people can only be born as leaders. His five levels of leadership promote that one’s skill as a leader grows with increasing influence over time. The first level he refers to as ‘Position’.
‘Position’ leadership: At this level, people follow you because you have the title or “rank”. Because you are the boss they will do as you say, but they will do the bare minimum. They will not go the extra mile for you.
At ‘Permission’ leadership level, people want to follow you because they trust you. This level of leadership is based on “relationship”.
At the level of ‘Production’, people follow you because you achieve “results”. Accomplishments are clear at this stage and people want to be associated with success.
‘People’ leadership is Firestone’s “highest calling of leadership”. People follow you because of what’s in it for them! You poor your life into developing them. You “reproduce” leaders. At this level you achieve much for people as well as organizations.
The top level of ‘Personhood’ has also been named ‘Pinnacle’ leadership. People follow you because of who you are … your values and what you represent and they “respect” you. Few leaders are at this level of influence and it is not easy to get here according to Maxwell. It takes considerable time and consistent effort in the small and big decisions in life. This is where you want to be; strive for this level of leadership.
If you have been through graduate school and certainly during your postdoctoral training, you would have had the opportunity to engage in many forms of leadership activities. [Read through bullets]. Use these as a start to assess where you are as a leader which we will come back to later on in the presentation.
[Read the bullet and the quote on the slide]
In 2000, Daniel Goleman published his 3-year study of more than 3000 mid-level executive managers about their management styles, their impact on the corporate world including profitability. The research showed that management style accounted for 30% of the company’s bottom line! These are the 6 management styles he uncovered as communicated by Rosalind Cardinal in an article published in the Huffington Post in 2013 and updated in 2015. [Review the bullets and add the following applications for each bullet]
Directive management – Effective when there is a crisis and when deviations are risky. Avoid when employees are underdeveloped or highly skilled as they become frustrated and resentful at the micromanaging.
Authoritative management – Is effective when clear directions and standards are needed and the manager is credible. Avoid it when employees need guidance on what to do and/or the leader is not credible as the people won’t follow your vision if they don’t believe in it
Affiliative management – Is effective when tasks are routine, performance adequate, when counseling, helping, or managing conflict. Avoid it when performance is inadequate as affiliation does not emphasise performance or if there is a crisis situation that requires direction
Participative management – Is effective when employees are working together and have experience and credibility. Avoid it when employees must be coordinated or there is a crisis and no time for meetings or if there is a lack of competency & close supervision is required
Pacesetting management – Is effective when people are highly motivated, competent and require little direction e.g., with experts. Avoid it when workload requires assistance from others or when development, coaching & coordination required
Coaching management is effective when skills needs to be developed and employees are motivated and wanting development. Avoid it when the manager lacks expertise or the performance discrepancy is too great or there is a crisis. Coaching managers may help rather than release a poor performer.
1. Planning is the most critical skill of managers. Success is difficult at best, and impossible at worst, without planning. As the saying goes, “If you fail to plan, plan to fail.” Plan for the best case scenario, plan for the worst case scenario and plan a couple other options whilst you’re at it. Use SMART goals. [Review the questions then the bullets]
2. Organizing [Review the bullets]
3. Directing [Review the bullets] Directing people can be done in various ways as addressed on the slide on the 6 different management styles. Make sure to use the right approach for the team and circumstances. Managing systems, tools, and processes in today’s world is similar to what we do with various techniques and equipment that are used in academic experimentation and is about optimum efficiency and automation to improve productivity. Today much can also be maximized through the use of network management using telecommunications technologies. Timing can be important to the success or failure of the project, especially if changes are occurring. Make sure to get this right. The right decision or process made, or in place at the wrong time, is a poor decision or process.
4. Monitoring [Review the bullets] Tracking, trouble-shooting, tweaking, motivating and encouraging are all important aspects of managing processes and people. They are needed to ensure that the team delivers results on budget and on time.
If you were successful in completing graduate school, it would have been in part because of learned management skills. Many of the tasks identified on this slide are familiar to you and your capacity to execute on them may vary, but they are all skills that have brought you to where you are today. [Review the bullets].
Leadership and management are sometimes used interchangeably, but they are in fact different activities as illustrated here. [Review table and summarize with the quote by Drucker]
Bruce Tuckman’s classic stages of how teams develop was published in 1965. If you have been part of a team you probably recognize these stages from your own experience.
In Stage 1 - FORMING The teams asks “Why are we here? “ Whilst the team is being defined, people assess each other. There can be feelings of anxiety & confusion and sometimes little work is actually accomplished. Conflicts can emerge, and leadership, value, strategy & feasibility of task(s) can be challenged. Team members typically feel included & expect that their opinions will be valued & respected as trust and communication is established. At this early stage, the team should be establishing its team charter, strategy, roles, tasks and goals. These need to be defined to be an effective team which will learn how to work together.
In Stage 2 – STORMING, the team asks, “Can we work together? “ More conflicts emerge as members work through the challenges related to the work at hand. Power plays may occur, i.e., who’s in charge & what actions need to be taken toward goals. Instability & polarization could bring conflict out in open. At this stage it is important to encourage transparent and fair communication & affirm that disagreement is healthy & resolvable.
In Stage 3- NORMING, the team asks, “How will we work together? . Rules get created and team members learn to work together productively. Team pride develops and norms are established for how people treat each other, meetings are conducted, who will do what work & how it the goals will be achieved based on the strengths and weaknesses of the team. Team member accept each other and working becomes harmonized. Skills & understanding are deepened and productivity is increased. The environment has become safe to share opinions & skills which are evaluated critically & constructively.
In the final Stage 4 – PERFORMING – The team asks, “How can we work smarter? “ The team becomes fully engaged and functional. It is harmonized and achieves results by working seamlessly together as they diagnose, solve problems & make decisions. This is the highest stage of creativity and productivity and the team can handle new tasks working together or delegating work. Team members share leadership, responsibility and accountability.
Typically, the process is linear as the team goes from one stage to the next, however, as new challenges arise the team can move in an out of stages 2 (STORMING) to 4 (PERFORMING) more easily because of the trust that has been built over time. Teams that achieve this level are high-performing teams.
[Review bullets on slide]
[Review bullets on slide]
In 2007, Ancona and Bressman published their book, “X-Teams” where they make a case to help teams achieve excellence by seeking expertise and input external to the team. The theory of using the principles of external activity, extreme execution and flexible phases of a team’s formation, combined with a structure of extensive ties to others outside of the team, expandable tiers within the team or sub-teams and the flexibility exchangeable membership as the team moves forward and various tasks and roles come and go, the authors illustrate how this is done describing detailed examples in the real world across various industries where this was achieved. They are cautious to note, however, that [Read quotation at the bottom of the slide].
Teams don’t always work well together and in Patrick Lencione’s much read book, he tells a compelling story in which he covers the 5 dysfunctions of a team. This slide outlines these dysfunctions and how they can prevent the team from working optimally. [Review the slide]
This was meant to be an introduction and exposure to leadership, management and team building with the purpose of helping to guide you to understand your personal … {continue to review the bullets and end with the quote]
According to the National Postdoctoral Association, in addition to becoming a subject matter expert and achieving independence during a postdoctoral fellowship, six additional core competencies should be gained during this period, if they were not already exposed to or acquired during graduate training. The extent to which postdocs are exposed to and gain these competencies is dependent upon their fellowship experience.
In this short presentation, the aim is to expose participants to effective leadership styles, project management and team building skills.