This document discusses military leadership and followership. It defines leadership as directing others' behavior to accomplish common objectives. Leadership requires understanding followers' motivations and communicating effectively. The three main leadership styles are authoritarian, participative, and delegative. Followership involves adhering to a leader and enabling good leadership. There are different types of followers from isolators to activists. Rules of followership include supporting leaders' decisions even if unpopular and fighting with leaders privately if necessary.
Filipino training provider in the Philippines, Mr. Myron Sta. ana's 27-slide Presentation for the audience of the CALABARZON Youth Leaders Summit as part of the Youth Leadership Month co-organized by the De La Salle University Dasmarinas and the University of the Philippines Los Banos' chapters of AIESEC Philippines
Menwa - Resimen Mahasiswa, ROTC, Reserved Officer Training Corps. Disampaikan dalam pembekalan materi Kepemimpinan di YONIF LINUD 330/KUJANG.
Peserta dari Kementrian PUPR dan Menwa Yon 1/ITB
This is a small presentation on developing others in the army. Most of the slides are self explanatory and they have really good information. This PowerPoint is for a 10 -15 minutes presentation give or take on how you like presenting.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Filipino training provider in the Philippines, Mr. Myron Sta. ana's 27-slide Presentation for the audience of the CALABARZON Youth Leaders Summit as part of the Youth Leadership Month co-organized by the De La Salle University Dasmarinas and the University of the Philippines Los Banos' chapters of AIESEC Philippines
Menwa - Resimen Mahasiswa, ROTC, Reserved Officer Training Corps. Disampaikan dalam pembekalan materi Kepemimpinan di YONIF LINUD 330/KUJANG.
Peserta dari Kementrian PUPR dan Menwa Yon 1/ITB
This is a small presentation on developing others in the army. Most of the slides are self explanatory and they have really good information. This PowerPoint is for a 10 -15 minutes presentation give or take on how you like presenting.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
“Your title makes you a manager, people decide if you’re a leader.” Not only is this one of my favourite quotes, it is also my personal philosophy on leadership. We all have the potential to be leaders. It has nothing to do with our title or whether we manage people, and everything to do with how we approach the world and impact the lives of people we interact with.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. OVERVIEW Definition of Leadership Factors of Leadership Principles of Leadership Leadership Attributes Leadership Styles Definition of Followership Types of Followers Rules of Followership
3. "Leadership is the art of getting someone else to do something you want done because he wants to do it." ~ Dwight D. Eisenhower
4. Leadership Defined: Leadership is the process of directing the behavior of others toward the accomplishment of some common objectives. "Leadership is influencing people to get things done to a standard and quality above their norm. And doing it willingly."
5.
6. A person who lacks motivation requires a different approach than one with a high degree of motivation.
15. What and how you communicate either builds or harms the relationship between you and your employees.
16. All situations are different. What you do in one situation will not always work in another.
17. You must use your judgment to decide the best course of action and the leadership style needed for each situation.
18.
19. PRINCIPLES OF LEADERSHIP Know yourself and seek self-improvement. In order to know yourself, you have to understand your “be”, “know”, and “do” attributes. This is possible by continually strengthening your attributes by reading and self-study. Be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees’ jobs. Seek responsibility and take responsibility for your actions. Search for ways to guide your organization to new heights. And when things go wrong, do not blame others.
20. PRINCIPLES OF LEADERSHIP Make sound and timely decisions. Use good problem solving, decision-making, and planning tools. Set the example. Be a good role model for you employees. They will believe what they see not what they hear. Know your people and look out for their well-being. Know human nature and the importance of sincerely caring for your workers. Keep your people informed. Know how to communicate with your people, seniors, and other key people within the organization.
21. PRINCIPLES OF LEADERSHIP Develop a sense of accountability, ownership and responsibility in your people. These traits will help them carry out their professional responsibilities. Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. Train your people as a team. By developing team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.
22. Attributes OF a LEADER: BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility. BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. KNOW the four factors of leadership — follower, leader, communication, situation. KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. KNOW human nature. Examples: Human needs, emotions, and how people respond to stress. KNOW your job. Examples: be proficient and be able to train others in their tasks. KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. DO provide direction. Examples: goal setting, problem solving, decision making, planning. DO implement. Examples: communicating, coordinating, supervising, evaluating. DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel.
25. Used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers.
26.
27. Involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority.
28. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.
29. Normally used when you have part of the information, and your employees have other parts.
30.
31. The leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made.
32. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.
33.
34. REASONS TO FOLLOW: Fear of Retribution “If I do not follow, I may lose my job!” Following out of fear isn’t as much following as it is using a coercive type of power. The leader in this case only continues being successful (in maintaining followers) as long as the follower sees no other option. Not a tool of effective (and ethical) leaders. Blind Hope “We must do something, and I hope this works!” In this situation, the follower is desperate for some solution and is probably only following due to a lack of alternatives. Leaders should watch out for followers like these, as they are likely to flee and follow others who give them more hope.
35. REASONS TO FOLLOW: Faith in Leader “What a great person. If anyone knows the answer, they do!” The follower is blind to the solution but follows because they have put faith in the leader. Leaders should also be wary of these individuals, as they believe that by some magic or genius, the leader will provide the answer to the follower’s needs. Disappointment is inevitable, and no leader is perfect. Intellectual Agreement “What a good idea, that certainly makes sense!” Logic guides this rationale, and the follower understands the logic of the argument the leader is putting forward. This type of followership is common for educated individuals who need to comprehend why things happen.
36. REASONS TO FOLLOW: Buying the Vision Whata brilliant idea, I don’t care who thought of it!” When followers buy a vision, they are emotionally identifying with a view of the future that appeals to them in some way. They are not just following a leader or logic; they are focused on the idea of moving toward the shared goals of a group or organization. This is a very useful rationale for leaders to work toward, but only if it can be sustained over a period of time.
37. TYPES OF FOLLOWERS: Isolators Know little about the leader. Disinterested in company. Disappears into the crowd. Works to pay the bills. Detached and lethargic. Incentives to engage don’t work. Bystanders Aware but chooses not to engage. Passively goes along to serve self interest. Not motivated. Avoid the risk to be involved. Could be swayed by incentives to engage.
38. TYPES OF FOLLOWERS: Participants Engaged to make a difference. Willing to speak up. Supports the leader and organization. Intrinsically self motivated Activists Strongly supports or doesn’t support the leader and/or organization. Eager and energetic. Puts in long hours. Often in the leaders’ inner circle. High degree of initiative.
39. TYPES OF FOLLOWERS: Participants All consuming commitment either for or against leader and/ or organization. Often emerge in dire situations. Risk their own well being for their cause.
40. Rules of followership Don't blame your boss for an unpopular decision; your job is to support, not undermine. Although extremely easy to blame a superior, it only exhibits disloyalty and undermines unit cohesion. The question is irrelevant whether we agree; the boss has decided and we will carry it out. Fight with your boss if necessary; but do it in private. As followers we have an obligation to express our reservations about an issue. Speak frankly and honestly with your boss; fight for your people and your organization; but do so in private. Use initiative. No one likes micromanagers, created when subordinates stand by and wait for specific instructions. Overcome this by simply showing initiative, accomplishing the task, and accurately briefing the results.
41. Rules of followership Accept responsibility when offered. The military cannot succeed and evolve unless it is composed of risk takers willing to accept responsibility. It is difficult to assume responsibility because people fear failure. Even Gen Curtis LeMay commented that he had never been given a job that he felt qualified to handle. Be a risk taker, accept responsibility. Tell the truth; don't quibble; your boss gives advice up the chain of command. Human nature is to cover up mistakes but this can lead to misfortunes. Tell the truth, your nation and the military's reputation depends on it. Do your homework; give your boss all the necessary information; anticipate possible questions. Become an expert on your subject. Think through the implications of the problem. Anticipate questions and prepare answers. Then propose your course of action.
42. Rules of followership When making a recommendation, remember who will probably have to implement it. Know your strengths, limitations and weaknesses. Do not propose impracticable solutions. Know who you are; put yourself in positions that maximize your strengths while masking your limitations. This will make you a more successful subordinate. Keep your boss informed of what's going on in the unit. As leaders advance in rank others are less inclined to speak with them. When information does flow it is heavily filtered. The boss needs subordinates who routinely mention what has transpired in the unit. The boss needs to know the good and bad. If you see a problem, fix it. Don't worry about who gets the credit. Too often we notice a problem and think "it's not my problem." It is our problem. The essence of military life is teamwork. If you see a problem, take care of it. We are all in this together.
43. Rules of followership Put in more than an honest day's work, but don't forget the needs of your family. Work hard, but don't become a "workaholic." Your family needs you. If they are miserable it will probably adversely affect your job performance.
44. SUMMARY: Definition of Leadership Factors of Leadership Principles of Leadership Leadership Attributes Leadership Styles Definition of Followership Types of Followers Rules of Followership
46. We have good corporals and good sergeants and some good lieutenants and captains, and those are far more important than good generals. —Gen William T. Sherman