The document discusses the nature of leadership, leadership traits, skills, and styles. It defines leadership as the ability to persuade people to work towards a common goal. Key leadership traits include honesty, competence, being forward-looking, inspiring, intelligent, fair-minded, and courageous. Leadership skills include technical, human, and conceptual skills. Common leadership styles are autocratic, democratic, and laissez-faire. The document also discusses power, sources of power including position and personal power, and influence tactics.
Power refers to the capacity to influence others. So where does it come from? Have you ever wondered why some managers seem like natural leaders? Or perhaps you are interested in what power you hold over others? View this quick course on the five sources identified by John French and Bertram H. Raven.
Leadership – the ability to influence the behavior of other people. In organizational context, the leader exerts influence in order to accomplish the objectives.
~ Richard A. Johnson, Fremont E. Kast, and James E. Rosenzweig ~
Power refers to the capacity to influence others. So where does it come from? Have you ever wondered why some managers seem like natural leaders? Or perhaps you are interested in what power you hold over others? View this quick course on the five sources identified by John French and Bertram H. Raven.
Leadership – the ability to influence the behavior of other people. In organizational context, the leader exerts influence in order to accomplish the objectives.
~ Richard A. Johnson, Fremont E. Kast, and James E. Rosenzweig ~
Meaning of Organizational Power, Dimensions, factors behind positional power, sources of power, Tactics to obtain power, Impression Management, Tactics to generate a favorable, Need of Power for the Organisation impression
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.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
[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
4. Leadership Traits:
• Honest — Display sincerity, integrity, and candor in all your actions.
Deceptive behavior will not inspire trust.
• Competent — Base your actions on reason and moral principles. Do not
make decisions based on childlike emotional desires or feelings.
• Forward-looking — Set goals and have a vision of the future. The vision
must be owned throughout the organization. Effective leaders envision
what they want and how to get it. They habitually pick priorities stemming
from their basic values.
• Inspiring — Display confidence in all that you do. By showing endurance in
mental, physical, and spiritual stamina, you will inspire others to reach for
new heights. Take charge when necessary.
• Intelligent — Read, study, and seek challenging assignments.
5. Leadership Traits:
• Fair-minded — Show fair treatment to all people. Prejudice is the enemy
of justice. Display empathy by being sensitive to the feelings, values,
interests, and well-being of others.
• Broad-minded — Seek out diversity.
• Courageous — Have the perseverance to accomplish a goal, regardless of
the seemingly insurmountable obstacles. Display a confident calmness
when under stress.
• Straightforward — Use sound judgment to make a good decisions at the
right time.
• Imaginative — Make timely and appropriate changes in your thinking,
plans, and methods. Show creativity by thinking of new and better goals,
ideas, and solutions to problems. Be innovative!
6. Leadership Skills:
Technical Skill: Human Skill:
refers to a person’s knowledge and is the ability to work
ability in any type of process or effectively with people and
technique. build teamwork.
Conceptual Skill:
is the ability to think in terms of
models, frameworks and broad
relationships such as long range
plans. Deals with ideas.
7. Leadership Styles:
Autocratic leadership
Democratic leadership
make decisions without consulting their
teams. the team to provideappropriate
allow This is considered input before
Laissez-faire leadership be
when decisions genuinely need to
making a decision, although the degree
taken quickly, whenfrom leaderneed for
don't interfere; they allow no to leader.
of input can vary there's people within
input, and when team agreement isn't
the type ofto make important when
This team style is many of the
necessary forThis works well when the
decisions. a successful outcome.can be
team agreement matters, but it
team difficult to manage capable
quite is highly when thereand
are
motivated, and perspectives and ideas.
lots of different when it doesn't need
close monitoring or supervision.
However, this style can arise because
the leader is lazy or
distracted, and, here, this approach can
fail.
9. POWER
Power: Authority:
is the ability of one person
(the agent) to influence the is the power vested in a
behavior and/or attitudes position and therefore, is
of others (the target). Thus, exclusive to that position.
power is not exclusive to
leaders and managers.
Influence:
is understood as the effect of one party (the
agent) on another (the target).
10. POWER
• Influence:
The success of an influence attempt can be distinguished among
qualitatively distinct outcomes: commitment, compliance, and
resistance.
Commitment: This is a result in which the target agrees with a request
or decision from the agent and strives carryout the request or
implement the decision effectively.
Compliance: This is an outcome in which the target is willing to do what
the agent asks, but is apathetic rather than enthusiastic about it.
Resistance: The target is opposed to carrying out the agent’s requests
and decisions.
11. POWER
SOURCES OF INDIVIDUAL POWER
• Legitimate power: From holding a formal position. Others comply because
they accept the legitimacy of the position of the power holder.
• Reward power: Target complies in order to obtain rewards controlled by
the agent.
• Coercive Power: Compliance is to avoid punishments controlled by the
agent.
• Expert Power: Based on a person’s expertise, competence, and
information in a certain area.
• Referent Power: The target person comply because they respect and like
the power holder (agent).
12. POWER
SOURCES AND CONSEQUENCES OF
POWER
• The first three sources of power –
legitimate,reward and coercive- are position
powers. Managers and executives generally
hold all these three sources of power.
• The expert and referent sources of power are
personal.
13. POWER
Another conceptualization of power sources is
as follows:
• Position Power: Formal authority, control over rewards, control
over punishments, control over information and ecological control.
• Personal Power: Expertise, friendship or loyalty and charisma.
• Political Power: Control over decision processes, coalitions, co-
optation and institutionalization.
14. POWER
POTENTIAL REACTIONS TO INDIVIDUAL
SOURCES OF POWER
Coercive Power
Resistance
Reward Power
Legitimate Power Compliance
Expert Power
Commitment
Referent Power
15. POWER
INFLUENCE TACTICS
• Rational persuasion (Expert, info)
• Inspirational appeal (Referent)
• Consultation (All)
• Ingratiation (Referent)
• Personal appeal (Referent)
• Exchange (Reward and info.)
• Coalition building (All)
• Legitimate tactics (Legitimate)
• Pressure (Coercive)
16. ORGANIZATIONAL SOURCES OF POWER
• Coping with uncertainty
• Centrality
• Dependency
• Substitutability
POWER SOURCES FOR TOP EXECUTIVES
•Legitimate power and position
•Access to resources
•Control of decision criteria
•Centrality in organizational structure
17. LEADERSHIP & POWER
• The essence of leadership is influence over
others. But, influence is not unidirectional.
• Power is the engine that drives the ability to
Influence.
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