Ongamo Joe Marshal is ensure that the organization's leadership maintains a constant awareness of both the external and internal competitive landscape, opportunities for expansion, customer base, markets, new industry developments and standards, and so forth.
This document discusses transformational leadership, which involves leaders who motivate and challenge followers to perform beyond expectations. Transformational leaders create contexts that maximize human and organizational capabilities through facilitating multiple levels of transformation and aligning people with shared values and purpose. They are charismatic and visionary, bring out the best in followers and develop them as leaders. Studies show transformational leaders have more satisfied followers and effective work groups, and followers experience less stress.
Leadership requires developing both the mind and heart. Developing the mind involves questioning assumptions, thinking independently, and having a beginner's mindset. Developing the heart involves emotional intelligence, such as self-awareness, managing emotions, and empathy. While fear can motivate in the short term, leading with love provides a deeper motivation and allows people to perform at their best. True leadership development requires openness to improving both mental models and emotional skills over time.
Behavioral Coaching is a combination of processes, models and methodologies used by coaches to bring about lasting behavioral change on the part of clients
This document discusses key aspects of effective team structure and process. It outlines that teams should define their structure including type, purpose, leader, size, skills and stability. Teams must also establish goals aligned with their purpose and measures to track performance and member development. The team process involves formation, adjustment, development, renewal and transformation as the team works to build cohesion, learn continuously and adapt. Team culture is also important, with shared values, rituals and focus on learning.
Marshall Goldsmith provides executive coaching focused on achieving positive, long-term behavioral change for clients and their organizations. His process involves identifying key behaviors for change with clients and stakeholders, collecting feedback, developing action plans, and ongoing follow up to ensure behavioral changes are adopted and effective leadership improvement occurs as judged by stakeholders over time. The coaching process concludes once clients achieve their desired behavioral changes through self-driven efforts and support from stakeholders.
This document promotes a series of leadership workshops run by Queens of the Kingdom that aims to arouse the pursuit of leadership. The workshops cover foundational leadership skills like attitude, character, embracing change, personal growth, vision, servanthood, relationships, influence, modeling, and empowerment. Participants can choose between 2-hour, 4-hour, or 8-hour modules that can be customized for different environments and needs. The workshops are designed to help people develop leadership skills that can be applied immediately.
The document discusses various leadership theories and styles. It begins by covering trait theories, which focus on identifying personality traits linked to successful leadership. It then discusses behavioral theories, including Ohio State studies on task-oriented and relations-oriented leadership. Contingency theories are reviewed, such as Fiedler's model and situational leadership theory. Transactional and transformational leadership styles are compared. Finally, the document discusses participative leadership theories and Likert's four systems of leadership.
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
This document discusses transformational leadership, which involves leaders who motivate and challenge followers to perform beyond expectations. Transformational leaders create contexts that maximize human and organizational capabilities through facilitating multiple levels of transformation and aligning people with shared values and purpose. They are charismatic and visionary, bring out the best in followers and develop them as leaders. Studies show transformational leaders have more satisfied followers and effective work groups, and followers experience less stress.
Leadership requires developing both the mind and heart. Developing the mind involves questioning assumptions, thinking independently, and having a beginner's mindset. Developing the heart involves emotional intelligence, such as self-awareness, managing emotions, and empathy. While fear can motivate in the short term, leading with love provides a deeper motivation and allows people to perform at their best. True leadership development requires openness to improving both mental models and emotional skills over time.
Behavioral Coaching is a combination of processes, models and methodologies used by coaches to bring about lasting behavioral change on the part of clients
This document discusses key aspects of effective team structure and process. It outlines that teams should define their structure including type, purpose, leader, size, skills and stability. Teams must also establish goals aligned with their purpose and measures to track performance and member development. The team process involves formation, adjustment, development, renewal and transformation as the team works to build cohesion, learn continuously and adapt. Team culture is also important, with shared values, rituals and focus on learning.
Marshall Goldsmith provides executive coaching focused on achieving positive, long-term behavioral change for clients and their organizations. His process involves identifying key behaviors for change with clients and stakeholders, collecting feedback, developing action plans, and ongoing follow up to ensure behavioral changes are adopted and effective leadership improvement occurs as judged by stakeholders over time. The coaching process concludes once clients achieve their desired behavioral changes through self-driven efforts and support from stakeholders.
This document promotes a series of leadership workshops run by Queens of the Kingdom that aims to arouse the pursuit of leadership. The workshops cover foundational leadership skills like attitude, character, embracing change, personal growth, vision, servanthood, relationships, influence, modeling, and empowerment. Participants can choose between 2-hour, 4-hour, or 8-hour modules that can be customized for different environments and needs. The workshops are designed to help people develop leadership skills that can be applied immediately.
The document discusses various leadership theories and styles. It begins by covering trait theories, which focus on identifying personality traits linked to successful leadership. It then discusses behavioral theories, including Ohio State studies on task-oriented and relations-oriented leadership. Contingency theories are reviewed, such as Fiedler's model and situational leadership theory. Transactional and transformational leadership styles are compared. Finally, the document discusses participative leadership theories and Likert's four systems of leadership.
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
The document discusses different leadership styles including autocratic, bureaucratic, democratic, and laissez-faire. It defines each style and provides examples of when each may be most effective to use. For example, an autocratic style works best in situations that require quick decision making or with new, untrained employees, while a democratic style encourages participation and works well for complex problems. The document also discusses what defines a leader and that leadership can be learned as well as innate, covering various leadership theories and concepts.
This chapter discusses team building as a leadership strategy. It defines common types of work teams and characteristics of effective teams. It also outlines behavioral science principles that support team building and important team-building skills for leaders, such as consideration, structure, and flexibility. Finally, it discusses the roles and skills employees need to be valued team members.
Group dynamics refers to how groups are formed, structured, and function. The document defines a group as two or more people acting interdependently toward common goals. It discusses factors that influence group dynamics like common motives, hierarchical roles, and communication. The roles of the nurse manager in group dynamics include supervising staff performance, achieving goals, employee development, and identifying solutions to problems. Understanding group dynamics is important for nurse managers to improve leadership and facilitate effective group functions.
Explaining Work Group Behavior (cont’d)
Describe the relationships between group cohesiveness and productivity.
Discuss how conflict management influences group behavior.
Tell the advantages and disadvantages of group decision making.
Creating Effective Teams
Compare groups and teams
Explain why teams have become so popular.
Describe the four most common types of teams.
List the characteristics of effective teams
The proposed XYZ Leadership Training is aimed at guiding college students to develop leadership skills. It will help students manage decisions, build relationships, and become effective leaders. The training will use modern techniques like power point presentations and activities to build self-esteem. Participants will gain knowledge in leadership skills not fully covered in school. The training is expected to enhance students' basic leadership foundations and help them improve skills to become better leaders. It will also provide an opportunity to apply theoretical knowledge in practice and learn responsibility.
The document contains summaries of several articles related to managing groups and teams. The articles discuss topics such as how teams become effective, different leadership styles and their impact on job performance, enhancing teamwork and communication skills among university students, factors that affect team effectiveness and employee performance, and the impact of teamwork on employee performance. The last part of the document presents abstracts of additional articles about managing virtual teams and leadership approaches in virtual teams.
This document discusses team building in organizations. It defines team building as an ongoing process that helps a work group evolve into a cohesive unit where members share expectations, trust and support each other, and respect individual differences. The document outlines guiding principles of team building such as good communication, increased productivity, motivation to achieve goals, and higher levels of trust and job satisfaction. It then describes steps to build an effective team, which include establishing leadership, considering employees' ideas, acting as a harmonizing influence, encouraging trust and cooperation, and facilitating communication. Symptoms that signal a need for team building are also listed, such as decreased productivity and conflicts among staff members.
1. The document discusses charismatic and transformational leadership, including definitions, characteristics, and examples of each.
2. It compares charismatic and transformational leadership, noting that charismatic leadership focuses more on personal attributes while transformational leadership emphasizes inspiring and motivating followers.
3. Examples of charismatic leaders mentioned include Joseph Stalin and Adolph Hitler, while transformational leaders highlighted are Nelson Mandela, Jacinda Ardern, and Jeff Bezos.
Mba 592 presentation communication and team dynamics in the workplaceColleen Carey
This document summarizes a presentation on communication and team dynamics in the workplace. It discusses key topics like employee engagement, emotional intelligence, and effective team characteristics. Regarding employee engagement, the presentation notes that Gallup polls show stagnant engagement levels since 2000, with only 32% of employees engaged. It also identifies trends in engagement like appreciation, individual needs, praise and feedback. For effective teams, characteristics discussed include a healthy mix of introverts and extroverts, participative decision making, shared goals, strong leadership and open communication. Challenges to teams include a lack of trust, conflict and silos.
This document discusses performance management, talent management, and competency management. It provides information on:
- Performance management includes ensuring goals are met effectively and efficiently, and can focus on organizations, departments, processes or employees.
- Talent management is using strategic human resource planning to improve business value and help companies achieve their goals. It includes recruiting, developing, rewarding and evaluating employees.
- Competency management identifies the skills, behaviors and abilities needed for roles. It is used to develop, evaluate and improve employees' competencies to enhance performance.
This document provides an overview of team leadership from Northouse's 4th edition textbook. It discusses the historical perspectives of team leadership from the 1920s to 1980s and 1990s. It then describes a team leadership model which provides leaders a framework to diagnose team problems and take appropriate actions. The model involves three leadership decisions - whether to monitor or take action, whether to intervene on task or relational needs, and whether to intervene internally or externally. It outlines specific leadership actions leaders can take to improve internal task and relational dynamics as well as a team's external environment.
Types of Groups
Stages of Group Development: The Five-Stage Model
The Punctuated Equilibrium Model
The Dynamics of Informal Groups
Norms and Roles in Informal Groups
Group decision-making
Informal Organizations : Nature, Significance and Management
Dynamics of Formal Work Groups
Teams in the Modern Workplace
Types of Teams
Teams vs Groups
Quality Circles
This document summarizes key ideas from the book "Leadership What's In It For Schools?" by Thomas Sergiovanni. Sergiovanni argues that effective school leadership is based on shared ideas rather than policies or personalities. He advocates for "ideas-based leadership" where teachers and leaders share values and beliefs. Sergiovanni also believes leadership should be distributed and that the principal acts as a "lead follower" who engages others through conversation rather than directives. He criticizes standardized leadership models and argues schools require a flexible approach tailored to their unique contexts.
This document provides an introduction to a dissertation on leadership. It discusses the background of the study, which involves assessing the leader-researcher's personal traits and professional skills based on evaluations from subordinates in various sectors. Specifically, it aims to determine if there is a relationship between these traits and skills, and to propose a model for dynamic leadership. The study has limitations in its scope, involving evaluations from 76 subordinates across 4 sectors. However, the results intend to provide a leadership framework that could benefit various industries including business, technology, and education.
Groups and teams are formed for different purposes. A group consists of two or more people who share common interests, objectives, and ongoing interaction. A work team is a group of people with complementary skills committed to a common mission and goals. There are four stages of group development: forming, storming, norming, and performing. Groups can be formal, based on the organizational structure, or informal based on friendships and interests. The main theories around group formation include propinquity, where proximity leads to affiliation, social systems theory looking at interrelated activities and interactions, balance theory based on shared attitudes and values, and exchange theory focused on rewarding interactions.
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
Mary Ramos describes her personal leadership style which involves flexibility to lead in changing times. She aims to foster leadership in others and wants teachers to see her as part of the team to facilitate positive change. Her convergent leadership style includes a moral purpose of creating an inviting learning environment and understanding and embracing change. She believes in problem solving together through open discussion and respecting all perspectives, including resistors. Ongoing learning and knowledge sharing are important, and she views her role as a data manager to help teachers improve instruction.
Chapter 8 : Understanding groups and managing work teams PeleZain
- The document discusses factors that contribute to effective work teams. It defines groups and teams, with teams requiring joint effort to achieve a common goal.
- There are four main types of work teams: problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams.
- Key components of effective teams include: the team context, the team's composition including roles and skills, work design factors like autonomy, and process variables like shared goals and minimal social loafing.
Importance of groups in organization, and Team Interactions in group, Group Vs Teams,
Team formation process, Stages of Group, Group Dynamics, Managing Team Performance & Team Conflicts.
How to build a good team? Team work & Team building Interpersonal skills – Conversation, Feedback, Feed
forward Interpersonal skills – Delegation, Humor, Trust, Expectations, Values, Status, Compatibility and their
role in building team
Reflective Essay on New Perspectives on LeadershipNicole
This document summarizes Nicole Ashe's reflective essay on her New Perspectives on Leadership course. The essay discusses several key concepts from the course, including storytelling, ethics, transformational and authentic leadership, followership, and art. Nicole found that storytelling, a focus on ethics, cultivating authenticity and trust with followers, and embracing creativity are hallmarks of effective leadership. She plans to incorporate these ideas, like using storytelling to communicate messages and sharing stories to build understanding, into her own leadership approach.
This document discusses leadership in libraries. It covers various leadership styles and theories, including trait theories, transformational leadership, and invitational leadership. It also discusses factors that influence leadership style, such as organizational culture and risk tolerance. Additionally, it examines characteristics of effective teams and team members, including different stages of team development. Key leadership concepts discussed include setting a clear vision, leading change effectively, and balancing productivity with employee well-being.
13. Key Issues
Based on the analyses made, the following key issues are drawn.
• BNPL Financing is a type of short-term financing that allows consumers to make purchases and pay for them at a future date. It is becoming an increasingly popular payment option;
• BNPL has fully digital operating landscape that enables superior customer experience and business efficiency. Thus, it is expected to capture a significant portion of the market with strong growth prospect;
• Dashen Bank is the only bank that provides BNPL financing so far. However, as a substitute product Cooperative Bank of Ethiopia provide the Michu financing.
• Fin-tech and telecommunication companies that work in partnership with domestic banks are potential competitors to BNPL business that provide and facilitate digitized credit facility;
• The domestic experience revealed that:
o The eligibility for the service requires the customers age should be 18 years and above; have a monthly income, which they can prove from their employer or a business license in the case of business owners;
o The maximum spending limit on Dube Ale is currently set at Birr 700,000 and is determined at branches;
o Payments can only be made using the app, and withdrawals are not allowed;
o Customers charged a subscription, guarantee, and convenience fee; The maximum loan duration is 12 months;
o Interest Ranges from 2% to 2.5% on monthly basis;
o The customer should repay the previous credit first to get another credit and the credit can be paid fully or partially; and
o Charges vary depending on the credit period and if payment is made after the due date there will be a penalty fee.
• The market need assessment shows that there is a demand of BNPL financing and almost all interviewed sampled organizations were voluntary to give their employees information when requested by the bank;
• Majority of the sampled respondents prefer loan repayment through mobile banking and also most of the respondents prefer if the duration of loan repayment period up to a year and shall base on value of the purchased item;
• There are five BNPL financing models that are widely applicable. Partnering with Fin-tech to build BNPL solution and Rent out balance sheet are the best models that CBE can adopt right now. Furthermore, the Bank may entertain integrating installments in to credit cards. Acquiring a BNPL company and Rent a technology can also be adopted in line with the banks business model and when the need arise by the market;
• Currently, two local potential fin-tech companies EAGLELION System Technology (Dube Pay) and Seregela PLC approached and show an interest and signed memorandum of understanding to work with CBE through the two business models;
• The expected benefits of BNPL financing for the CBE are the loan is short term; it address the needs of credit access of retail customers; increase and diversify the credit portfolio; and the bank will have a special product that calls for and held its retail customer fr
The document discusses different leadership styles including autocratic, bureaucratic, democratic, and laissez-faire. It defines each style and provides examples of when each may be most effective to use. For example, an autocratic style works best in situations that require quick decision making or with new, untrained employees, while a democratic style encourages participation and works well for complex problems. The document also discusses what defines a leader and that leadership can be learned as well as innate, covering various leadership theories and concepts.
This chapter discusses team building as a leadership strategy. It defines common types of work teams and characteristics of effective teams. It also outlines behavioral science principles that support team building and important team-building skills for leaders, such as consideration, structure, and flexibility. Finally, it discusses the roles and skills employees need to be valued team members.
Group dynamics refers to how groups are formed, structured, and function. The document defines a group as two or more people acting interdependently toward common goals. It discusses factors that influence group dynamics like common motives, hierarchical roles, and communication. The roles of the nurse manager in group dynamics include supervising staff performance, achieving goals, employee development, and identifying solutions to problems. Understanding group dynamics is important for nurse managers to improve leadership and facilitate effective group functions.
Explaining Work Group Behavior (cont’d)
Describe the relationships between group cohesiveness and productivity.
Discuss how conflict management influences group behavior.
Tell the advantages and disadvantages of group decision making.
Creating Effective Teams
Compare groups and teams
Explain why teams have become so popular.
Describe the four most common types of teams.
List the characteristics of effective teams
The proposed XYZ Leadership Training is aimed at guiding college students to develop leadership skills. It will help students manage decisions, build relationships, and become effective leaders. The training will use modern techniques like power point presentations and activities to build self-esteem. Participants will gain knowledge in leadership skills not fully covered in school. The training is expected to enhance students' basic leadership foundations and help them improve skills to become better leaders. It will also provide an opportunity to apply theoretical knowledge in practice and learn responsibility.
The document contains summaries of several articles related to managing groups and teams. The articles discuss topics such as how teams become effective, different leadership styles and their impact on job performance, enhancing teamwork and communication skills among university students, factors that affect team effectiveness and employee performance, and the impact of teamwork on employee performance. The last part of the document presents abstracts of additional articles about managing virtual teams and leadership approaches in virtual teams.
This document discusses team building in organizations. It defines team building as an ongoing process that helps a work group evolve into a cohesive unit where members share expectations, trust and support each other, and respect individual differences. The document outlines guiding principles of team building such as good communication, increased productivity, motivation to achieve goals, and higher levels of trust and job satisfaction. It then describes steps to build an effective team, which include establishing leadership, considering employees' ideas, acting as a harmonizing influence, encouraging trust and cooperation, and facilitating communication. Symptoms that signal a need for team building are also listed, such as decreased productivity and conflicts among staff members.
1. The document discusses charismatic and transformational leadership, including definitions, characteristics, and examples of each.
2. It compares charismatic and transformational leadership, noting that charismatic leadership focuses more on personal attributes while transformational leadership emphasizes inspiring and motivating followers.
3. Examples of charismatic leaders mentioned include Joseph Stalin and Adolph Hitler, while transformational leaders highlighted are Nelson Mandela, Jacinda Ardern, and Jeff Bezos.
Mba 592 presentation communication and team dynamics in the workplaceColleen Carey
This document summarizes a presentation on communication and team dynamics in the workplace. It discusses key topics like employee engagement, emotional intelligence, and effective team characteristics. Regarding employee engagement, the presentation notes that Gallup polls show stagnant engagement levels since 2000, with only 32% of employees engaged. It also identifies trends in engagement like appreciation, individual needs, praise and feedback. For effective teams, characteristics discussed include a healthy mix of introverts and extroverts, participative decision making, shared goals, strong leadership and open communication. Challenges to teams include a lack of trust, conflict and silos.
This document discusses performance management, talent management, and competency management. It provides information on:
- Performance management includes ensuring goals are met effectively and efficiently, and can focus on organizations, departments, processes or employees.
- Talent management is using strategic human resource planning to improve business value and help companies achieve their goals. It includes recruiting, developing, rewarding and evaluating employees.
- Competency management identifies the skills, behaviors and abilities needed for roles. It is used to develop, evaluate and improve employees' competencies to enhance performance.
This document provides an overview of team leadership from Northouse's 4th edition textbook. It discusses the historical perspectives of team leadership from the 1920s to 1980s and 1990s. It then describes a team leadership model which provides leaders a framework to diagnose team problems and take appropriate actions. The model involves three leadership decisions - whether to monitor or take action, whether to intervene on task or relational needs, and whether to intervene internally or externally. It outlines specific leadership actions leaders can take to improve internal task and relational dynamics as well as a team's external environment.
Types of Groups
Stages of Group Development: The Five-Stage Model
The Punctuated Equilibrium Model
The Dynamics of Informal Groups
Norms and Roles in Informal Groups
Group decision-making
Informal Organizations : Nature, Significance and Management
Dynamics of Formal Work Groups
Teams in the Modern Workplace
Types of Teams
Teams vs Groups
Quality Circles
This document summarizes key ideas from the book "Leadership What's In It For Schools?" by Thomas Sergiovanni. Sergiovanni argues that effective school leadership is based on shared ideas rather than policies or personalities. He advocates for "ideas-based leadership" where teachers and leaders share values and beliefs. Sergiovanni also believes leadership should be distributed and that the principal acts as a "lead follower" who engages others through conversation rather than directives. He criticizes standardized leadership models and argues schools require a flexible approach tailored to their unique contexts.
This document provides an introduction to a dissertation on leadership. It discusses the background of the study, which involves assessing the leader-researcher's personal traits and professional skills based on evaluations from subordinates in various sectors. Specifically, it aims to determine if there is a relationship between these traits and skills, and to propose a model for dynamic leadership. The study has limitations in its scope, involving evaluations from 76 subordinates across 4 sectors. However, the results intend to provide a leadership framework that could benefit various industries including business, technology, and education.
Groups and teams are formed for different purposes. A group consists of two or more people who share common interests, objectives, and ongoing interaction. A work team is a group of people with complementary skills committed to a common mission and goals. There are four stages of group development: forming, storming, norming, and performing. Groups can be formal, based on the organizational structure, or informal based on friendships and interests. The main theories around group formation include propinquity, where proximity leads to affiliation, social systems theory looking at interrelated activities and interactions, balance theory based on shared attitudes and values, and exchange theory focused on rewarding interactions.
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
Mary Ramos describes her personal leadership style which involves flexibility to lead in changing times. She aims to foster leadership in others and wants teachers to see her as part of the team to facilitate positive change. Her convergent leadership style includes a moral purpose of creating an inviting learning environment and understanding and embracing change. She believes in problem solving together through open discussion and respecting all perspectives, including resistors. Ongoing learning and knowledge sharing are important, and she views her role as a data manager to help teachers improve instruction.
Chapter 8 : Understanding groups and managing work teams PeleZain
- The document discusses factors that contribute to effective work teams. It defines groups and teams, with teams requiring joint effort to achieve a common goal.
- There are four main types of work teams: problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams.
- Key components of effective teams include: the team context, the team's composition including roles and skills, work design factors like autonomy, and process variables like shared goals and minimal social loafing.
Importance of groups in organization, and Team Interactions in group, Group Vs Teams,
Team formation process, Stages of Group, Group Dynamics, Managing Team Performance & Team Conflicts.
How to build a good team? Team work & Team building Interpersonal skills – Conversation, Feedback, Feed
forward Interpersonal skills – Delegation, Humor, Trust, Expectations, Values, Status, Compatibility and their
role in building team
Reflective Essay on New Perspectives on LeadershipNicole
This document summarizes Nicole Ashe's reflective essay on her New Perspectives on Leadership course. The essay discusses several key concepts from the course, including storytelling, ethics, transformational and authentic leadership, followership, and art. Nicole found that storytelling, a focus on ethics, cultivating authenticity and trust with followers, and embracing creativity are hallmarks of effective leadership. She plans to incorporate these ideas, like using storytelling to communicate messages and sharing stories to build understanding, into her own leadership approach.
This document discusses leadership in libraries. It covers various leadership styles and theories, including trait theories, transformational leadership, and invitational leadership. It also discusses factors that influence leadership style, such as organizational culture and risk tolerance. Additionally, it examines characteristics of effective teams and team members, including different stages of team development. Key leadership concepts discussed include setting a clear vision, leading change effectively, and balancing productivity with employee well-being.
13. Key Issues
Based on the analyses made, the following key issues are drawn.
• BNPL Financing is a type of short-term financing that allows consumers to make purchases and pay for them at a future date. It is becoming an increasingly popular payment option;
• BNPL has fully digital operating landscape that enables superior customer experience and business efficiency. Thus, it is expected to capture a significant portion of the market with strong growth prospect;
• Dashen Bank is the only bank that provides BNPL financing so far. However, as a substitute product Cooperative Bank of Ethiopia provide the Michu financing.
• Fin-tech and telecommunication companies that work in partnership with domestic banks are potential competitors to BNPL business that provide and facilitate digitized credit facility;
• The domestic experience revealed that:
o The eligibility for the service requires the customers age should be 18 years and above; have a monthly income, which they can prove from their employer or a business license in the case of business owners;
o The maximum spending limit on Dube Ale is currently set at Birr 700,000 and is determined at branches;
o Payments can only be made using the app, and withdrawals are not allowed;
o Customers charged a subscription, guarantee, and convenience fee; The maximum loan duration is 12 months;
o Interest Ranges from 2% to 2.5% on monthly basis;
o The customer should repay the previous credit first to get another credit and the credit can be paid fully or partially; and
o Charges vary depending on the credit period and if payment is made after the due date there will be a penalty fee.
• The market need assessment shows that there is a demand of BNPL financing and almost all interviewed sampled organizations were voluntary to give their employees information when requested by the bank;
• Majority of the sampled respondents prefer loan repayment through mobile banking and also most of the respondents prefer if the duration of loan repayment period up to a year and shall base on value of the purchased item;
• There are five BNPL financing models that are widely applicable. Partnering with Fin-tech to build BNPL solution and Rent out balance sheet are the best models that CBE can adopt right now. Furthermore, the Bank may entertain integrating installments in to credit cards. Acquiring a BNPL company and Rent a technology can also be adopted in line with the banks business model and when the need arise by the market;
• Currently, two local potential fin-tech companies EAGLELION System Technology (Dube Pay) and Seregela PLC approached and show an interest and signed memorandum of understanding to work with CBE through the two business models;
• The expected benefits of BNPL financing for the CBE are the loan is short term; it address the needs of credit access of retail customers; increase and diversify the credit portfolio; and the bank will have a special product that calls for and held its retail customer fr
The document discusses leadership in libraries. It covers topics like team building, leadership styles and theories, change leadership, and characteristics of library leadership. It provides an overview of a presentation given by Antonia Arahova of the National Library of Greece at an IFLA conference on the topic of whether a library leader is a "lonely rider" or an "inspirator" of their team. Key points discussed include leadership skills, team performance, quotes, and how the National Library of Greece is reinventing its leadership model.
The document discusses leadership in libraries. It covers topics like team building, leadership styles and theories, change leadership, and characteristics of library leadership. It provides an overview of a presentation given by Antonia Arahova of the National Library of Greece at an IFLA conference on the topic of whether a library leader is a "lonely rider" or an "inspirator" of their team. Key points discussed include leadership skills, team performance, quotes, and how the National Library of Greece is reinventing its leadership model.
The leaders organized workers into efficient units to clear a road through dense jungle. Progress was excellent as the leaders monitored work and made adjustments. However, one day someone saw the overall situation and shouted that they were going the wrong way. This highlights that management is about efficiency but leadership ensures the overall goal and direction are correct.
1. A group of workers and leaders are tasked with clearing a jungle road to access a port site. The leaders organize the workers efficiently and monitor progress and resources, with excellent initial results.
2. However, someone notices they are clearing the wrong part of the jungle and shouts to stop, as they need to do the "right thing" rather than just doing things efficiently.
3. Different leadership styles are described, including autocratic, democratic, consultative, persuasive, and laissez-faire approaches. Leading change is also discussed, noting how change impacts workers' self-esteem and various theories of leadership traits, behaviors, contingencies, and transactions.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, need for change, organizational culture and nature of tasks. It also covers various theories of leadership like trait theories, behavioral theories, contingency theories and transformational leadership theories.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, importance of change, organizational culture and nature of tasks. It also covers various theories of leadership such as trait, behavioral, contingency and transformational theories.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, need for change, and organizational culture. It also covers various theories of leadership such as trait theories, behavioral theories, contingency theories, transformational leadership and transactional leadership.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, need for change, organizational culture and nature of tasks. It also covers various theories of leadership like trait theories, behavioral theories, contingency theories and transformational leadership theories.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, need for change, and organizational culture. It also covers various theories of leadership such as trait theories, behavioral theories, contingency theories, transformational leadership and transactional leadership.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, importance of change, organizational culture and nature of the task. It also covers various theories of leadership like trait theories, behavioral theories, contingency theories, transformational leadership and transactional leadership.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, consultative, persuasive, and laissez-faire. It also discusses theories like trait theories, behavioral theories, contingency theories, transformational leadership, and transactional leadership. It notes that leadership style depends on factors like the type of business, risk level involved, importance of change, and organizational culture.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, consultative, persuasive, and laissez-faire. It also discusses theories like trait theories, behavioral theories, contingency theories, transformational leadership, and transactional leadership. Additionally, it examines factors that can affect a leader's style like risk, type of business, importance of change, organizational culture, and nature of the task.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, consultative, persuasive, and laissez-faire. It also discusses theories like trait theories, behavioral theories, contingency theories, transformational leadership, and transactional leadership. Additionally, it covers factors that can affect a leader's style like risk, type of business, need for change, organizational culture, and nature of the task.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, consultative, persuasive, and laissez-faire. It also discusses theories of leadership such as trait theories, behavioral theories, contingency theories, transformational theories, and transactional theories. Additionally, it covers factors that can affect a leader's style like risk, type of business, importance of change, organizational culture, and nature of the task.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, importance of change, organizational culture and nature of the task. It also covers various theories of leadership like trait theories, behavioral theories, contingency theories, transformational leadership and transactional leadership.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like the type of business, risk level, and importance of change. It also covers various theories of leadership such as trait theories, behavioral theories, contingency theories, transformational leadership and transactional leadership.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, consultative, persuasive, and laissez-faire. It also discusses theories of leadership such as trait theories, behavioral theories, contingency theories, transformational theories, and transactional theories. Additionally, it examines factors that can affect a leader's style such as risk, type of business, importance of change, organizational culture, and nature of the task.
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2. Main points:
Team Building
Leader’s Skills
Leadership Styles
Leadership Theories
Change Leadership
Team Performance
Characteristics of Library Leadership
Quotes
3.
4. Key Words
Team Work:
What type?
What is the purpose?
Who is the leader?
Contribution
Competencies
Efficiency
Effectiveness
Motivation
5. T- - - - To g e t h e r
E - - - - E v e r y o n e
A - - - - A c h i e v e s
M - - - - M o r e
5
9. Verbal Behaviors
What behaviors encourage effective
participation
Set context
Ask questions of members
Use supportive statements
Seek out different perspectives
Share feelings
10. Contributor Skills
Initiation - draw out information, clarify ideas
Energize - show enthusiasm, engage in team process, show
commitment
Organize
Build relationships
Be flexible
Learn
11. Human Relations Soft Skills/Transferable Skills
Treating
people fairly
Establishing
rapport
Being a
cooperative
team
member
Dealing effectively
with conflict
Helping clarify
misunderstandings
Creating an
environment of social
interaction
12. Guidelines for Professional Ethics
• Am I confident in my
decision?
• Will it be valid for
years?
• Is it legal?
• Will it hurt anyone?
• Does it positively
represent the company?
1 • Does it make anyone
uncomfortable?
• Does it convey respect
for
others?
• Have I involved
others by
asking their
viewpoint?
• Is it fair?
• Does it uphold the
values of the
organization?
• Can I tell my decisions
to my
employer, my
family and others?
• How would others regard
the details if made
public?
3
2
13. Adjustment
Revisions of the initial rules and goals
A reality check of what can be accomplished
Tensions usually come up here, must reach consensus,
usually about personalities
Breakpoint comes when the team gets mired in discussions
about what to do and who should do what...
15. Cohesion
Comes together as a team
High energy
High interest
Progress is made
Team is supportive
Develop relationships
16. Reinforcement
Cohesion builds
Homogeneity builds
Team members are comfortable with each other
Start to be interested in self-preservation and self-
perpetuation
Goals should be on creativity and exploration
18. Learning
Team learns new skills
Build relationships to accomplish task
Commitment and mutual accountability
Now, team may be confrontational over issues
19. Transformation
Results are produced from team activities
Innovative
To sustain energy, must stress and press the team
Needs new challenges, new members, new tasks, new
relationships or…...
21. Team Values
Commitment to task and team
members
Accountability
Lead to trust between
team members and
take into account all the
crucial factors
22. Team Rituals
How to add new members
How to provide information to new members
How a member exists
Work rituals
How the team celebrates!
23. Team Learning
Continuous improvement process
How team resolves conflict
How the team handles diversity
Harness team creativity
24. Conceptions of Leadership:
Exercising power.
Gaining and exercising the privileges of high status.
Being the boss.
Task orientation.
Taking care of people.
Empowerment.
Providing moral leadership.
Providing and working toward a vision.
25. What is leadership style?
Leaders’ styles encompass how they relate to others within and outside the
organization, how they view themselves and their position, and—to a large
extent—whether or not they are successful as leaders.
26. How do you determine what is an
appropriate style?
Good leaders usually have a style that they consciously use most of
the time, but they're not rigid. They change as necessary to deal with
whatever comes up.
Be consistent with what people in the organization expect.
Your style needs to be consistent with the goals, mission, and
philosophy of your organization.
27. How do you determine what is an
appropriate style?
Good leaders usually have a style that they consciously use most of
the time, but they're not rigid. They change as necessary to deal with
whatever comes up.
Be consistent with what people in the organization expect.
Your style needs to be consistent with the goals, mission, and
philosophy of your organization.
28. Analysis of leadership
effectiveness
1. Define and measure some criteria of organizational
effectiveness
2. Assess leadership style of organization’s leaders
3. Attempt to correlate organizational performance with
leadership styles
29. How important is a leader?
In most cases, people will perform at about 60% of their
potential with no leadership at all
Thus, an additional 40% can be realized if effective
leadership is available
31. The 2 dimensions of
management
1. Economic or productivity-based
“concern for production”
2. Employee condition and morale
“concern for people”
32. The 2 dimensions of
management
These can also be thought of as:
1. Initiating structure (get it done)
2. Consideration (human condition)
34. Styles of leadership
concern for production
concern for
people
Laissez-faire
Leader
(L)
Benevolent
Leader
(Y)
Autocratic
Leader
(X)
Team
Leader
(Z)
9
9
1
35. How do you choose and develop a
leadership style?
Start with yourself.
Think about the needs of the organization or initiative.
Observe and learn from other leaders.
Use the research on leadership.
Believe in what you're doing.
Be prepared to change.
36. How we build Library Value?
Library relational capital
within and beyond the Organization
Library tangible & intangible capital
including Human Capital development
Library virtue
contribution to transcendent outcomes
Library momentum
quality maturity and pace of change (effective change management)
37. A people proposition based on
…
What our people should know
What our people should be
What difference our people make
38. People being …
Values driven
Curious
Changeable
Connected
Making it up for themselves …
39. Manager - Leader:
“Management is doing things right,
leadership is doing the right things”
(Warren Bennis and Peter Drucker)
41. Change Leadership
The most challenging aspect is
leading and managing change
The library as cultural and business
environment is subject to fast-paced
economic and social change
Modern libraries must adapt
and be flexible to survive
Problems in leading change stem
mainly from human resource
management
42. Change Leadership
Self-esteem
Time
1. Immobilisation
– as rumours of the
change circulate, the
individual feels some
sense of shock and
possible disbelief –
so much so that they
deem it worthy of
doing nothing.
1
2. Minimisation: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will
not affect them.
2
3. Depression: as reality
begins to dawn staff may
feel alienated and angry,
feelings of a lack of control
of events overtake people
and they feel depressed as
they try to reconcile what
is happening with their own
personal situation.
3
4
4. Acceptance/letting go:
The lowest point in self-
esteem finally sees people
starting to accept the
inevitable. Fear of the
future is a feature of this
stage.
5
5. Testing out:
Individuals begin to
interact with the change,
they start to ask questions
to see how they might
work with the change.
6
6. Search for meaning:
Individuals begin to work
with the change and see
how they might be able to
make the change work for
them – self esteem begins
to rise.
7
7. Internalisation:
the change is
understood and
adopted within the
individual’s own
understanding – they
now know how to
work with it and feel a
renewed sense of
confidence and self
esteem.
44. Theories of Leadership
Trait theories:
Is there a set of characteristics
that determine a good leader?
Personality?
Dominance and personal presence?
Charisma?
Self confidence?
Achievement?
Ability to formulate a clear vision?
45. Theories of Leadership
Trait theories:
Are such characteristics
inherently gender biased?
Do such characteristics
produce good leaders?
Is leadership more than
just bringing about change?
Does this imply that leaders are born not bred?
46. Theories of Leadership
May depend on:
Type of staff
History of the business
Culture of the business
Quality of the relationships
Nature of the changes needed
Accepted norms within the institution
47. Theories of Leadership
Transformational:
Widespread changes
to a library or the organisation where
library belongs
Requires:
Long term strategic planning
Clear objectives
Clear vision
Leading by example – walk the walk
Efficiency of systems and processes
48. Theories of Leadership
Invitational Leadership:
Improving the atmosphere and message
sent out by the organisation
Focus on reducing negative messages
sent out through the everyday actions of
the business both externally and, crucially,
internally
Review internal processes to reduce these
Build relationships and sense of belonging
and identity with the organisation –
that gets communicated to customers, etc.
49. Factors Affecting Style
Leadership style may be dependent
on various factors:
Risk - decision making and change initiatives
based on degree of risk involved
Type of business – creative business
or supply driven?
How important change is –
change for change’s sake?
Organisational culture – may be long embedded
and difficult to change
Nature of the task – needing cooperation? Direction?
Structure?
50. 50
MOTIVATION
Motivation: an internal drive that causes people to
behave in a certain way to meet a need
Motivation comes from within
There are several factors that contribute to motivation (not
just monetary)
51. 51
MOTIVATION
Maslow in the Workplace
Physiological—Basic Wages
Safety—Job Security/Environment
Social—Informal Groups
Esteem—Recognition/Respect
Self-actualization—Expand Skills
52. 52
TEAMS AND PERFORMANCE
Synergy- two or more individuals working together toward a
specific effort
Teams-a group of people linked to a common purpose
In a team setting, members share accountability and
responsibility
53. 53
TEAMS AND PERFORMANCE
Types of Teams
Formal: developed within the formal
organizational structure
Functional (within a department)
Cross-functional (different departments)
Informal: individuals who get together
outside the formal structure
Virtual teams: function through electronic
means
55. 55
TEAMS AND PERFORMANCE
Stages of Team Development
Forming stage: getting to know and form
initial opinions about team members
Storming stage: some team members begin
to have conflict with each other
Norming stage: team members accept each
other and overcome the conflict
Performing stage: team works on task
Adjourning stage: team completes task and
brings closure to the project
56. 56
CHARACTERISTICS OF A TEAM MEMBER
Know team goals and objectives
Every activity should contribute to team goals and
objectives
Team member characteristics:
Trustworthy
Performer
Efficient
Communicator
57. 57
CHARACTERISTICS OF A TEAM MEMBER
Brainstorming: a problem-solving method
that involves identifying alternatives that
allow members to freely add ideas while
other members withhold comments on the
alternatives
58. 58
CHARACTERISTICS OF A GOOD TEAM
MEMBER - Teams & Conflict
Do not make assumptions
If you disagree with the team, voice your opinion and state why
If the team decides to go in a direction other than what you wanted,
respect and support the team’s decision
59. 59
CHARACTERISTICS OF A TEAM
MEMBER - The Problem Member
Trust as a foundation
Do not dump work on others
Work around a lazy team member
Team will eventually dismiss a poor performer
Address performance issues in a respectful and diplomatic
manner
60. Why work in teams?
We all can learn from each other
Teams can be more effective than
individuals when working on complex
projects
Teamwork helps develop interpersonal skills
60
61. Effective Team Members
Are good communicators
Are reliable
Are respectful of other team members
Cooperate and pitch in to accomplish the goal
Expect success---have a positive, “can do” attitude
Work to find solutions to problems
61
62. Not So Effective Team Members
Team members who are not effective are often:
Aggressive
Dominating
Individuals who disrupt the work and/or do not
take the project seriously
Lazy and/or not dependable
Withdrawn and/or afraid to contribute
62
63. Skills of Effective Leaders
Building and sustaining relationships
Developing and communicating a vision
Influencing people
Making decisions
Overcoming setbacks and adversity
Understanding people’s needs
63
64. Good Leaders Always…
Challenge people to think
Communicate clear
expectations
Lead by example
Make decisions
Make others feel safe to
speak up
Measure and reward
performance
Properly allocate and deploy
talent
Provide continuous
feedback-positive and
negative
64
65. Good Leaders Always…
Are accountable to
others
Are great teachers
Ask questions and seek
counsel
Create a positive,
energetic atmosphere
Genuinely enjoy
responsibility
Invest in relationships
Problem solve without
procrastinating
65