This document provides an overview of a session on organizational leadership challenges in the recruitment industry. The session aims to understand theories of leadership, competencies required of modern leaders, and challenges currently facing the recruitment industry. It outlines the session plan which covers definitions of leadership, major leadership theories, organizational leadership challenges, and leadership imperatives. It discusses traits of effective leaders, situational leadership theory, and challenges such as competitive environment and staff turnover. It emphasizes the need for leaders to develop skills like motivation, strategic thinking, and change management to address challenges through innovation, client value addition, and talent retention.
www.lifein01.com - for more info
Leadership is a trait of influencing the behavior of individuals, in order to fulfill organizational objectives.
A number of leadership theories have been propounded by various management experts considering behavior, traits, nature, etc. namely, Authoritarian, Laissez-faire, Transactional, Transformational, Paternalistic and Democratic.
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
www.lifein01.com - for more info
Leadership is a trait of influencing the behavior of individuals, in order to fulfill organizational objectives.
A number of leadership theories have been propounded by various management experts considering behavior, traits, nature, etc. namely, Authoritarian, Laissez-faire, Transactional, Transformational, Paternalistic and Democratic.
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
LEADERSHIP VS MANAGEMENT - THE ULTIMATE GUIDESprintzeal
Hello aspirants
To register for any of Sprintzeal courses use COUPON CODE LINKEDIN10 to get flat 10% OFF.
Leadership vs Management - Key Differences
What is the difference between Leadership and Management? These days most organizations encourage managers to act as leaders, in fact, they even try to inculcate leadership qualities in all their employees to instill ownership. And leaders have come to manage vast operations.
An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
We all know, instinctively, the power of effective leadership. We know it when we see it. It is much harder to describe it, measure it and create it: leadership can seem like a black box. Yet this needn’t be so. Great leadership can be defined explicitly; can be measured and can be acquired.
Transactional leadership emphasizes results, stay within the existing structure of an organization and measures success according to that organization’s system of rewards and penalties.
transactional leaders famous examples
people who are transactional leaders
transactional vs transformational leadership
transactional leadership style examples
famous transactional leader
transactional vs transformational
weakness of transactional leadership
who is a transactional leader
Assumptions of Transactional Theory
people who are transactional leaders
transactional vs transformational leadership
examples of transactional leaders today
transactional leaders examples
history of transactional leadership theory
transactional leadership theory pdf
articles on transactional leadership theory
transactional leaders famous examples
Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Leadership Styles
Trait Theory
LMX Theory
Transformational Leadership
Continuum of Leadership Behaviour
Likert’s Management System
people who are transactional leaders
example of a transactional leader
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transactional leaders famous examples
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characteristics of a transactional leader
transactional vs transformational leadership
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Similarities between Leadership and Management | ManagementTransweb Global Inc
In many aspects, leadership and management are almost known as Synonymous but both the words mean different. Similarities between Leadership and ManagementLeadership is an important and essential part of management. Without leadership, the meaning of management won’t be completed. Copy the link given below and paste it in new browser window to get more information on Similarities between Leadership and Management:-
http://www.transtutors.com/homework-help/industrial-management/leadership/similarities-between-leadership-and-management.aspx
The purpose of the article is to explore business leadership changes and developments in parallel with business leader’s changes and developments, the relationship between them and how could we bridge them to fit the best business leadership to the best business leader.
Developing Leadership In Sports And In Life.
In This eBooklet you will learn about...
What Is Leadership? Personal Development And Team Leadership Strengthening Your Team Leadership Through Personal Development
Leadership Vision and Development Leadership Skills and Traits and also enjoy some influential Leadership Quotes
Slides from D. Giard ArcReady presentation 11/25/08.
Examine the dynamic nature of large organizations
Control structures, interrelations between people
How architects, as technical leaders fit into these organizations.
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
LEADERSHIP VS MANAGEMENT - THE ULTIMATE GUIDESprintzeal
Hello aspirants
To register for any of Sprintzeal courses use COUPON CODE LINKEDIN10 to get flat 10% OFF.
Leadership vs Management - Key Differences
What is the difference between Leadership and Management? These days most organizations encourage managers to act as leaders, in fact, they even try to inculcate leadership qualities in all their employees to instill ownership. And leaders have come to manage vast operations.
An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
We all know, instinctively, the power of effective leadership. We know it when we see it. It is much harder to describe it, measure it and create it: leadership can seem like a black box. Yet this needn’t be so. Great leadership can be defined explicitly; can be measured and can be acquired.
Transactional leadership emphasizes results, stay within the existing structure of an organization and measures success according to that organization’s system of rewards and penalties.
transactional leaders famous examples
people who are transactional leaders
transactional vs transformational leadership
transactional leadership style examples
famous transactional leader
transactional vs transformational
weakness of transactional leadership
who is a transactional leader
Assumptions of Transactional Theory
people who are transactional leaders
transactional vs transformational leadership
examples of transactional leaders today
transactional leaders examples
history of transactional leadership theory
transactional leadership theory pdf
articles on transactional leadership theory
transactional leaders famous examples
Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Leadership Styles
Trait Theory
LMX Theory
Transformational Leadership
Continuum of Leadership Behaviour
Likert’s Management System
people who are transactional leaders
example of a transactional leader
famous transactional leaders
transactional leaders famous examples
people who were transactional leader
characteristics of a transactional leader
transactional vs transformational leadership
transactional leadership theory
Similarities between Leadership and Management | ManagementTransweb Global Inc
In many aspects, leadership and management are almost known as Synonymous but both the words mean different. Similarities between Leadership and ManagementLeadership is an important and essential part of management. Without leadership, the meaning of management won’t be completed. Copy the link given below and paste it in new browser window to get more information on Similarities between Leadership and Management:-
http://www.transtutors.com/homework-help/industrial-management/leadership/similarities-between-leadership-and-management.aspx
The purpose of the article is to explore business leadership changes and developments in parallel with business leader’s changes and developments, the relationship between them and how could we bridge them to fit the best business leadership to the best business leader.
Developing Leadership In Sports And In Life.
In This eBooklet you will learn about...
What Is Leadership? Personal Development And Team Leadership Strengthening Your Team Leadership Through Personal Development
Leadership Vision and Development Leadership Skills and Traits and also enjoy some influential Leadership Quotes
Slides from D. Giard ArcReady presentation 11/25/08.
Examine the dynamic nature of large organizations
Control structures, interrelations between people
How architects, as technical leaders fit into these organizations.
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Leaderonomics India Roundtable Sessions - Presentation SlidesRoshan Thiran
In February 2019, Roshan Thiran (Leaderonomics Group CEO) together with Parthiban Vijaraghavan and Riddhi Parikh (from Leaderonomics India) conducted roundtable sessions with India business leaders and HR directors in Hyderabad, Bangalore and also in Mumbai. Attached are the slides presented by both Roshan and also Parthi/Riddhi.
One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Alain Deniau held this presentation at the 2014 SME Assembly in Naples, Italy: "Dynamic Governance - Public Institutions & SME".
Find out more at:
http://blogs.ec.europa.eu/promotingenterprise/
IN THIS SUMMARY
CEOs face a life that not many people have the opportunity to experience. Not only are they in a position to effect great change, but as leaders of companies, they also have an incredible amount of responsibility and accountability on their shoulders. Adapting to change and navigating a company through both success and failure can be hugely challenging, yet there are CEOs who seem to do it with ease and confidence. What are their secrets? In The New Secrets of CEOs, authors Steve Tappin and Andrew Cave explore this very question and delve into the mindset of a CEO. After conducting hundreds of interviews with CEOs, Tappin and Cave present a broad spectrum of executive insights, thoughts on what drives them, and how they operate.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/new-secrets-ceos
3 Leadership Frameworks are presented (Leadership Styles; Authentic Leadership; and Cynefin) with applications on to 4 different leaders bearing in mind coaching within the 3 domains of leadership (the challenge leaders need to tackle; the context leaders operate in; and what the leaders bring into the equation).
Youtube presentation: http://www.youtube.com/watch?v=r-NI5jyzX7U
This was my assignment in my Leadership and Organisational Coaching module.
Growing & Scaling Your SME - The 4 constraints preventing Your business from ...Roshan Thiran
These are the presentation slides which was presented by Roshan Thiran, founder & CEO of Leaderonomics, at the AmBankBizConference in Penang. You can also find a lot of write-ups by Roshan at www.leaderonomics.com, where he shares more details on the 4 constraints model and other leadership nuggets.
Similar to Organizational leadership in the recruitment industry (20)
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.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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
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Putting the SPARK into Virtual Training.pptxCynthia Clay
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
[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. ODE TO A MARTYR
Lt Navdeep Singh, AC
“HOW CAN A MAN DIE
BETTER THAN FACING
FEARFUL ODDS, FOR THE
ASHES OF HIS FATHER
AND THE TEMPLE OF HIS
GODS”
LORD MACAULAY
3. THOSE WHO BUILD GREAT COMPANIES
UNDERSTAND THAT THE ULTIMATE
THROTTLE ON GROWTH FOR ANY GREAT
COMPANY IS NOT MARKETS OR
TECHNOLOGY OR COMPETITION, OR
PRODUCTS. IT IS ONE THING ABOVE ALL
OTHERS: THE ABILITY TO GET AND KEEP
ENOUGH OF THE RIGHT PEOPLE.
Jim Collins
4. OBJECTIVES OF THE
SESSION
TO UNDERSTAND THE CONCEPT AND
THEORIES OF LEADERSHIP – LEADING IN
TIMES OF UNCERTAINTY
TO UNDERSTAND COMPETENCIES AND TRAITS
DESIRED IN TODAY’S LEADER.
TO REVIEW LEADERSHIP CHALLENGES
CURRENTLY FACING THE RECRUITMENT
INDUTRY
TO DEVELOP LEADERSHIP COMPETENCIES,
NECESSARY TO FACE THESE CHALLENGES
5. SESSION PLAN
PART
I- WHAT IS LEADERSHIP?
PART II- LEADERSHIP THEORIES
PART III- ORGANIZATIONAL LEADERSHIP
CHALLENGES
PART IV- LEADERSHIP IMPERATIVES
7. WHAT DO THE FOLLOWING LEADERS
HAVE IN COMMON?
INDIRA NOOYI-PEPSI CO
VIKRAM PANDIT-CITIBANK
NARAYANA MURTY-INFOSYS
LAKSHMI MITTAL-ARCELOR MITTAL
ANSHU JAIN- DEUTSCHEBANK
AJIT JAIN- BERKSHIRE HATHAWAY
NIKESH ARORA- GOOGLE
AJAY BANGA- MASTERCARD
SANJAY JHA-MOTOROLA
ANAND MAHINDRA- MAHINDRA GROUP
8. Managers and Leaders
1.
Administers
1.
Innovates
2.
A copy
2.
An original
3.
Maintains
3.
Develops
4.
Focuses on system and structure
4.
Focuses on people
5.
Relies on control
5.
Inspires trust
6.
Short-range view
6.
Long-range perspective
7.
Asks how and when
7.
Asks what and why
8.
Eye on the bottom line
8.
Eye on horizon
9.
Imitates
9.
Originates
10.
Accepts the status quo
10.
Challenges the status quo
11.
Classic good soldier
11.
Own person
12.
Does things right
12.
Does the right thing
Prentice Hall, 2000
Chapter 10
8
9. THE LEADERSHIP JOURNEY
INVOLVES--- LEADERSHIP
OF SELF LEADERSHIP OF PEOPLE
LEADERSHIP OF TEAMS
LEADERSHIP OF COMPANY
LEADERSHIP OF SKILLS
LEADERSHIP OF CAREER
LEADERSHIP OF CULTURE
10. THE HEDGEHOG CONCEPT
OF LEADERSHIP
Foxes
vs hedgehogs- the essence of
profound insight is simplicity
Intersection of three circles
Abilities, not egos determine what one
attempts
Understanding what one can be best at (and
cannot be best at)- core competence
11. WHAT ARE YOU DEEPLY
PASSIONATE ABOUT
WHAT CAN YOU BE THE
BEST
IN THE WORLD AT
THREE CIRCLES OF THE
HEDGEHOG CONCEPT
WHAT DRIVES YOUR
ECONOMIC ENGINE
14. House’s Path-Goal Theory
Employee Characteristics
- Locus of control
- Task ability
- Need for achievement
- Experience
- Need for clarity
Leadership Styles
- Directive
- Supportive
- Participative
- Achievement oriented
Employee Attitudes
and Behavior
- Job satisfaction
- Acceptance of leader
- Motivation
Environmental Factors
- Employee’s task
- Authority system
- Work group
15. Hersey and Blanchard’s
Situational Leadership Theory
Leader Behavior
High
Low
Low
High
Low
R4
Selling
S2
Explain decisions and
provide opportunity for
clarification
Delegating
S4
Turn over
responsibility for
decisions and
implementation
Relationship Behavior
(supportive behavior)
Participating
S3
Share ideas and
facilitate in
decision making
Telling
S1
Provide specific
instructions and closely
supervise performance
Task Behavior
High
Follower Readiness
Moderate
R3
R1
Follower-Directed
R2
Leader-Directed
16. Situational Leadership® Model:
Situational Contingency
Readiness: a follower’s ability to set high but
attainable task-related goals and a willingness
to accept responsibility for reaching them
Not a fixed characteristic of followers—depends
on the task
Readiness level of followers influenced by:
training received
commitment to the organization
technical expertise
experience with the specific task
and so on
Chapter 15: PowerPoint 15.17
17. Situational Leadership® Model:
Changing a Leadership Style
Telling style: leader provides clear instructions, give
specific directions, and supervises the work closely
Use when followers are low in readiness (R1)
Selling style: leader provides direction, encourages
two-way communication, and helps build confidence
and motivation on the part of the follower
Use when followers are somewhat moderate
in readiness (R2)
Chapter 15: PowerPoint 15.18
(continued)
18. Situational Leadership® Model:
Changing a Leadership Style (cont’d)
Participating style: leader encourages followers to
share ideas and facilitates the work by being
encouraging and helpful to subordinates
Use when followers are moderate in readiness
(R3)
Delegating style: leader turns over responsibility for
making and implementing decisions to followers
Use when followers are high in readiness (R4)
Chapter 15: PowerPoint 15.19
25. Workers That Are
Experienced or
Highly-Trained
Jobs That Are
Unambiguous or
Highly Satisfying
Is Leadership
Always Relevant?
Workgroups
That Are Cohesive
Prentice Hall, 2000
Chapter 10
Goals That Are
Formalized or
Rules That Are Rigid
25
26. IF YOU ARE NOT CONTENT WITH SOMETHING IN YOUR
CAREER AS A LEADER OR SOMETHING IN YOUR LIFE DO
SOMETHING ABOUT IT. AND IF ACTION DOES NOT
WORK,THEN DO SOMETHING ELSE, KEEP TAKING ACTION
TILL YOU ACHIEVE THE RESULTS YOU DESIRE--- WHETHER IT
IS STAFF MORALE,RELATIONSHIPS, MONEY----TALKING
MOANING AND FEELING BAD COUNTS FOR NOTHING.
CONSISTENT AND RELENTLESS ACTION IS EVERYTHING.
DAVID TAYLOR
28. SOME FACTS(TJ Survey 2012)
73% employers consider leadership and
management experience as most important for the
leadership position.
42% of employers use assessment based on
records for screening CXO position candidate
41% of surveyed employers consider level of
responsibility for fixing CXO salary
34% of employers consider personal interaction with
previous boss as an important hiring factor
29. HIRING PATTERNS
43%
prefer hiring senior management from
outside company but within industry
16% prefer hiring prefer hiring from within
company
11% prefer hiring from outside industry.
31. Rainbow of Organizational Excellence
Business Results
Human Resources Focus
Process Management
Process Management
Partnership development
Partnership development
Strategic Alignment
Strategic Alignment
Customer Focus
Customer Focus
Organizational Innovation
Organizational Innovation
Leadership
32. CHALLENGES BEFORE
MANAGERS
COMPETITIVE
ENVIRONMENT
TECHNOLOGY UPGRADATION
QUALITY OF DELIVERY
DEMANDING CLIENTS
SLOWDOWN IN CERTAIN SECTORS WITH
REGARD TO HIRING OUTLOOK
STAFF TURNOVER
IN HOUSE RECRUITMENT BY
COMPANIES
33. FACING THE CHALLENGES
WIDENING RANGE OF SERVICES
VALUE ADDITION TO CLIENTS
LEVERAGING EXPERTISE/CORE COMPETENCIES
WIDENING CANDIDATE BASE THROUGH REFERRALS AND
SOCIAL NETWORKING SITES
INTERFACE WITH ACADEMIA AND WITH PROFESSIONAL
BODIES
FOCUS ON THE HUMAN ASPECTS OF RECRUITMENT
MOTIVATING AND RETAINING OWN EMPLOYEES- CAREER
PLANNING AND COMPETENCY BUILDING
KEEPING PACE WITH THE LATEST TECHNOLOGY AND ITS
APPLICATIONS IN RECRUITMENT
MANAGE FOR RESULTS
36. TO BE--
A GREAT MOTIVATOR
A THOUGHT LEADER
VISIBLE AND APPROACHABLE
PROACTIVE AND A GOOD CHANGE AGENT
RESULT ORIENTED
A GREAT LEARNER
A VISIONARY
A STRATEGIST
HANDS ON
37. TO KNOW-- THE
ENVIRONMENT
THE PEOPLE WHO WORK FOR YOU,
THEIR ABILITIES AND ATTITUDES
THE CLIENTS YOU SERVICE
ORGANIZATIONAL AND DEVELOPMENT
NEEDS
THE CORRIDORS OF POWER
TRANSFORMATIONAL FACTORS
38. TO DO
INVEST IN NEW SKILLS ESPECIALLY MENTORING AND
COACHING SKILLS
FOSTER INNOVATION
MOTIVATE AND EXERCISE PERSONAL INFLUENCE OVER
ORGANIZATION AND ITS PEOPLE
USHER IN, OBTAIN SUPPORT AND MANAGE CHANGE
DEVELOP SUBORDINATES
MANAGE EXPECTATIONS
MANAGE PERFORMANCE
THINK STRATEGICALLY
41. NAVIGATING FOR SUCCESS
KNOW
WHERE YOU WANT TO GO
KNOW WHERE YOU ARE NOW
KNOW WHAT YOU HAVE TO DO TO GET
TO WHERE YOU WANT TO GO
DO IT
42. The Five Ps of Leadership
P ay attention to what’s important
P raise what you want to continue
P unish what you want to stop
P ay for the results you want
P romote those people who deliver those
results
43. Good to great companies do not say ” OK
folks lets get passionate about what we
do!” Sensibly , they went the other way
entirely: We should do only those things
we can get passionate about
JIM COLLINS
Leaders should practice openness by keeping people informed, making decision criteria overtly clear, explaining the rationale for decisions, being candid about problems, and disclosing relevant information.
Leaders should be fair by giving credit where it is due, being impartial in performance appraisals, and distributing rewards equitably.
Leaders should speak their feelings because doing so will let others know that they are human beings, not automatons.
Leaders should tell the truth because honesty is essential to credibility.
Leaders should show consistency by knowing their values and beliefs and acting upon them.
Leaders should fulfill their promises because trust requires that people believe that you are dependable.
Leaders should be discreet. If someone tells a leader something in confidence, then he or she should not betray that confidence.
Leaders should demonstrate competence to develop the admiration and respect of others.
Visionary leadership requires the ability to create and articulate a realistic, credible, attractive vision that grows out of and improves upon the present. This vision almost “jump-starts the future by calling forth the skills, talents, and resources to make it happen.” A vision is not a dream. It is a reality that has not come to pass. Unlike a mission statement that conveys purpose but not direction, a vision offers means as well as ends. While goals point to a desired end, they are often value-neutral. A vision contains values and the actions needed to achieve the desired result.
These leaders have three qualities. First, they can communicate the vision to others. Second, they express the vision not only verbally but also by their behavior. Third, they can extend the vision to different leadership contexts.
The key properties of a vision are inspirational possibilities that are value-centered, realizable, and conveyed with superior imagery and articulation. A vision that does not propose a future that is clearly better for the organization is likely to fail.
In a survey of 1,500 senior leaders, 870 of the CEOs from twenty different countries chose a “strong sense of vision” as the dominant characteristic for a CEO in the year 2000. But not everyone is so enthusiastic. Robert Eaton, CEO of Chrysler, believes that the concept is vague and wants Chrysler people to focus of quantifiable short-term results. The debate can be reconciled by recognizing that visionary leadership must be supported by detailed plans.
Conger and Kanguno at McGill University analyzed charismatic leadership qualities. They propose that a charismatic leader has an idealized goal to achieve and a strong personal commitment to the goal. Moreover, this leader is unconventional, self-assured, assertive, an agent of radical change rather than a guardian of the status quo. Charismatic leaders use a four-step process to influence followers: (1) articulates an appealing vision to the followers, (2) sets high performance expectations and asserts that followers can reach them, (3) conveys a new set of values and sets an example for followers to imitate, and (4) exhibits courage and conviction through self-sacrifice.
Charismatic leaders often emerge during times of crisis or massive change in business, politics, religion, or war. However, once the crisis is over, a charismatic leader may become a liability because overwhelming self-confidence and unconventional behavior can interfere with day-to-day business operations.
Certain individual, job, and organizational variables can substitute for formal leaders or neutralize the leader’s influence. Neutralizers negate the leader’s behavior and obviate its influence on a subordinate’s outcomes. Substitutes replace the leader’s behavior and make it redundant. Even though formal leaders can be replaced, leadership cannot. So, leadership will happen, either through informal leaders or organizational channels.
What is VIBGAYOR
As all of you are aware that when white light ray passes through it splits in to 7 colors.
In order to see the white ray of Positive Business Results the VIBGAYOR
i.E.
Leadership
Organizational Innovation
Strategic Alginment
Partnership Development
Process Management
Human resource focus
Customer focus
Shall focus in synergy.
In all of the above Leader ship is the basic foundation to build our house of Organizational excellence.
Everyone can be a leader: Not true. Many executives do not have the self-knowledge or authenticity necessary for leadership. Individuals also must want to be leaders, and many talented people do NOT want that responsibility.
Leaders deliver business results: Not always. If results were always a matter of good leadership, picking and identifying leaders would be easy. Businesses in quasi-monopolistic industries can often do very well with competent management rather than great leadership. Also well-led companies do not always produce short-term results.
People who reach the top are leaders. Not necessarily. People in leadership positions are not always leaders! People may rise to top because of political acumen, fundraising skills or other traits, not necessarily true leadership qualities.
Leaders are great coaches. Rarely. It is possible that great leaders are great coaches but that is seen only occasionally. More typically, leaders excite others through vision, not through coaching.
What makes a leader
Interpersonal Skills
Communication Skills
Humility
Counseling/Mentoring: Leading by example
Team Builder: controlling and evaluating group performance
Planning and Organizing skills
Time Management Skills
Decision Making Skills
Specific Business/Technical Skills
Pay Attention To What’s Important
Pay attention to it in your written and oral communications. Restate the key themes over and over. Don’t undervalue repetition, repetition makes for memory and memory makes for action. Pay attention to it in your casual contacts. John Kotter, in his book to general managers, pointed out that effective general managers make great use of the random contacts they have with people. Those contacts could be in the hallway, at the water cooler, in the elevator, or walking down the street. The seize on those moments to talk about the things and ask the questions that are important to their leadership agenda. You should do that too.Organize you day, your communications, your organizational structures, your reward systems and everything else to pay attention to what’s important and then do that with unremitting diligence.
Praise What You Want to Continue
Praise is your best training tool. In technical terms, praise is a positive consequence that follows a positive action. It’s a reward for something done right. Use praise to get people to continue to do things or to take positive action. That’s where it’s best used.Remember, too, that praise is a tool that is most effective when it’s used inconsistently. Used consistently, praise tends to loose its force. So, don’t worry so much about praising everything that people do right, but do worry about praising.That’s important, because most of us came up in a world where we didn’t praise enough. Seek out opportunities to praise but don’t get anal retentive about it.
Punish What You Want to Stop
Punishment is the mirror image of praise. It’s a negative consequence that follows negative behavior. It follows a principle stated almost in biblical terms by one of my past trainees. She said: "the good shall be rewarded and the unjust shall be punished in proportion to their deeds."Punishment – negative consequences – are the tool you use to get people to stop stuff. If you figure out what’s most important for people to quit doing in your organization, rig up some kind of negative consequence for them if they do it. Be careful though, because you may fall prey to the hot stove guideline. It was Mark Twain (or if it wasn’t it should have been) who said, "A cat who sits on a hot stove will never sit on a hot stove again. But he won’t sit on a cold stove either.The management lesson here is that if you zap people too much with negative consequences, they don’t just quit doing the stuff that you don’t want them to do. They quit doing pretty much everything. That’s why "rule by fear" and "controlled ferocity" cultures have a devil of a time getting people to take initiative. They’ve been zapped so often they’re just not willing to risk it.
Pay For the Results You Want
Years ago when I was managing distribution and customer service centers I happened to compliment one of the customer service reps. She immediately turned around to me and said, "Don’t just tell me, show me, payday is Friday."Pay is one of the tangible ways you can reward people for doing good stuff. It’s another form of praise in visible, tangible form. Don’t limit your thinking about pay to just money, though. Pay people with time off, recognition, choice assignments, small gifts, and special bonuses to encourage the behavior you want.One of my clients used to carry around a pocket-full of restaurant gift certificates as he wandered around his trucking company. When he found somebody doing something that he wanted to encourage he was likely to whip out a gift certificate and hand it to them on the spot. It created the kind of event and drama that makes for good communication, and it encouraged positive behavior.
Promote People Who Deliver The Results You Want
This one just makes sense. The problem is that lots of organizations forget about it. They maintain reward and promotion systems that reward the old behavior, even while they’re trumpeting the new behavior in memo’s, meetings, and executive retreats.
The five P’s of leadership will help you stay on track to positive organizational change. Remember to pay attention to what’s important, praise what you want to continue, punish what you want to stop, pay for the results you want, and promote the people who deliver those results and you’ll help your organization be the very best that it can become.