This document lists the staff members of the manager's team, including their roles. It then discusses 7 qualities of leadership: enthusiasm, integrity, toughness, fairness, warmth, humility, and confidence. For each quality, the manager provides an example of how they demonstrate that quality in their role. The document concludes by assessing the manager's personality type using the Myers-Briggs Type Indicator framework and discussing how their personality traits help and challenge them in their role.
What makes a good leader?
What are those personality traits that trailblazers share?
What comes to your mind when you think of a great leader?
A successful business titan, coach, political figure, or a mentor who has a great influence on your life.
Or one who is trustworthy, passionate, persuasive, focused, and able to drive results.
How to win friends and influence people, Dale carnegie, win people, make friends, influence people, how to be an effective leader, how to manage people, how to make people work for you, appreciation.
What makes a good leader?
What are those personality traits that trailblazers share?
What comes to your mind when you think of a great leader?
A successful business titan, coach, political figure, or a mentor who has a great influence on your life.
Or one who is trustworthy, passionate, persuasive, focused, and able to drive results.
How to win friends and influence people, Dale carnegie, win people, make friends, influence people, how to be an effective leader, how to manage people, how to make people work for you, appreciation.
John Alan LeBihan Leadership PhilosophyAlan LeBihan
This document give you insight into how I think as a leader. What is important to me and what are things that people who work with and for me need to know about how I approach leadership. It includes non-negotiables that indicate behaviors and/or approaches that do not work for me
The word credibility has several meanings. Alternatively, it means capability of being believed, to command belief or to truthfulness or correctness of what one says.
John Alan LeBihan Leadership PhilosophyAlan LeBihan
This document give you insight into how I think as a leader. What is important to me and what are things that people who work with and for me need to know about how I approach leadership. It includes non-negotiables that indicate behaviors and/or approaches that do not work for me
The word credibility has several meanings. Alternatively, it means capability of being believed, to command belief or to truthfulness or correctness of what one says.
Is Unconditional Love Leader's 1st Job | The Enterprise WorldTEWMAGAZINE
Understanding Unconditional Love in Leadership: 1. Love Fosters Trust 2. Love Inspires Loyalty 3. Love Encourages Growth 4. Love Drives Accountability 5. Love Cultivates Inclusivity
Leadership Management Training Course - Lesson 1 - How to be a Great Manager ...MasterClassManagement.com
In this slideshow presentation, leadership skills, which are essential to great management, will be discussed through some invaluable tips, tricks and secrets to success.
It is my belief that in order for us to be more effective while serving together we must understand one another. My Personal Leadership Philosophy will hopefully help you to know more about my view of leadership. It starts with a simple definition:
My capacity as leader is to influence others for the greater good to successfully achieve a shared mission or accomplish a pertinent task for the benefit of all.
Team Building: You must make this your first presentation to your teamRajiv Subramanian
This presentation will bring about a dramatic shift in the level of clarity, transparency and trust you build with your team. And most of all it will also push you to bring clarity to your mission and your values.
The Ten Priorities In Business Leadership Creating Inspiring Leaders And Incr...Melissa Luongo
By: Richard Preece SVP at Franklin Templeton Investments
Key Discussion Points:
• How the program works
• What are the Ten Priorities
• What are the results
How to create inspiring leaders and incredible teams. A leadership program developed from a Character Based Education program used very successfully at Hyde School for students and parents. Experiential program utilizing workshops; sharing experiences, practicing giving and receiving feedback on the Ten Priorities of Leadership. Applies to individuals and teams at all levels of any type of organization.
Leadership Explained (Be, Know, Do model)Aslan Umarov
Short Disclaimer:
Leadership has many different definitions and forms. Your company or circumstances may need absolutely different set up.
This material may be helpful for young leaders, especially in pressing situations, use it carefully.
As basis for this material I used “Be, know, do” formula and U.S. Army field manual “Battlefield Leadership”.
These principles are universal, well tested and work in many situations.
Never stop learning.
If you are interested in more material please contact me at: aslan.umarov@gmail.com
2. CGM
Caroline Smith
Service Manager
Sarah Needle
Admin Manager
Lisa Burt-Frost
Ward Clerks
Wendy Spanner
Maggie Sainsbury
Sharon McIntosh
Donna Hinton
Angela Mansfield
Nuala King
Kusam Sood
Vanesa Blasco Bergelino
Lesley Smith
Sue Roundell
Jane Newbury
Steve Arthur
Rosemary Harvey
Sujahan Miah
Wendy Hammond
Karen Rogers
Pat Hughes
Vacancies x 3
Ward
Secretaries
Alison Mackinnon
Lian Harris
Val O’Brien
Marie Strugnell
Marion Frizell
Audrey Dooks
Dee Nightingale
Helen Brandon
Donna Graham
Ildiko Nagy
Fiona Amos
PPC’s
Mary Pallot
Kerry Stark
Sandy Maltby
Wendy Xuereb
Patrycja Ciszek
Quality Support
Team Leader
Amanda Turner
QST
Manie Adade
Jas Dosangh
Caroline Dickson
Felicity Thomas
Vacancies x 4
4. •I have always focused on Job Satisfaction over Career development and I find myself in the enviable position of genuinely
loving my job and with that comes true passion for what I do.
Enthusiasm
•I have found being up front and honest is always the best policy, what ever you are discussing be it good or bad there has to
be a trusted clarity of values, in order to effectively lead a team you have to gain and consistently maintain your teams trust.
Integrity
•There is a fine line between being part of a team and leading a team, although I am the Admin Manager of a very large team I
do still see myself as just 1 part of the whole team but to effectively deliver on all aspects of responsibility within my role
sometimes I am required, as the Manager, to make and action out tough decisions.
Toughness
•Although I am very team orientated and strive to treat everyone the same it’s also vital to know when, in certain circumstances,
people need to be treated as individuals as well and still remain impartial.
Fairness
• Everyone on the team need to be treated as a whole person and to know that I value them for who they are as individuals and
not just as another faceless generic worker, there needs to be a balanced element of emotional connection to create an
effective working relationship with anyone but at the same time maintaining professional boundaries
Warmth
•To listen, be open and respectful to all points of view, always having the ability to look at the bigger picture and put aside my
own ego when needed.
Humility
•Of all these qualities to be honest this is the one I probably struggle with the most, to possess a quite confidence in my own
abilities as Admin Manager, I always question what I have done, whether or not I can do better, or what I am delivering is of a
high enough quality but maybe that’s not a bad trait to have and in itself indicates that maybe I do actually do reflective
analysis of myself as a Manager but unconsciously.
Confidence
11. References
Adair, J (2008) The best of Adair on Leadership & Management. London. Thorogood Publishing.
Briggs Myers, I (1998) Introduction to type. 6th edition. Oxford. CPP Ltd.
Editor's Notes
Intro:
Hello, my name is Lisa and I have worked for the Trust for 12 years, I currently hold the post of Administration Manager for Emergency Care and Medicine for Older People within Division B and have held this post now for almost 3 years- SLIDE 2
My role requires daily direct line management of all admin staff which currently stands at about 41 and constantly increasing, along with every aspect of managing a large team, daily team Ops, rosters, sickness, HR issues, recruitment this includes managing my own staffing budget and any other projects that my CGM and Line Manager throw at me.
On a regular basis I complete reflective work looking at how my team are doing, meeting our objectives, current processes, completing random review spot checks etc, all supported by the various reports I get sent for review, but this is me reflecting on my team and how they are working and not on me as a Manager.
To be honest completing a reflective analysis of myself as a Manager is not something that I have actively or consciously done to date, I have gone along with the assumption that as long as I ensure my teams objectives are met and they maintain a high quality of service delivery, that we complete all our set data quality targets, the reports are good, they're happy, effective, have the skills required for their posts and feel valued as Trust employees and most importantly that my CGM and line Manager are happy then I must be doing something right.
So to get some idea of what I should be reflecting on I decided to review a few different Management/Leadership qualities and styles.
The first one that grabbed my attention was John Adairs belief in effective team leaders having 7 essential traits/qualities - SLIDE 3
Adair states “A leader is the kind of person who has the appropriate knowledge and skill to lead a group to achieve it’s ends willingly “ (Adair, J 2008) and the 7 main qualities of leadership to support this are:
Enthusiasm
Integrity
Toughness
Fairness
Warmth
Humility
Confidence – SLIDE 4
So do I have these qualities?
Enthusiasm I have always focused on Job Satisfaction over Career development and I find myself in the enviable position of genuinely loving my job and with that comes true passion for what I do.
Integrity I have found being up front and honest is always the best policy, what ever you are discussing be it good or bad there has to be a trusted clarity of values, in order to effectively lead a team you have to gain and consistently maintain your teams trust.
Toughness There is a fine line between being part of a team and leading a team, although I am the Admin Manager of a very large team I do still see myself as just 1 part of the whole team but to effectively deliver on all aspects of responsibility within my role sometimes I am required, as the Manager, to make and action out tough decisions.
Fairness Although I am very team orientated and strive to treat everyone the same it’s also vital to know when, in certain circumstances, people need to be treated as individuals as well and still remain impartial.
Warmth Everyone on the team need to be treated as a whole person and to know that I value them for who they are as individuals and not just as another faceless generic worker, there needs to be a balanced element of emotional connection to create an effective working relationship with anyone but at the same time maintaining professional boundaries
Humility To listen, be open and respectful to all points of view, always having the ability to look at the bigger picture and put aside my own ego when needed.
Confidence Of all these qualities to be honest this is the one I probably struggle with the most and always have done , to possess a quite confidence in my own abilities as Admin Manager, I always question what I have done, whether or not I can do better, or what I am delivering is of a high enough quality, maybe that’s not a bad trait to have and in itself indicates that maybe I do actually complete a reflective analysis of myself as a Manager, but unconsciously.
So this briefly explains a few of my character traits but what about my actual management style, of all the styles that I have looked at the one I keep coming back to is my MBTI. – SLIDE 5
My MBTI came out as ENFJ – SLIDE 6
Extraversion (E)
Those who prefer Extraversion, direct energy outwardly and are energized by the outside world.
My objectives and tasks come from external sources, my Line Manager and CGM
I am highly motivated by the support I am able provide to my team, ensuring they have all of their training, development and pastoral needs met.
working within an ever changing environment, requiring constant development and reviewing ways to improve service delivery
Daily team Ops, although a portion of my tasks are routine this is well balanced with unexpected daily challenges - SLIDE 7
Intuition (N)
Intuition pays attention to meanings, patterns, and future possibilities.
I need to understand and be focused on the bigger picture
I enjoy creating theories on how to overcome issues
I tend to focus on impressions and intuition
Working within an ever changing environment
Taking on new challenges and thinking about how best to meet requirements - SLIDE 8
FEELING (F)
Feeling (F) chooses decisions based on values and consequences for people.
I need to understand my team so I can effectively get the most out of them as both individuals and a team as a whole
Ensure each member of my team understands and feels their value, can focus on the positive and discuss ways to improve negative
Be able to adapt to different circumstances and be flexible
Ensure everyone has the required tools and skills to be effective in their role
Constantly aware of how my actions affect others – SLIDE 9
JUDGING (J)
People who prefer the Judging attitude are likely to come to conclusions quickly and enjoy the structure provided by reaching closure
To plan and be very organised, from set target to delivery
to look at what we have now and what we may need in the future to support continued development
Enjoy the support having rules provides
Task orientated
plan work ahead to meet deadlines
So although described very briefly the profile I have been given I feel does come close to my style of management, this supports me by allowing me to be more aware of where my strengths are but can also be used to help me develop potential areas for growth, helping me to look at areas that I may need to improve on or be more aware of.
The accuracy of the MBTI profile you are given also depends greatly on honest self-reporting at the time by the person tested, your profile could be false depending if your responses were genuine or based on how you think you should respond, how you would prefer to behave.
It’s also important to remember it can also hinder if taken too literally, I believe it works best if you view it as a guide to your preferred style and remember that there is a hidden sliding scale that allows for flexibility within different circumstances and situations - SLIDE 10
