This document reports on findings from a study on decision styles and their influence on leadership and engagement. It summarizes that:
1) There are four main decision styles (Decisive, Flexible, Hierarchic, Integrative) based on how much information people use and their focus, which can influence performance depending on the situation.
2) A study of 180,000 managers found different decision style profiles were most successful at different levels of leadership, showing styles must change to fit the requirements of higher roles.
3) Participants' own styles influenced what qualities they saw as good or bad in past leaders, valuing styles similar to their own.
Decision Making: An Essential Leadership Skillshinojos
This document discusses decision making as an essential leadership skill. It outlines various qualities leaders need for effective decision making, including accountability, risk tolerance, and adapting their values to benefit the organization. The document also examines different approaches to decision making, such as viewing it as an ongoing process rather than single events, and using inquiry versus advocacy. It notes obstacles that can arise, like disagreements preventing decisions or groups resorting to "groupthink". Effective leaders must be able to facilitate discussion but also make final decisions. Strategic decision making is emphasized as even more important than strategic planning for driving organizational change.
The document discusses employee engagement and its importance for organizational success. It defines engagement as ensuring employees are committed to organizational goals, motivated to contribute, and enhance their own well-being. Traditional command-and-control approaches are contradicted by modern workforces that desire autonomy, mastery, purpose, and flexibility. The future of work requires organizational design focused on empowerment, self-management, and collaboration rather than hierarchy. Leaders must focus on building employee status, certainty, autonomy, relatedness and fairness to drive engagement.
- The document discusses how organizations need their people to take initiative, innovate, and make smart decisions, yet many struggle with this.
- It introduces the Core Strengths training program which helps people make more effective choices by accurately assessing situations and drawing from a full range of interpersonal strengths.
- The Core Strengths approach teaches people how their choices are connected to their core motivations in order to foster accountability for outcomes.
Leadership on the Line: Staying Alive Through The Dangers of LeadingChris Hengstenberg
Notes taken from the book authored by Ronald Heifetz and Martin Linskey.
Heifetz, R., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of leading. Boston, Mass.: Harvard Business School Press.
Thank you to the authors for creating a work so enduring and so enlightening. Even after 12 years, the message in this piece still rings true.
The Individual Directions Inventory (IDI) is used to reveal underlying motivations and untapped sources of emotional energy, helping individuals develop a more nuanced understanding of how they approach their world. Learn how the unique questionnaire design yields revealing and reliable data. Explore case studies that illustrate how the IDI can be applied individually, in teams, across organizations, and alongside other assessments to unlock deep insights about drivers that are often buried below the surface.
The document describes a Core Strengths Accountability Workshop that teaches how to build a culture of accountability in teams. The workshop helps participants unlock the power of accountability, take personal responsibility for outcomes, deploy their strengths, adopt an ownership mentality, and navigate difficult conflict situations. It uses online assessments before and personalized tools during to reveal each participant's strengths and how they prioritize people, performance, and process. Participants leave with an Accountability Action Planner to apply the skills to a specific high-stakes work situation.
No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust?
One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it).
Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development.
Join MRG for a 60-minute webinar in which we explore how to:
• Separate ‘what’ from ‘why’: understand the difference between behavior and motivation
• Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers
• Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation
• Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different
Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
Decision Making: An Essential Leadership Skillshinojos
This document discusses decision making as an essential leadership skill. It outlines various qualities leaders need for effective decision making, including accountability, risk tolerance, and adapting their values to benefit the organization. The document also examines different approaches to decision making, such as viewing it as an ongoing process rather than single events, and using inquiry versus advocacy. It notes obstacles that can arise, like disagreements preventing decisions or groups resorting to "groupthink". Effective leaders must be able to facilitate discussion but also make final decisions. Strategic decision making is emphasized as even more important than strategic planning for driving organizational change.
The document discusses employee engagement and its importance for organizational success. It defines engagement as ensuring employees are committed to organizational goals, motivated to contribute, and enhance their own well-being. Traditional command-and-control approaches are contradicted by modern workforces that desire autonomy, mastery, purpose, and flexibility. The future of work requires organizational design focused on empowerment, self-management, and collaboration rather than hierarchy. Leaders must focus on building employee status, certainty, autonomy, relatedness and fairness to drive engagement.
- The document discusses how organizations need their people to take initiative, innovate, and make smart decisions, yet many struggle with this.
- It introduces the Core Strengths training program which helps people make more effective choices by accurately assessing situations and drawing from a full range of interpersonal strengths.
- The Core Strengths approach teaches people how their choices are connected to their core motivations in order to foster accountability for outcomes.
Leadership on the Line: Staying Alive Through The Dangers of LeadingChris Hengstenberg
Notes taken from the book authored by Ronald Heifetz and Martin Linskey.
Heifetz, R., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of leading. Boston, Mass.: Harvard Business School Press.
Thank you to the authors for creating a work so enduring and so enlightening. Even after 12 years, the message in this piece still rings true.
The Individual Directions Inventory (IDI) is used to reveal underlying motivations and untapped sources of emotional energy, helping individuals develop a more nuanced understanding of how they approach their world. Learn how the unique questionnaire design yields revealing and reliable data. Explore case studies that illustrate how the IDI can be applied individually, in teams, across organizations, and alongside other assessments to unlock deep insights about drivers that are often buried below the surface.
The document describes a Core Strengths Accountability Workshop that teaches how to build a culture of accountability in teams. The workshop helps participants unlock the power of accountability, take personal responsibility for outcomes, deploy their strengths, adopt an ownership mentality, and navigate difficult conflict situations. It uses online assessments before and personalized tools during to reveal each participant's strengths and how they prioritize people, performance, and process. Participants leave with an Accountability Action Planner to apply the skills to a specific high-stakes work situation.
No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust?
One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it).
Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development.
Join MRG for a 60-minute webinar in which we explore how to:
• Separate ‘what’ from ‘why’: understand the difference between behavior and motivation
• Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers
• Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation
• Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different
Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
Managing Conflicts in Departments, Cross-Functional Teams, Committees and B...Elijah Ezendu
This document discusses managing conflicts within organizations. It begins by defining conflict management and its aims. It then lists common sources of workplace conflicts and types of conflicts like process-based, relationship-based, and task-based conflicts. The document outlines the various phases of conflict from latent to manifest conflict and aftermath. It discusses strategies for managing conflicts like different styles, improving organizational practices, and roles. Finally, it emphasizes the importance of communication competence in conflict management.
This workshop is designed to help teams that have been recently formed or changed due to restructuring improve communication and performance. The workshop uses a strengths assessment tool called the SDI to help participants understand their own strengths and how they function in a team. Participants will learn how their behaviors impact team dynamics, improve communication skills, and understand how to support each other better. By the end of the day, the team will have an action plan to immediately apply their learnings and improve collaboration.
When a once-promising leader starts to become ineffective in their role, the impact goes well beyond the leader themselves. A seriously ineffectual leader, left unchecked, can be toxic for a team, or even the organization as a whole. That’s why it’s so critical to be able to spot the signs of a leader at risk for derailment, so you can start coaching for course correction (or in extreme cases, make plans for an exit).
How can you spot the warning signs early, before productivity and morale start to suffer?
This document summarizes a presentation on employee engagement given by David Ringwood, Vice President of Client Development at Management Research Group. The presentation discusses research from MRG's database of over 1.2 million assessments on the behaviors of effective leaders. It identifies behaviors like empathy, strategic thinking, and communication that help leaders engage employees and manage diversity. The presentation also examines generational differences in motivation and provides practical approaches for engaging younger generations. Finally, it offers recommendations for effectively engaging remote employees, such as providing structure, clear expectations and avoiding unclear messages.
Join MRG's leaders, clients and community for an eye-opening half-day summit that is a must-attend event for those developing individuals and teams in today's rapidly changing world.
MRG will reveal:
• Exclusive new research that highlights emerging trends in leadership
• The future of marketing and solution-building with MRG
• Two groundbreaking, brand-new tools for fostering personal and professional growth:
----> Momentum, a transformative new tool that leverages the life-changing impact of assessments to support lasting change
----> The IDI Team report, a unique tool for understanding how motivation impacts team dynamics
Even experienced leaders have no road map to help them navigate the current landscape. Find out what research can tell us about the leadership behaviors that are most important during this time of disruption.
1. The document discusses defining and developing critical success competencies for leadership in the 21st century. It provides an overview of research showing leadership impacts organizational performance and discusses common leadership derailers.
2. It describes assessing leadership competencies across four domains and measuring current and future job performance across five categories. Best practices include using data to define leadership and track talent management program success.
3. Assessments can predict future job performance and be used for development, improvement, and comparison to help organizations define, develop, and measure critical leadership competencies.
29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)Kaj Helstrand
This document discusses how national cultural values influence workplace transformation efforts. It provides an example of a multinational chemical company that relocated offices and aimed to change their culture. Due to the hierarchical and risk averse cultural values in the country, change readiness was low. Consultants facilitated workshops to gain management buy-in and gathered employee insights through interviews and focus groups to understand resistance and tailor the change process accordingly. By understanding cultural dimensions and involving all stakeholders, the transformation effort had a higher chance of success and lasting impact.
VaLUENTiS Nicholas J Higgins 12 Key Differentiators of Leader-Managers 02-2014njhceo01
This document discusses the key traits that differentiate good "Leader-Managers" from average ones. It identifies 12 traits of good Leader-Managers, including having high self-awareness, treating employees as organizational assets, being proactive, having people management knowledge, prioritizing clear communication, and viewing their management role as a privilege rather than a right. Average managers are more likely to have limitations in these areas, such as treating employees as their own resource and being reactive rather than proactive. The document emphasizes that ensuring all Leader-Managers exhibit these traits is important for optimizing employee engagement.
This document discusses strengths-based assessment, design, and implementation approaches as alternatives to traditional approaches. It notes that traditional implementation attempts often fail between 80-90% of the time. Strengths-based approaches focus on identifying existing strengths and assets within a system rather than focusing only on needs or deficiencies. The document contrasts traditional deficit-based consulting models with potential strengths-based consulting models that engage stakeholders and leverage existing resources.
Leveraging Culture to Build Trust inside the OrganizationDenison Consulting
1) The document discusses organizational trust and how it can be built through organizational culture. It defines trust and its importance for organizations.
2) It introduces the Denison Organizational Trust Module, which measures trust along components like benevolence, integrity, and openness.
3) Research showed that culture indexes like empowerment, agreement, and capability development strongly correlated with higher trust scores. Organizations can therefore leverage aspects of culture to build trust.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
This document discusses adaptive leadership and how senior leadership teams can meet or fail to meet adaptive challenges. It provides an overview of adaptive leadership, contrasting it with mechanical leadership. Adaptive leadership is described as focusing on value-added outcomes rather than activities, with fluid roles and open communication. When leadership fails to be adaptive, it can result in sub-optimal patterns and failure. The document examines how adaptive leadership can grow performance when trust and purpose are developed.
The document outlines the agenda for a leadership development conference. The agenda includes sessions on research in practice, interpretation skills, team motivation, product trends, and MRG solutions. Breakout sessions are scheduled between main presentations. The agenda aims to provide participants with updates on new research, tools for using research in coaching, and strategies for motivating teams.
An autocratic leadership style has two key advantages and disadvantages:
Advantages:
1) Decisions can be made quickly, especially in emergencies or crisis situations.
2) It limits arguments and allows employees to focus on their tasks, which can increase productivity.
Disadvantages:
1) It does not allow for two-way communication, which can lower motivation and isolation among workers.
2) It may result in poor quality decisions being made since it excludes staff input, despite them having knowledge of customers and market conditions.
How to Help Teams Reach Their Full Potential Hogan Team ReportTony Zemaitis
High-performing teams provide companies with an undeniable competitive advantage. However, those teams rarely perform at their maximum capacity because they focus on skills and experience and ignore the influence of personality. This webinar will examine how to gain a holistic, personality-based understanding of team strengths, weaknesses and culture.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
This was a presentation done by Ginny Owen, Executive Director of Schools for Harrison School District Two. She gave this presentation at the March 31 Pikes Peak Public Relations Society of America luncheon at the Warehouse. This presentation was based on the books: You Don’t Need A Title to be a Leader by Mark Sanborn and Leadership that Gets Results by Daniel Goleman.
El moderador presentó el tema de la unidad 1 sobre modelos entidad-relación. Explicó cómo participar en la sesión, los materiales y actividades de la unidad. Luego, mostró un ejemplo de modelo entidad-relación para una ferretería con tablas como productos, proveedores, ventas, clientes y promociones. Finalmente, cerró la sesión acordando la próxima reunión.
El documento presenta los resultados de una encuesta realizada por el Instituto de Opinión Pública de la PUCP sobre la percepción de la justicia en el Perú. La mayoría prefiere resolver conflictos sin intervención judicial y tiene una imagen negativa del sistema legal. Aunque el 12% ha participado en procesos, la percepción es generalizada. La distancia entre sociedad y justicia es amplia. La mayor insatisfacción la expresan hombres mayores de nivel socioeconómico bajo.
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
Managing Conflicts in Departments, Cross-Functional Teams, Committees and B...Elijah Ezendu
This document discusses managing conflicts within organizations. It begins by defining conflict management and its aims. It then lists common sources of workplace conflicts and types of conflicts like process-based, relationship-based, and task-based conflicts. The document outlines the various phases of conflict from latent to manifest conflict and aftermath. It discusses strategies for managing conflicts like different styles, improving organizational practices, and roles. Finally, it emphasizes the importance of communication competence in conflict management.
This workshop is designed to help teams that have been recently formed or changed due to restructuring improve communication and performance. The workshop uses a strengths assessment tool called the SDI to help participants understand their own strengths and how they function in a team. Participants will learn how their behaviors impact team dynamics, improve communication skills, and understand how to support each other better. By the end of the day, the team will have an action plan to immediately apply their learnings and improve collaboration.
When a once-promising leader starts to become ineffective in their role, the impact goes well beyond the leader themselves. A seriously ineffectual leader, left unchecked, can be toxic for a team, or even the organization as a whole. That’s why it’s so critical to be able to spot the signs of a leader at risk for derailment, so you can start coaching for course correction (or in extreme cases, make plans for an exit).
How can you spot the warning signs early, before productivity and morale start to suffer?
This document summarizes a presentation on employee engagement given by David Ringwood, Vice President of Client Development at Management Research Group. The presentation discusses research from MRG's database of over 1.2 million assessments on the behaviors of effective leaders. It identifies behaviors like empathy, strategic thinking, and communication that help leaders engage employees and manage diversity. The presentation also examines generational differences in motivation and provides practical approaches for engaging younger generations. Finally, it offers recommendations for effectively engaging remote employees, such as providing structure, clear expectations and avoiding unclear messages.
Join MRG's leaders, clients and community for an eye-opening half-day summit that is a must-attend event for those developing individuals and teams in today's rapidly changing world.
MRG will reveal:
• Exclusive new research that highlights emerging trends in leadership
• The future of marketing and solution-building with MRG
• Two groundbreaking, brand-new tools for fostering personal and professional growth:
----> Momentum, a transformative new tool that leverages the life-changing impact of assessments to support lasting change
----> The IDI Team report, a unique tool for understanding how motivation impacts team dynamics
Even experienced leaders have no road map to help them navigate the current landscape. Find out what research can tell us about the leadership behaviors that are most important during this time of disruption.
1. The document discusses defining and developing critical success competencies for leadership in the 21st century. It provides an overview of research showing leadership impacts organizational performance and discusses common leadership derailers.
2. It describes assessing leadership competencies across four domains and measuring current and future job performance across five categories. Best practices include using data to define leadership and track talent management program success.
3. Assessments can predict future job performance and be used for development, improvement, and comparison to help organizations define, develop, and measure critical leadership competencies.
29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)Kaj Helstrand
This document discusses how national cultural values influence workplace transformation efforts. It provides an example of a multinational chemical company that relocated offices and aimed to change their culture. Due to the hierarchical and risk averse cultural values in the country, change readiness was low. Consultants facilitated workshops to gain management buy-in and gathered employee insights through interviews and focus groups to understand resistance and tailor the change process accordingly. By understanding cultural dimensions and involving all stakeholders, the transformation effort had a higher chance of success and lasting impact.
VaLUENTiS Nicholas J Higgins 12 Key Differentiators of Leader-Managers 02-2014njhceo01
This document discusses the key traits that differentiate good "Leader-Managers" from average ones. It identifies 12 traits of good Leader-Managers, including having high self-awareness, treating employees as organizational assets, being proactive, having people management knowledge, prioritizing clear communication, and viewing their management role as a privilege rather than a right. Average managers are more likely to have limitations in these areas, such as treating employees as their own resource and being reactive rather than proactive. The document emphasizes that ensuring all Leader-Managers exhibit these traits is important for optimizing employee engagement.
This document discusses strengths-based assessment, design, and implementation approaches as alternatives to traditional approaches. It notes that traditional implementation attempts often fail between 80-90% of the time. Strengths-based approaches focus on identifying existing strengths and assets within a system rather than focusing only on needs or deficiencies. The document contrasts traditional deficit-based consulting models with potential strengths-based consulting models that engage stakeholders and leverage existing resources.
Leveraging Culture to Build Trust inside the OrganizationDenison Consulting
1) The document discusses organizational trust and how it can be built through organizational culture. It defines trust and its importance for organizations.
2) It introduces the Denison Organizational Trust Module, which measures trust along components like benevolence, integrity, and openness.
3) Research showed that culture indexes like empowerment, agreement, and capability development strongly correlated with higher trust scores. Organizations can therefore leverage aspects of culture to build trust.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
This document discusses adaptive leadership and how senior leadership teams can meet or fail to meet adaptive challenges. It provides an overview of adaptive leadership, contrasting it with mechanical leadership. Adaptive leadership is described as focusing on value-added outcomes rather than activities, with fluid roles and open communication. When leadership fails to be adaptive, it can result in sub-optimal patterns and failure. The document examines how adaptive leadership can grow performance when trust and purpose are developed.
The document outlines the agenda for a leadership development conference. The agenda includes sessions on research in practice, interpretation skills, team motivation, product trends, and MRG solutions. Breakout sessions are scheduled between main presentations. The agenda aims to provide participants with updates on new research, tools for using research in coaching, and strategies for motivating teams.
An autocratic leadership style has two key advantages and disadvantages:
Advantages:
1) Decisions can be made quickly, especially in emergencies or crisis situations.
2) It limits arguments and allows employees to focus on their tasks, which can increase productivity.
Disadvantages:
1) It does not allow for two-way communication, which can lower motivation and isolation among workers.
2) It may result in poor quality decisions being made since it excludes staff input, despite them having knowledge of customers and market conditions.
How to Help Teams Reach Their Full Potential Hogan Team ReportTony Zemaitis
High-performing teams provide companies with an undeniable competitive advantage. However, those teams rarely perform at their maximum capacity because they focus on skills and experience and ignore the influence of personality. This webinar will examine how to gain a holistic, personality-based understanding of team strengths, weaknesses and culture.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
This was a presentation done by Ginny Owen, Executive Director of Schools for Harrison School District Two. She gave this presentation at the March 31 Pikes Peak Public Relations Society of America luncheon at the Warehouse. This presentation was based on the books: You Don’t Need A Title to be a Leader by Mark Sanborn and Leadership that Gets Results by Daniel Goleman.
El moderador presentó el tema de la unidad 1 sobre modelos entidad-relación. Explicó cómo participar en la sesión, los materiales y actividades de la unidad. Luego, mostró un ejemplo de modelo entidad-relación para una ferretería con tablas como productos, proveedores, ventas, clientes y promociones. Finalmente, cerró la sesión acordando la próxima reunión.
El documento presenta los resultados de una encuesta realizada por el Instituto de Opinión Pública de la PUCP sobre la percepción de la justicia en el Perú. La mayoría prefiere resolver conflictos sin intervención judicial y tiene una imagen negativa del sistema legal. Aunque el 12% ha participado en procesos, la percepción es generalizada. La distancia entre sociedad y justicia es amplia. La mayor insatisfacción la expresan hombres mayores de nivel socioeconómico bajo.
The document is a presentation about using blogs to expand coalitions. It defines what blogs are, discusses how they fit into social media, and reviews research on how blogs are being used. It then provides guidance on getting started with blogging, including choosing a blogging platform and topics to blog about. Resources are listed for further information.
The document discusses the use of an agile toolchain at mimacom to improve traceability and transparency from product vision to working software. Some key challenges included a lack of integrated versioning, change history, and metrics collection across multiple disconnected tools. mimacom implemented Scrum processes along with an integrated toolchain including a product backlog, taskboard, burndown charts, and code review tools to improve visibility, coordination for distributed teams, and collect metrics to measure progress.
The document discusses Contactlist, an open source Java API and Ruby client that allows retrieving a user's email contacts from various email services like Gmail, Hotmail, and Yahoo. It provides code examples for using Contactlist as a library in Java and via a Ruby client. Contactlist also offers a web API for accessing contacts through HTTP requests. The project code is available on Google Code and GitHub.
Eddie Fourie is a South African human resources professional with over 30 years of experience in industries including mining, engineering, sales, and distribution. He holds several qualifications in industrial relations and human resources management. Fourie is currently the project industrial relations manager for the Husab Uranium Mine in Namibia, a $3.5 billion mega project, where his responsibilities include establishing labor agreements, managing workforce headcount, and ensuring compliance. Prior to this role, he held human resources positions for several other companies and has a track record of successful restructurings and dispute resolutions.
Este documento describe un proyecto de aprendizaje intergeneracional llevado a cabo en la escuela primaria Peter Lea, en el cual estudiantes adultos de la comunidad aprendieron habilidades tecnológicas de los niños a través de sesiones semanales durante 15 semanas. Los niños enseñaron a los adultos a usar iPads, Dropbox, iMovie, Google Docs y otras herramientas. Tanto los niños como los adultos mejoraron sus habilidades tecnológicas y disfrutaron trabajando juntos. El pro
The document outlines five criteria for evaluating the quality of web pages: accuracy, authority, objectivity, currency, and coverage. It defines each criterion and provides examples of factors to consider to evaluate a page's performance in each area. For a page to be of high quality, it should list the author and allow contact, provide author credentials and be from a reputable domain, present information objectively with limited advertising, be up-to-date with current content and links, and allow full access to content without fees or software requirements. Following these criteria can help identify pages that provide valuable research information.
Presentación de "Sistemas de numeración" Unidad 1 de Matemáticas.
Lo han hecho Elena Rama, Jorge Salcedo y Miguel del C.E.I.P. de Prácticas de Cáceres.
Octubre de 2014
Este documento presenta varios problemas de trigonometría que involucran el cálculo de ángulos y lados de triángulos rectángulos y no rectángulos, así como el cálculo de áreas de figuras geométricas planas utilizando funciones trigonométricas. El documento también incluye la verificación de identidades trigonométricas y la resolución de ecuaciones trigonométricas.
The document discusses key trends in the global Unified Communications and Collaboration (UC&C) market seen by the International Data Corporation (IDC). IDC sees the market transitioning from legacy telephony and messaging platforms to new UC&C platforms and solutions. This is driven by increased interest in collaborating across web, video, social, contact center and business process applications. Some trends noted include the consumerization of IT bringing user-owned devices into enterprises, virtualized communications architectures, growth in hosted and UC as a service models, and UC&C adoption among small and medium businesses.
El documento explica qué es un mapa de riesgos, para qué sirve y cómo hacer uno. Un mapa de riesgos es un dibujo o maqueta de una institución que muestra los edificios, zonas de cultivo, caminos y otros elementos que podrían verse afectados por un desastre, así como también lugares potencialmente peligrosos. Los mapas de riesgos ayudan a identificar amenazas y tomar acciones para prevenir daños, y también a prepararse mejor para emergencias al ubicar los lugares más seguros. Para hacer un mapa de
Este documento trata sobre la usabilidad web y contiene información sobre diversos temas relacionados como la navegación, la legibilidad, los titulares, los botones y los cuadros de búsqueda. El autor explica los principios básicos de diseño y redacción que hacen que una interfaz sea fácil e intuitiva de usar para los usuarios.
Here are the key points about lifestyle and weight management that students should know:
- Lifestyle refers to the way a person lives and the choices they make on a daily basis that influence their health. It involves factors like physical activity levels, nutrition, daily habits, stress management, etc.
- Weight is influenced by lifestyle factors like food intake, physical activity levels, sleep habits. Consuming more calories than burned through exercise and daily activities leads to weight gain over time.
- Managing lifestyle and weight is important for overall health and well-being. It reduces the risks of diseases like obesity, diabetes, heart disease, etc.
- Physical activity, healthy eating based on nutrition guidelines like the Philippine Food Pyramid,
Este proyecto busca mejorar la ubicación espacial y geográfica de los estudiantes de 4° grado mediante el uso de las TIC. Durante 2 meses, los estudiantes aprenderán sobre puntos cardinales y coordenadas geográficas a través de recursos digitales interactivos. Realizarán actividades como identificar puntos cardinales, ubicar lugares en un planisferio, y construir una brújula con materiales reciclables. El proyecto evaluará la participación de los estudiantes y su capacidad para referir puntos cardinales y usar
Este documento presenta información sobre el uso educativo de Instagram. Explica qué es Instagram y cómo funciona, ventajas y desventajas de su uso, aplicaciones relacionadas, ejemplos de cómo se puede utilizar didácticamente en el aula como proyectos, debates y para difundir contenidos. También menciona algunas cuentas educativas en Instagram y colegios que la usan para compartir actividades.
Este documento presenta una guía de libros recomendados para lectores de todas las edades. Se divide en dos secciones, una para niños y otra para adultos. La sección infantil contiene reseñas de 80 libros clasificados por edades, desde bebés hasta mayores de 12 años, con 40 títulos en euskera y 40 en castellano. La sección de adultos incluye 40 libros de género narrativo, la mitad en cada idioma. El objetivo es responder a las demandas de recomendaciones de lectura del público y fom
This document discusses inbound marketing with HubSpot. It begins by debunking common myths about marketing such as leads not being on social media or social networking being a fad. It then provides facts about the impact of social media and platforms like LinkedIn, Facebook, and Twitter for driving traffic and leads. It highlights how inbound marketing with HubSpot can make the process easier and more integrated compared to traditional marketing approaches. It concludes by offering a free inbound marketing assessment to readers.
El documento describe el proceso de realizar y analizar datos de una encuesta, incluyendo la creación de cuestionarios, codificación de variables, generación de una matriz de datos y análisis estadístico. Explica que una encuesta usa una muestra representativa para explorar y confirmar información sobre una población de manera cuantitativa, aunque con algún grado de error. También habla sobre escalas Likert y tipos de preguntas y variables en un cuestionario.
Knowledge Center ArticleLEADERSHIP ASSESSMENThttpswww.heid.docxcroysierkathey
Knowledge Center: Article
LEADERSHIP ASSESSMENT
https://www.heidrick.com/Knowledge-Center/Article/What-is-your-leadership-signature
WHAT'S YOUR LEADERSHIP SIGNATURE?
12/12/2015
Karen Rosa West, PhD
TAGS: + Leadership Assessment + CEO Focus + Talent Strategy & Management
Why do some business leaders thrive while others flounder? Professional qualifications and technical competencies (the whats of leadership) play an important role, of course, but far more often we’ve observed that success or failure depends on how leaders lead — specifically, how leaders’ styles mesh with their teams and the cultures of their organizations.
An empirical research project we conducted to better understand these dynamics, and the behavioral patterns that underpin them, identified eight leadership styles, or archetypes. Taken together, they suggest implications for senior executives looking to better understand — and improve — their leadership skills, for teams seeking to improve their dynamics, and for organizations striving to improve the overall effectiveness of their leaders.
To learn more about the leadership styles, and to take a brief assessment, see our article in Harvard Business Review. The assessment provides immediate feedback about your style — potential strengths, weaknesses, and blind spots — and pinpoints the settings where you’ll be most and least effective.
What we did
To better understand how leaders lead and what contributes to effective leadership, we created a psychometric survey to measure three interrelated facets of leadership that our experience suggests are important differentiators. Specifically, we wanted to see to what degree leaders possessed 1) a “thriving mind-set”[1] (including a clear sense of purpose, deep commitment to learning, and conveyed sense of optimism); 2) a combination of social, self, and situational awareness; and 3) essential leadership values such as a performance orientation, ethical integrity, ability to collaborate, and openness to change, among others.
The survey included 1,006 largely US-based executives of director level and above at companies with 250 or more employees. The respondents represented a broad range of industries and functions. Importantly, our survey questions were designed to highlight the ambiguity and fluidity of the kinds of real-life situations that senior executives face. We did this by asking respondents to rate themselves on a continuum between sets of opposing, yet equally “right,” choices (for example, “I prefer a changing environment” versus “I prefer a stable environment,” or “I love to win” versus “I hate to lose”). Factor analysis allowed us to isolate the dozen or so survey questions (from the original 72) that together accounted for the vast majority of the variance we observed in the responses.
What we learned
When we looked at the patterns in the data and conducted further statistical analyses on them, including cluster analysis, we discovered something interesting: eigh ...
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
This document discusses the future of work and alternatives to traditional management structures. It provides three examples of organizations that operate successfully without hierarchies through self-management. Key points:
- The future of work may involve replacing traditional management styles that leave most employees feeling unmotivated and replace them with more humane, purpose-driven organizations.
- Case studies show organizations like FAVI (metal manufacturer) and Buurtzorg (healthcare provider) that engage employees and use self-managing principles are consistently more successful.
- These organizations function without managers, budgets, or traditional business functions through self-management, transparency, and intrinsic motivation instead of external controls.
- Rather than big transformation initiatives, successful
This document provides a summary of an Innermetrix ADVanced Insights Profile for an individual named Jules Cranshaw.
The profile combines three assessments: 1) The Attribute Index measures decision-making style, 2) The Values Index measures motivational drivers, and 3) The DISC Index measures preferred behavioral style. Together, these assessments provide insight into a person's natural talents (what), motivations (why), and preferred behaviors (how).
The goal of this in-depth self-awareness is to help individuals align what they do best with how they do it and why, in order to achieve peak performance in their roles and endeavors.
Score InterpretationScoreComment12-20You most commonly ado.docxjeffsrosalyn
Score Interpretation
Score
Comment
12-20
You most commonly adopt an authoritarian or autocratic leadership style. You rarely consult your team members and, instead, tend to tell them what you want, when you want it, and how you want it done.
This style works well in a crisis, when a task must be completed quickly. However, you'll likely demoralize, demotivate and aggravate people if you use it all the time. This can translate into high absenteeism and turnover rates. You'll also miss out on a wealth of ideas, thereby stifling innovation and creativity. Read more below.
21-27
You lean toward a democratic or participative style of leadership. You tend to set the parameters for the work and have the final say on decisions, but you actively involve your team members in the process.
This style can build trust between you and your people, as they'll likely feel engaged and valued. But it's not great in a high-pressure situation that requires a fast turnaround, as it will slow you down. And, if you dislike disagreement or conflict, you might struggle with how people respond to consultation. Read more below.
28-36
Your default leadership style is probably delegating or "laissez faire." You give your team members free rein in how they work toward their goals.
This is an ideal approach when your people are highly skilled and motivated, and when you're working with contractors and freelancers who you trust. But if a team member is inexperienced or untrustworthy, or if you lose sight of what's going on, this approach can backfire catastrophically. Read more below.
Do you believe that you can adapt your style? Harvard University professor Ron Heifetz and leadership experts David Rooke and William Torbert say that you can. So let's look in more depth at Lewin's leadership styles, their strengths and risks, and how you might become more skillful in using them.
Authoritarian, Autocratic Leadership
This approach is helpful when your team needs to follow a process "to the letter," to manage a significant risk. It's also effective when you need to be hands-on with people who miss deadlines, in departments where conflict is an issue, or in teams that rely on quick decisions being made.
But you need to be aware that relying on control and punishment to maintain standards will likely drive people away. Similarly, if you always demand that your team works at top speed, you can end up exhausting everyone.
Instead, you can show respect for team members by providing the rationale for your decisions. And they will more likely comply with your expectations if you take the trouble to explain Why the Rules Are There .
You can improve your ability to "lead from the front" by Planning for a Crisis , Thinking on Your Feet , and making good decisions under pressure . But be sure to balance these skills with an awareness of their potential negative impact on creativity, ideas gathering, motivation, and trust within the team.
Being too autocratic can also mean that you'll fi.
The document summarizes the conclusions of a group project researching how leaders can effectively manage diversity in the workplace. The group discovered that diversity is complex and that while companies use various techniques like training, most often ignore problems of diversity. However, diversity yields advantages for employees and companies when effectively managed. Specifically, diversity can provide an economic competitive advantage for companies that embrace differences among employees. The group concluded that both visible and nonvisible diversity are equally important when linked together in organizations with strong, long-standing diversity frameworks. Such organizations nurture appreciation for diverse teammates beyond surface characteristics.
This document discusses three levels of workplace behavior: values, risk orientation, and preferences. Values are fundamental beliefs that guide behavior and are difficult to observe directly. Risk orientation refers to whether one focuses more on opportunities or obstacles. Preferences are things one likes or dislikes doing at work, which guide behavior but are not as deeply held as values. Understanding these three levels can help managers promote harmony and productivity by better understanding what motivates different individuals.
1WEEK TWO ASSIGNMENT 3Continuing Academic Success Stud.docxfelicidaddinwoodie
1
WEEK TWO ASSIGNMENT
3
Continuing Academic Success
Student Name
GEN/201
Date
Instructor
Continued Academic Success
Introduction (Thesis from week #2 here) Create an Opening statement and core theme for your Paper: Continuing Academic Success (50-75 words).
Heading #1 (Example Idea: Educational and Career Goals)
Include at least one educational goal and one career goal and how setting goals can lead to success (150-200 words).
Heading #2 (Example Idea: The Writing Process)
Discuss how the writing process can help you advance in your education and your career (150-200 words).
Heading #3 (Example Idea: Ethical Lens)
Share an example of how the information from your Ethical Lens Inventory can help you make better decisions (150-200 words).
Heading #4 (Example Idea: Critical Thinking Skills)
Elaborate on the steps will you take to improve your critical-thinking skills (150-200 words).
Heading #5 (Example Idea: UOPX Resources)
Highlight the university resources you will use to ensure academic success and also consider the benefits and challenges of working with outside sources (150-200 words).
Conclusion
Summarize your three or four main points and illustrate your closing viewpoints. As you conclude the paper feel free to include any other important lessons you learned in this course (150-200 words).
References (Place the “Reference(s)” on its own page.)
List at least three sources of reference. You should use the articles from the Sources assignment in week #4. (Saves time!)
Refer to the Reference and Citation Generator for proper formatting in the Center for Writing Excellence,
Revised 7/5/16
Module 01: Judgment in Managerial Decision-Making
Learning Outcomes
1. Critique the components of the decision-making process.
2. Explore prescriptive and descriptive decision-making.
3. Assess the use of heuristics in decision-making.
4. Evaluate the role of critical thinking in decision-making.
1. Leadership and Decision-Making
In this module, we will examine leadership and decision-making within the organization. As such, we will discuss the importance of decision-making and the organizational leader. Further, we will examine these important decision-making concepts in light of the various challenges that confront 21st-century organizations. As an organizational leader, it is important for you to have a solid understanding of leadership and decision-making as you help lead your organization toward its goals, objectives, and overall mission.
Leadership and Decision-Making
Leadership and decision-making go together hand-in-hand. In fact, leaders are often confronted with important decisions continually, even in the midst of uncertainty. Nevertheless, great leaders understand how to make decisions that have a positive impact on their organizations, employees, and stakeholders (Kase, 2010). In today's highly volatile global environment, organizational leaders are required to face challenges that confront their organizations with incr ...
The document is a career portfolio submitted by a student for a career success strategies class. It includes the student's current goals of obtaining various business degrees and beginning executive training. It also outlines the student's work philosophy of having a strong work ethic, analyzing company policies, developing human resources skills, and finding innovative ways to improve efficiency. The portfolio then discusses the results of a DISC survey and stress processing report the student completed, identifying areas of strength and need for improvement. It interprets the survey and report findings and discusses growth from completing the exercises.
Make Your Team More Productive Using Their Perspective!Nicole Payne
Teams are more than just a collection of individuals. For teams to be productive, they need to agree upon the values and principles that guide their work. Learn more about Life Orientations® (LIFO).
Assertive + Persuasive:
o Bottom-line approach.
o Develop bold & new solutions independently, w/o deferring to others.
o Direct & Motivate others with empathy.
o Efficient multi-tasker.
o Highly driven toward solutions & success.
o Socially poised & confident.
*Source: Communication and Behavioral Strengths DISCstylesTM Report
Future of work: Self-management, business purpose and employee engagementCoincidencity
The future of work means a lot of things to a lot of people. But maybe, instead of talking about technologies or innovation, the future of work could be about establishing more engaged, humane, soulful, purposeful organisation... if so, how do you get there?
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
This document provides a DISC behavioral assessment report for an individual named Lee Hoffpauir. The report details Lee's behavioral tendencies based on scores in four areas: Dominance, Influence, Steadiness, and Compliance. It provides an overview of Lee's general behavioral characteristics, including strengths such as attention to detail, careful decision making, and accountability to high standards. The report also notes potential areas for improvement and includes behavioral graphs and an explanation of behavioral adaptability. It concludes with suggestions for next steps and additional resources.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
LISE ROULEAU is most suited to an administrative or fiscal work environment that emphasizes standards, tracking, quality assurance, efficient procedures and policies. She also matches well with operations or technology environments that take a practical, hands-on approach with a tactical focus. Her third best match is a design or strategic environment focused on planning, innovating and creating new ideas.
Similar to Report on Decision Styles and Engaging leadership (20)