Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and organizations and what are potential approaches to build systems of shared leadership?
On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by UCSC Extension Silicon Valley and SBODN, the South Bay Organization Development Network.
On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by UCSC Extension Silicon Valley and SBODN, the South Bay Organization Development Network.
What is Transformational Leadership?
Charismatic, visionary leaders who transform organizations through empowering followers. Leaders who bring out the best in followers and develop them into leaders. Leaders who motivate and challenge teams to perform at levels beyond expectations.
Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services. Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others
What are the characteristics of high performing teams? What distinguishes a high to mediocre performing team?
About this event
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership PowerPoint Presentation Slides. It's iridescence increases interest
What is Transformational Leadership?
Charismatic, visionary leaders who transform organizations through empowering followers. Leaders who bring out the best in followers and develop them into leaders. Leaders who motivate and challenge teams to perform at levels beyond expectations.
Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services. Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others
What are the characteristics of high performing teams? What distinguishes a high to mediocre performing team?
About this event
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership PowerPoint Presentation Slides. It's iridescence increases interest
Speaker: Mary Stacey
Managing Director, Context Management Consulting Inc.
Research illustrates that leaders who can facilitate collaboration create more sustainable enterprises. Learn the benefits of developing your capacity to be a more collaborative leader. Assess your leadership using the Leadership Development Framework from Torbert and Rooke’s award winning article The Seven Transformations of Leadership (Harvard Business Review, 2005). Leave the session with new ideas about how you can facilitate deeper collaboration in every relationship.
More information on this session: http://www.marsdd.com/events/details.html?uuid=cff0034d-4f16-4da4-ad93-f15b8ca2531f
Ken Blanchard, the management guru best known for the "One Minute Manager" series, and Paul Hersey created a model for Situational Leadership in the late 1960\'s that allows you to analyze the needs of the situation you\'re dealing with, and then adopt the most appropriate leadership style. It\'s proved popular with managers over the years because it passes the two basic tests of such models: it\'s simple to understand, and it works in most environments for most people. The model doesn\'t just apply to people in leadership or management positions: we all lead others at work and at home.
Educational Leadership - The Importance of Leadership and Management to Educa...polchan
Educational Leadership - The Importance of Leadership and Management to Education
-Education defined
-Management defined
-Educational Management
-Leadership defined
-Educational leadership
-Educational management v. Educational Leadership + The Paradox
Importance of groups in organization, and Team Interactions in group, Group Vs Teams,
Team formation process, Stages of Group, Group Dynamics, Managing Team Performance & Team Conflicts.
How to build a good team? Team work & Team building Interpersonal skills – Conversation, Feedback, Feed
forward Interpersonal skills – Delegation, Humor, Trust, Expectations, Values, Status, Compatibility and their
role in building team
Working together in teams,Team decision making,team culture and power
as teaching aid and seminar material or short note
KTU 3rd 4th Sem lifeskill
Engineering
Lifekill for engineers
Developing a Leadership Identity: A Grounded Theory by Dr. Susan Komives is explored and summarized in this presentation. The presentation talks about the process that people go through as they are developing themselves as leaders.
The research and practice of leadership focuses on the leader while .docxteresehearn
The research and practice of leadership focuses on the leader while the role of the follower is often neglected.
1. Using the overview provided in this week’s lecture and readings, how do follower perceptions affect a leader’s style?
2. How might you best assess follower perceptions of your leadership style?
3. What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions?
4. Why do you believe this assessment method to be the best option?
Week Four Lecture
Leadership Pipeline
According to Bennis (1989), leaders are made, not born, and "made more by themselves than by any external means" (p. 5). By following leaders at the top of their organizations, Bennis found that "such people have no interest in proving themselves, but an abiding interest in expressing themselves. The difference is crucial, for it's the difference between being driven and leading" (p. 5). With Bennis's work, the age of interviewing top leaders to gain access to how they do their work came into its own.
Charan, Drotter, and Noel's (2001) work supports the idea that a leadership base among its employees will help the organization make its selections to critical executive leadership positions, even in a large, decentralized organization. Their hierarchy is pictured by a pipeline bent in six places, each being a rise in leadership function. At the bottom, the leaders begin with managing self, then managing others, managing managers, managing functions, managing a business, a business group, and ending at managing an enterprise.
The model recognizes several potential leader failures: failing to seek or listen to feedback, identification of failures, leaving the wrong person in the job too long, poor job definition, and selecting the wrong person for the job. Organizations that do not grow their own managers tend not to know their people well enough to understand what risks they are taking when they hire or promote someone, so using a pipeline model would reduce risk in an already volatile environment. One of Northouse's (2007) criticisms of trait theory is that it fails the utility test for leadership training and development. Growing leaders from inside the organization makes sense because it reduces risk for the organization and still allows for application of trait theory in selection of leaders and skill theory in leader development programs.
Followership
Traditional trait and behavior theories assume that a leader adopts a general leadership style that is used with all group members. A more recent approach to leadership behavior research, known as individualized leadership, looks at a specific relationship between leader and each individual member (Yammarino & Dansereau, 2002). Individualized leadership is based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves for the member and how the member res ...
Based upon the 2008 book by Conyne, Crowell & Newmeyer, called Group Techniques: How to Use Them More Purposefully, the presentation introduces the PGTM model (Purposeful Group Techniques Model) for selecting group interventions. Group leaders are challenged to know just how to deal with each situation until they gain experience and a lot of practice! This model helps group leaders to decide what to do, and the book includes a large number of actual techniques collected in the appendix for ease of use.
Organization Development Network of Western New York.
Learning and Performance through Peer Coaching
By: Philip LeNir, President CoachingOurselves
http://odofwny.com/
Presentation from Erin Johnson to the Organization Development Network of Western NY.
For many organizations, the rate of change can be overwhelming as they try to respond to fluctuating and sometimes unstable market forces. More than ever, companies around the globe need leaders who are ready to rise to the challenge but research indicated that only a quarter of organizations are equipped to move managers into the executive ranks.
Contemporary research in neuroscience provides new insights into the deeply social nature of the human brain and its importance for how we get things done at work. The emerging practice of NeuroLeadership (a term coined by Dr. David Rock) incorporates the most recent findings from neuroscience research with the latest in leadership theory.
This workshop will explore the brain science of social interactions, why they matter so much and why change is often so difficult. The SCARF brain-based model for collaborating with and influencing others will be introduced. We’ll look at how our brains respond when we interact with other people and how this knowledge can be applied to boost performance.
Key outcomes will be to improve everyday coaching conversations and to learn to strategically apply science to human performance.
http://concentricleadership.com
You may be familiar with the Alderian concept of Life Style Analysis, a process by which individuals uncover their assumptions and convictions and learn how those influence they ways in they interpret and control experiences through their goals and behaviors. In a similar way, Organizational Life Style Analysis can assist in explaining an organization’s actions.
http://odofwny.wordpress.com/
The term coaching can mean different things in different contexts. In this meeting, we’ll discuss coaching as a development tool whereby a coach helps a leader move from their current state to a desired state. In this context, coaching follows a different model than training, mentoring, or giving feedback.
We want our clients to be successful. We want them to achieve their most cherished goals. And we owe it to them, and ourselves, to provide them with the best tools possible, to supply them with the right tools at the right time, and to equip them with the skills to continue to grow and to change.
Let’s face it. Organizations change when and only when the individuals within them change, but individual change can be difficult to achieve.
Presentation notes from ODN of WNY, Ehthan Schutz - Emotions have a huge impact in the workplace. Our emotions can create passion and drive resulting in great achievement, or at times can derail our best-laid plans.This impact becomes more and more magnified at higher levels. When leaders fail to manage emotions effectively, the result can be organizational chaos.
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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.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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!
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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Global Interconnection Group Joint Venture[960] (1).pdf
Shared Leadership in Teams: Expanding Traditional Approaches to Leadership to Make Teams and Organizations More Effective
1. Shared Leadership in Teams: Expanding Traditional Approaches to Leadership to Make Teams and Organizations More Effective
Paul Tesluk
Center for Leadership and Organizational Effectiveness
UB School of Management
2. “Leadership…the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization”
House et al., 1999
3. Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and organizations and what are potential approaches to build systems of shared leadership?
4. Changing nature of work and organizations = greater reliance on teams that…
Complex and ambiguous tasks
Dynamic environments
Differentiated, distributed expertise
Flatter systems
6. Morning Star
•
No one has a boss/manager
•
Colleagues negotiate responsibilities with peers
•
Each individual and team is responsible for acquiring own tools to do their work
•
No titles or promotions
•
Compensation decisions are peer-based
7. Shared Leadership
Distribution of leadership influence across multiple team members
Influence “claiming” and “granting” exchanges
Mutual influence embedded in team member interactions related to providing direction, motivation and support
Greater utilization of knowledge and expertise
Team identification and mutual accountability
Commitment/engagement
8. = Superior Relational Coordination,
Employee Engagement,
Customer Focus
•
Customer Satisfaction
•
Customer Loyalty
Greater utilization of knowledge and expertise
Team identification and mutual accountability
Commitment/engagement
Shared Leadership
Performance
Sources:
Wang, D., Waldman, D. A., & Zhang, Z. (2013). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99(2): 181-198.
D’Innocenzo, L., Mathieu, J.E., Kukenberger, M.R. (2014). A meta-analysis of different forms of shared leadership-team performance relations. Journal of Management, on-line version.
9. •
What are potential boundary conditions of shared leadership and its relationship with team performance?
10. Team
Performance
Shared Leadership
High
Low
Low Team
Competence
High Team
Competence
5.0
3.0
4.0
Source: Chiu, C, Tesluk, P. E., & Owens, B., (2014). Initiating and Utilizing Shared Leadership in Teams: The Interactive Effects of Leader Humility, Team Social Context, and Team Composition. Working Paper. UB School of Management.
11. •
What are the enabling conditions that seem to promote the development of shared leadership?
12. Shared Leadership Enablers
•
Shared purpose
–
Common understanding of team’s goals and purpose
•
Social support
–
Team members’ efforts to provide emotional and psychological strength to each other
•
Voice
–
Team members’ input into how the team carries out its purpose
•
Team trust
–
team members’ willingness to assume vulnerability with others on the team
Source: Carson, J. B., Tesluk, P. E., & Marrone, J. A. 2007. Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50: 1217–1234.
13. •
What is the role and forms of external team leadership that promote the development of shared leadership?
15. •
Shared purpose
•
Social support
•
Voice
•
Team trust
•
Empowering Leadership
–
Emphasize significance of work
–
Encourage participative decision making
–
Build efficacy of the team
–
Reduce bureaucracy
•
Leader Humility
–
Demonstrate self-awareness
–
Acknowledge strengths and contributions of others
–
Open to new ideas and feedback
16. Shared
Leadership
Leader Humility
High
Low
Non Proactive
Team
Highly Proactive
Team
1.0
0.4
0.7
Source: Chiu, C, Tesluk, P. E., & Owens, B., (2014). Initiating and Utilizing Shared Leadership in Teams: The Interactive Effects of Leader Humility, Team Social Context, and Team Composition. Working Paper. UB School of Management.
17. •
Shared purpose
•
Social support
•
Voice
•
Team trust
•
Empowering Leadership
–
Emphasize significance of work
–
Encourage participative decision making
–
Build efficacy of the team
–
Reduce bureaucracy
•
Leader Humility
–
Demonstrate self-awareness
–
Acknowledge strengths and contributions of others
–
Open to new ideas and feedback
•
Active Coaching
–
Help identify unique challenges
–
Assist with developing problem solutions
–
Facilitate team learning and adaptation
18. Adaptive
Performance
Shared Leadership
High
Low
Little Active Coaching
High Active
Coaching
100%
0%
50%
Source: Campbell, E.M., Bartol, K.M., Parke, M.R., Tesluk, P.E. (2014). Leading from Afar: How Virtual Team Leaders Facilitate Emergence and Effectiveness of Shared leader. Working Paper. University of Maryland and UB School of Management.
19. 1.
Shared leadership is well suited for the evolving nature of work and can best utilize expertise
20. 2.
Teams need to have a clear sense of purpose and a high level of social support, trust and voice to engage in sharing leadership
21. 3.
Formal team leaders can enable shared leadership in their teams by engaging in empowerment, demonstrating humility, and using active coaching
22. 1.
Shared leadership is well suited for the evolving nature of work and can best utilize expertise
2.
Teams need to have a clear sense of purpose and a high level of social support, trust and voice to engage in sharing leadership
3.
Formal team leaders can enable shared leadership in their teams by engaging empowerment, demonstrating humility, and using active coaching
23. Current shared leadership projects:
•
Buffalo Public Schools
•
Interdisciplinary health care teams
•
Sustainable urban transformation
24. Additional Resources
•
Recommended academic research
–
Carson, J. B., Tesluk, P. E., & Marrone, J. A. 2007. Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50: 1217– 1234.
–
Wang, D., Waldman, D. A., & Zhang, Z. (2013). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology. 99(2): 181-198.
–
D’Innocenzo, L., Mathieu, J.E., Kukenberger, M.R. (2014). A meta-analysis of different forms of shared leadership-team performance relations. Journal of Management, on-line version.
•
You tube clip on shared leadership concept
–http://www.youtube.com/watch?v=haqy9ff2BS8
•
Great example of shared leadership (and followership) in sports –leadership philosophy of coach Phil Jackson
–http://www.youtube.com/watch?v=CVWqTQn-jU4
–
See also, Jackson’s book, “11 Rings”
•
Ted Talk by General Stanley McCrystalwhere shared leadership is covered
–http://www.ted.com/talks/stanley_mcchrystal
•
Wall Street Journal editorial column
–http://online.wsj.com/news/articles/SB121441363110903891
25. Contact information:
Paul Tesluk
Center for Leadership & Organizational Effectiveness (CLOE)
School of Management
University at Buffalo, State University of New York
Jacobs Management Center
Buffalo, NY 14260-4000
phone: 716-645-3246
email: ptesluk@buffalo.edu
http://mgt.buffalo.edu/faculty/academic/resources/cloe