Strengthening Influence in Leadership Team
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This document outlines a situation where a senior delivery leader in a consulting firm was facing challenges influencing sales leadership and managing conflicts between delivery and sales teams. [The leader] underwent an assessment to gain insights into [their] leadership style and areas for development. Goals were then set to improve alignment between leadership teams, increase [the leader's] influence over decisions, and enhance direct reports' leadership abilities. Through coaching, [the leader] focused on developing collaborative conflict management, empowering [the] team, and managing [their] own work-life balance. As a result, [the leader] was promoted to a larger role developing other leaders, reduced feelings of frustration, and improved the quality of [their] personal life
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Change Management Guide for Managers.pdf
Change management serves as the compass guiding individuals, teams, and organizations through transformative shifts. Managers play an important role in an organization and are responsible for the success of their teams. In an ever changing and dynamic business scenario, they act as a link between employees and higher leadership bridging the communication gap and facilitating transition. Equipping managers with adept change management techniques, emotional security, growth mindset and collaborative approach enables seamless navigation through these transitions.
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Chapter leadership
The document discusses various theories of leadership that have developed over time. It begins with trait theories from the 1940s-1960s that focused on identifying innate qualities of leaders. Then it shifts to behavioral theories from the 1960s that examined specific leader behaviors. More recently, contingency and modern theories take into account situational factors and how leaders adapt their style based on the environment. The document provides an overview of several prominent leadership theories such as Fiedler's contingency model, path-goal theory, transformational leadership, and discusses differences between leadership styles like autocratic versus democratic approaches.
Humanika Institute: Humanika Development Program
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
Computer service team
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
Leadership
This document discusses various leadership theories and styles. It defines leadership as influencing others to achieve goals, and distinguishes leaders from managers by focusing on vision versus productivity. Leadership traits that differentiate leaders from non-leaders include drive, desire to lead, honesty, self-confidence, and business knowledge. Leadership styles discussed include initiating structure, consideration, directive, supportive, participative, and achievement-oriented. Contingency theories like Fiedler's, path-goal, and normative decision theory examine how leadership style depends on situational factors. Visionary leadership creates a positive future vision, while transformational leadership inspires followers and charismatic leadership attracts through strong personalities.
project leadership in SIBPM
The document discusses various aspects of leadership including definitions, characteristics, styles, and approaches. It defines leadership as interpersonal influence directed towards goals and the ability to motivate others. Key points made include distinguishing leadership from management, describing traits of successful leaders, and comparing transactional and transformational leadership styles. Situational leadership approaches and the path-goal theory are also summarized.
Implementing Strategy Develops Leaders
Strategy implementation management is an opportunity to develop leadership competencies in staff. It allows leaders to develop skills in four key areas: leading others through effective communication, influencing others, team building, and mentoring; leading performance and change through customer focus, process improvement, problem-solving, conflict management, creativity and vision development; leading the organization through human resource management and strategic thinking; and leading self through accountability and aligning values. Formal strategy implementation makes strategic thinking highly visible and provides real-life learning opportunities for leadership development.
HBR – Leading the Team you Inherit – Michael D Watkins
This document discusses strategies for leading an inherited team. It recommends initially assessing the team's performance, constraints, and behaviors. The assessment focuses on the team's composition, alignment, integration, and operating model. The leader should then reshape the team by altering roles to match capabilities, revitalizing people by adjusting roles or creating new positions, and replacing underperforming members if needed. The leader aligns the team around goals, incentives, roles and responsibilities. Regular meetings at different levels help integrate the team. Building on the assessment and reshaping, the leader can energize the team with early wins to increase confidence and reinforce new processes.
EXOM0416A_P
This document provides information about an Executive Officers' Intensive training program being held in Melbourne, Sydney, and Canberra in April 2016. The two-day course will explore strategies and skills to enhance leadership, communication, and management abilities as an executive officer. Day one will focus on developing skills for executive leadership, including influencing others, dealing with pressure, and communication. Day two will focus on conscious leadership development, effectiveness, well-being, authenticity, and resilience. The document provides contact information and the course facilitators' backgrounds.
Leadership and change
This document discusses leadership approaches and models for leading organizational change. It covers transformational leadership, charismatic leadership, and rational and emotional approaches to change. Some key points made include:
- Transformational leaders motivate followers through an inspiring vision and consideration of individuals' needs, while transactional leaders use rewards and punishments.
- Charismatic leadership depends more on followers' perceptions of the leader than the leader's actual traits. Situational factors like crises can influence whether a leader is seen as charismatic.
- The rational approach to change emphasizes planning while the emotional approach leverages relationships and crises to drive change. Both can work but the best approach depends on the situation and leader's skills.
2014 personal development ppt
This document discusses personal development and creating a competency model for an organization. It recommends developing a competency model by defining success, identifying organizational needs, and determining the behaviors and competencies needed for top performance. A sample sales competency model is provided, listing competencies like innovation, negotiation, customer focus, and relationship management. The document then discusses using personality assessments to gain self-awareness, identifying strengths and weaknesses, and developing goals to strengthen areas and minimize weaknesses to better meet organizational competency demands. It provides tips for reviewing assessment results, creating a development plan, and continually improving competencies through goal setting and regular progress meetings.
Business Leadership
This revision presentation provides business students with an overview of the role of leadership in business strategy
REPORT ON AUTHENTIC LEADERSHIP DEVELOPMENT
This document provides an overview and analysis of a leadership coaching report for an individual named Jane Sample.
The report examines Jane's strengths and developmental needs across five core performance areas: self-management, organizational capabilities, team building, problem solving, and sustaining vision. Within each area, specific leadership characteristics are analyzed based on Jane's responses compared to a reference group. Icons indicate whether items represent strengths, developmental needs, or areas to further examine. Suggested action steps are provided for some developmental needs. The report is intended to help Jane maximize her strengths and continue developing as a leader.
Building healthy leadership teams
The most common challenges faced by nonprofit leadership teams are: 1) Lack of a big picture perspective, as team members tend to focus narrowly on their specific programs or functions rather than the organization as a whole. 2) Lack of shared direction, priorities, goals and values across the team, which is foundational for effectiveness. 3) Poor performance not being addressed and individuals lacking necessary competencies, which negatively impacts morale, trust and effectiveness. Developing a big picture view, creating shared strategic plans with measurable goals, and ensuring accountability can help teams overcome these challenges.
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HBR – Leading the Team you Inherit – Michael D Watkins
HBR – Leading the Team you Inherit – Michael D Watkins
Strengthening Influence in Leadership Team
- 1. STRENGTHENING INFLUENCE IN LEADERSHIP TEAM Teleos Consulting 311 Westside Drive Chapel Hill, NC 27516 919-740-8872 919-929-2298 (Fax) www.teleosconsulting.com
- 2. SITUATION Senior delivery leader in large interactive marketing consulting firm… Responsible for managing delivery of all consulting projects in a geographic area Worked closely with sales leadership on estimating/scoping work Responsible for ensuring staffing to all projects Facing leadership challenges... Delivery and sales leadership driven by conflicting incentives, with frequent conflicts In these conflicts, delivery leader often perceived as a “roadblock” Ineffective at influencing sales leadership on his viewpoint Lack of resolution to his valid concerns created problems with staffing plans, estimates, and other delivery issues Initial goals to influence sales leadership, focus on strategic issues, and manage own frustration effectively… Influence sales leadership to make client agreements more explicit, involve delivery teams before making commitments to client Develop reports’ capability to manage execution, so he can focus on strategic issues Better manage own frustration by seeing it as data about issues that need to be addressed Improve work-life balance through delegation and coaching 2
- 3. ACTIONS Insight into leadership style and impact Collect intensive feedback on leader’s strengths, weaknesses, and style Test feedback against leader’s intended effect Create concrete development plan Agree goals and observable outcomes Stronger alignment and improved relationships in leadership team Increased influence on decisions -Effectively resolving conflicts with sales leaders Direct reports operating at higher level as leaders and coaches -Get own interests met and use “coachable moments” Improved life balance, more time for personal life priorities Identify key behaviors to develop Collaborative conflict management and influence Develop and utilize team – allowing leader to focus on strategic issues and relationships Manage self – recognize triggers for “overwork loop” and break the cycle Share insights and development plans with key stakeholders Negotiate new mutual expectations Engage in coaching conversations focused on relevant, timely work situations Plan how to apply new behaviors to situations, and debrief after action taken Surface internal barriers to change, test assumptions that block desired behaviors 3
- 4. RESULTS Promoted to larger role focused specifically on developing delivery leaders’ ability to influence effectively (perceived weakness became a strength). Shifted perceptions of leadership team colleagues to “effective leader.” Reduced feelings of frustration, increased feeling of empowerment and choice. Reduced time parachuting into “fixes,” increased others’ ability to resolve issues. Improved quality of personal life, more protected time to focus on relationships and hobbies. 4