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The How To for Developing Great Leaders
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The „How-To‟ For Developing Great Leaders
April 3, 2013
Presented By: Maysa Hawwash
National Manager of Talent Management Solutions
2. Agenda
• Who are Today’s Leaders?
• Transformational Leaders
• Transactional Leaders
• Future of Leadership
• Emotional Intelligence
• Developing Leaders
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3. Introduction
“A good leader inspires others with confidence in him; a
great leader inspires them with confidence in
themselves.”
– Chinese Proverb
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4. Who are Today‟s leaders?
• Organizations that were once hierarchical in structure
are now more web-like in their design
• Leaders should aim to be transformational
For more information, call 416.216.1067
6. Transformational Leaders
• Communicate high standards of performance
• Able to Intellectually stimulate their teams and enable
them to think creatively
• Allow their team to develop their capabilities to their
fullest potential
• Focused on developing followers into leaders in an
engaging way
• Deeply trusted due to their openness and genuine
concern
For more information, call 416.216.1067
7. Transactional Leaders - Managers
• Reward or discipline their followers, depending on the
success of the follower's performance
• Trust builds with repeated transactions
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8. Future of Leadership
• Cope with the emotional impact of change
• Help people in the organization quickly reach new, more
effective ways of working
• Empower versus control
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9. Emotional Intelligence and Leadership
• Self-Awareness
– Displayed in a person's ability to assess one’s self,
realistically and with honesty
• Self-Regulation
– Controlling your fears and emotions
• Highly Motivated
– Driven to achievement beyond expectations
– Proactive and committed
For more information, call 416.216.1067
10. Emotional Intelligence and Leadership
• Empathy
– Increased use of teamwork, globalization and the
need to retain talent
• Socially Skilled
– People who have a wide social network and find
common elements to converse and interact
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11. Can Emotional Intelligence be Learned?
YES!
Emotional Intelligence can be learned with a sense of
commitment and dedication.
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12. Developing Leaders
Modern Leadership Development Is:
1. “More Than Management” training
2. Blended learning
3. Coaching, assessing, and employing a wide range of
mentoring strategies (Multi-Faceted)
4. Investing in the company's Culture
5. Globalized, and focused on collaboration and team
leadership
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13. “More Than Management” Training
• Leadership development process is a continual process
which can start with supervisor’s training
• Building leadership takes years
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14. Blended Learning
• Includes many technology offerings (videos, online
assessments, collaboration)
• And Experiential learning (project assignments,
corporate task forces)
• Games and simulations
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15. Multi Faceted
The process includes many steps including:
• Assessments and identification of "potential leaders"
• Coaching
• Rotational and stretch assignments
• Self-assessment and 360 assessment
• Personality assessment
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16. Investing in the Company's Culture
• Only when future leaders have a deep understanding of
the company's processes, strategies, culture, and
practices, can the company survive
• “Leadership development" and "building new leadership
skills" are often cited amongst top challenges faced by
organizations
For more information, call 416.216.1067
17. Global Considerations
• How individuals lead in one part of the world can be very
different than how they lead in others
• Top competencies to consider:
– Collaboration
– Empowerment
– Clarity of decision-making processes
For more information, call 416.216.1067
19. Free Offer
• We’re offering a free 30-minute Consultation that will
include:
– Complimentary assessment
– Personalized debrief on how your behavioural
tendencies can impact your leadership style and
effectiveness
Contact Maysa to take advantage of this exclusive offer!
mhawwash@na.drakeintl.com
416.216.1067
For more information, call 416.216.1067
20. Upcoming Webinar
Register at http://drake-
webinars.com
April 10, 12pm EST
Death of an Employment Relationship
Presented by: Matthew Vella,
Principal/Lawyer, Vella Labour Law
For more information, call 416.216.1067
21. Thank You For Attending
For questions, please contact Maysa Hawwash
National Manager for Talent Management Solutions
mhawwash@na.drakeintl.com
416.216.1067
Editor's Notes
Maysa, you may want to change the order of these points.ORYou may want to replace/remove these sections.
Great leadership is a vital part of success in today’s competitive environment but it is not a phenomenon that develops on its own. It must be deliberately cultivated.Experts say leadership qualities are often found in organizations, but rarely at the top. The reason is simple: while track record and management competencies are adopted as criteria for selection or promotion, leadership is rarely defined.“A good leader inspires others with confidence in him; a great leader inspires them with confidence in themselves.”– Chinese Proverb
Organizations that were once hierarchical in structure are now more web-like in their design. In times of rapid change, organizations must stay focused and respond quickly to their organization's needs. Hierarchical power structures will not be able to respond quickly enough. The teamwork and collaboration of "matrix organizations" are now necessary to address the needs of the organization.Today's leader must know their core values and be able to articulate them. They must be flexible, able to relate to all groups within the organization, adapt well to change and be prepared for times of uncertainty. A transformational leader is compassionate, collaborative and open to new ideas. These leaders must be able to regulate distress in the workplace, maintain disciplined action and protect the voices of leadership from below because they see their role as building leaders from within
Possible Question: What are Matrix Organizations?Matrix management is a type of organizational management in which people with similar skills are pooled for work assignments. For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a different engineering manager or a project manager while working on that project. Therefore, each engineer may have to work under several managers to get his job done.
• Inspirational Motivation-leader communicates high standards of performance,• Able to Intellectually Stimulate their followers and enable them to think creatively• Allow their team to develop their capabilities to their fullest potential. • Are able to develop followers into leaders in a morally uplifting way.• Deeply trusted due to their openness and genuine concern.Transformational leadership adds or augments transactional leadership in its effects on follower motivation, satisfaction and performance"
Give examples of transactional and transformational leadersPossible Question: Which type of leader is better to have?
Previous success will be no guarantee of future success. Certainty has given way to uncertainty (White, Hodgsen & Crainer, 1996)
Today emotional intelligence is crucial for effective leadership (Goleman, 1998). Emotional intelligence skills include self-awareness, self-regulation, motivation, empathy and social skills. Self-AwarenessDisplayed in a person's ability to assess oneself realistically and with honestySelf-RegulationPeople who can control their fears and emotions will be better able to create an environment of trust and fairnessHighly motivated People who are driven to achievement beyond expectationsThey are proactive and committed
Today emotional intelligence is crucial for effective leadership (Goleman, 1998). Emotional intelligence skills include self-awareness, self-regulation, motivation, empathy and social skills. EmpathyImportant due to the increasing use of teamwork, globalization and the need to retain talentSocially SkilledPeople who have a wide social network and find common elements to converse and interact
Although individual’s main tendencies (or behavioral posture) are not likely to change, we find that leaders can modify behaviors over time.Organizations who are able to understand the makeup and potential of a leader are better able to identify where development is needed and the extent of that development.Whether leaders benefit from the learning and development efforts depends on how motivated they are to achieve their career goals and the degree of change required. Poll: Does your organization use EQ or Personality Assessments?
effective organizations start this investment throughout the employee life cycle
Today, recovering from the recession, companies are realizing more and more that their leadership development programs represent their business's future. As top executives retire or leave, it is the future leaders who must carry on the deep legacy of business success. Only when these people have a deep understanding of the company's processes, strategies, culture, and practices can the company survive. So companies that are emerging from the recession) are now reinvesting in Leadership Development in a big way. Even the most successful businesses in the world like Apple for example, has developed an internal leadership development program based largely on building an enduring pipeline of leaders who understand the "Apple way" of doing business.When asked, leaders and HR professionals continuously mentioned that "leadership development" and "building new leadership skills" is one of the biggest challenges holding them back. Companies that continuously invest in sound leadership development outperform their peers - and I believe they always will.
Finally, as the world becomes flatter and most US-based companies expand aggressively overseas, leadership programs are now slowly becoming globalized. How an individual leads in the middle east (where the workforce is young and much more patriarchal in culture) is very different from leadership in the US (where the workforce is somewhat older and our culture is more hierarchical). Leaders all over the world are learning that collaboration, empowerment, and clarity of decision-making processes are now top competencies to consider - while other companies still rely heavily on hierarchical approaches.
