The six primary elements of leadership vision - MBA
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Leadership vision relies on six primary elements: 1) self-knowledge to remove bias and focus on others, 2) commitment to developing employees which leads to better organizational outcomes, 3) recognizing the need for continual change and innovation to maintain competitive advantage, 4) properly defining problems rather than just addressing surface issues, 5) understanding the various contexts that influence and are influenced by issues, and 6) clearly communicating challenges and visions to employees. Leaders who demonstrate strengths in these six areas tend to be viewed as more capable and inspiring than those who do not.
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The document provides information on personality development, including definitions of personality and the factors that influence it. Personality is described as the total impact a person has on others and is determined by intelligence, physical limitations, education, heredity, and one's environment. The document then lists important aspects of an ideal personality, including appearance, intelligence, trustworthiness, knowledge, and morality. It also discusses the four aspects that influence personality: physical, social, psychological, and philosophical. Finally, it provides tips for self-development and improving one's personality through factors like having a positive attitude and effective communication skills.
leadership202310081524380000-231014111530-6bbfeb26.pptx
This document discusses the definition, qualities, styles, theories, and functions of successful leadership. It defines leadership as influencing others to achieve common goals. A successful leader is authoritative yet approachable, with a growth mindset who provides guidance and inspires others. Effective leadership styles include democratic, which consults others, and laissez-faire, which gives freedom. Major leadership theories examined are trait, behavioral, and path-goal theories. Key leader qualities listed are vision, responsibility, confidence, learning orientation, and ability to manage uncertainty. The document emphasizes that great leaders continuously learn and develop themselves.
Ch.1h.docx
The document summarizes early leadership theories from three major studies:
1) The University of Iowa studies identified three leadership styles (autocratic, democratic, and laissez-faire), finding that the democratic style was most effective.
2) The Ohio State studies identified two dimensions of leader behavior: initiating structure and consideration.
3) The University of Michigan studies also identified two dimensions: employee oriented and production oriented, favoring the employee oriented style.
These early studies helped develop a two-dimensional leadership grid to evaluate styles, though it provided no evidence that the highest concern for people and production (9,9 style) is always most effective.
leadership dissertation
Strategic leadership refers to a manager's ability to express a strategic vision for an organization and motivate others to achieve that vision. Effective strategic leaders demonstrate loyalty to their vision, keep themselves updated about their organization, make judicious use of power, and have a wide perspective and outlook. They create organizational structure, allocate resources, and express strategic vision to guide employees in supporting organizational goals. Strategic leadership requires the potential to foresee the work environment and take a broad view of opportunities and challenges.
Core Leadership Skills For The SHE Professional
As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.
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Trends in leadership competencies for the 21st century
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vskills leadership skills professional sample material
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leadership202310081524380000-231014111530-6bbfeb26.pptx
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The six primary elements of leadership vision - MBA
- 1. THE SIX PRIMARY ELEMENTS OF LEADERSHIP VISION SIX PRIMARY ELEMENTS:
- 2. 1. KNOWLEDGE OF ONESELF Leaders' self-knowledge is critical to remove bias, self-seeking and self- aggrandising behaviours and create a moral and ethical basis for the vision. This includes emotion regulation and emotional intelligence, a learning orientation (a commitment to their own development and growth), a concern for others, a sense of duty and selflessness. This study found that leaders who are rated high in terms of self-knowledge tend to be perceived by their followers to be more capable, have greater clarity and are more inspiring than leaders who are rated as having lower levels of self-knowledge.
- 3. 2. COMMITMENT TO OTHERS’ GROWTH organisations led by people who openly demonstrate a commitment to the growth and development of their employees tend to be more profitable and have better organisational outcomes over the long-term than organisations that are less committed to the development of their people.
- 4. 3. SEEING THE NEED TO CHANGE - One of the hallmarks of an effective leader is a learning orientation and a concern for continual improvement, innovation and change. The ability to coordinate the process of change has been found in recent years to be a critical leadership skill. Leaders who perceive that continual change and innovation is required not only to maintain a competitive advantage, but also to ensure longevity of the organisation tend to be perceived as having greater levels of vision than leaders without this understanding.
- 5. 4. FINDING THE RIGHT PROBLEM - It has been found that leaders that display a significant concern for defining the correct problem for taking action tend to be seen as more visionary than those who work at solving presenting problems. Known as 'profound knowledge' the ability of the leader to gain clarity and understand the issue from a range of perspectives, gain clarity and determine what the causal factors of a situation or issue really are, tend to achieve significantly better outcomes than leaders who simply deal with presenting issues. This requires the ability to discern the underlying trends, principles and causes of an issue or problem. Such leaders tend to be seen as more considered and visionary.
- 6. 5. CONTEXTUAL UNDERSTANDING - Those leaders with the ability to analyse, assess and understand the context the issue sits in (this includes the social, political, economic, scientific, technological, environmental and legal contexts) tend to have significantly better outcomes than leaders with low levels of contextual understanding. Further, such leaders are seen as being more visionary. Being able to take in and analyse the range of contexts and relationships that impact and are impacted by the issue gives a leader a significantly greater chance of success.
- 7. 6. COMMUNICATION - Leaders who realise that they have a responsibility to others to clearly and accurately work out and communicate the issues, problems and challenges faced and have the capability to communicate these to their employees tend to have better outcomes than those who gloss over the issues or allow them to remain hidden. This means that leaders have a moral responsibility to not only communicate and make clear the vision but also to help others to understand the difficulties they face. Leaders who achieve this tend to be seen as more visionary than those that abdicate this responsibility.