The document discusses various definitions and aspects of leadership. It defines leadership as performing acts to lead others and influence groups towards goals, and notes that leadership is difficult to define but recognizable. It contrasts leaders, who look forward and create visions, with managers who maintain the status quo. It then discusses different types of leadership styles and skills leaders employ, such as innovating, coaching, problem-solving, communication, and decision-making. It emphasizes the importance for leaders to ask questions rather than issue instructions, learn from mistakes, and manage emotions, quality, chemistry, goals, and numbers.
Visionary leaders are builders who work with imagination, insight, and boldness to envision the future. They see the big picture and think strategically. True visionary leaders demonstrate qualities like having a clear inspiring vision, empowering relationships, innovative action, and balance across multiple dimensions. Examples highlighted include Nandan Nilekani who envisioned a national ID system in India, Mahatma Gandhi who led a nonviolent movement for Indian independence, Barack Obama who brought hope and change as the first African American U.S. president, and Richard Branson making space travel available to the public through Virgin Galactic.
Essential competencies for effective leadershipSeta Wicaksana
The purpose of life is to live it, to taste experience to the utmost, to reach out eagerly and without fear for newer and richer experience.
Eleanor Roosevelt (1884 - 1962)
http://minimba.co.za
In these slides we share information on Visionary Leadership and how it relates to business management. Who is your favorite visionary leader and why does he inspire you?
Management involves coordinating efforts to accomplish goals through planning, organizing, staffing, leading, and controlling resources. It refers to directors and managers who make decisions and oversee an organization. Leadership involves establishing a vision, sharing it to motivate followers, providing knowledge to achieve the vision, and balancing interests. Both management and leadership work towards goals and motivate employees, but they differ in their focus - management focuses on stability, objectives, and following rules while leadership focuses on change, vision, and taking risks.
This document outlines the first lesson of a basic leadership training. It introduces the topic of leadership and asks questions about why people want to be leaders and what makes a good leader. The lesson defines a leader as someone who brings people from where they are to where they need to be. It contrasts leaders, who motivate and organize people, with managers, who provide the means and resources. As an assignment, students are asked to submit a one-page essay describing a leader and analyzing the behaviors that make them good or bad.
Visionary leadership and influence in the context of Emotional IntelligenceShubham Singhal
The document discusses visionary leadership and its relationship to emotional intelligence. It defines visionary leadership as the ability to create and articulate an attractive vision of the future that improves the present situation. It outlines advantages of visionary leadership such as inspiring people and empowering them. It then discusses principles of visionary leadership and different leadership styles related to emotional intelligence. Finally, it explores the relationship between emotional intelligence and visionary leadership, finding a moderate connection between visionary leadership and employee organizational citizenship behavior.
The document discusses various definitions and aspects of leadership. It defines leadership as performing acts to lead others and influence groups towards goals, and notes that leadership is difficult to define but recognizable. It contrasts leaders, who look forward and create visions, with managers who maintain the status quo. It then discusses different types of leadership styles and skills leaders employ, such as innovating, coaching, problem-solving, communication, and decision-making. It emphasizes the importance for leaders to ask questions rather than issue instructions, learn from mistakes, and manage emotions, quality, chemistry, goals, and numbers.
Visionary leaders are builders who work with imagination, insight, and boldness to envision the future. They see the big picture and think strategically. True visionary leaders demonstrate qualities like having a clear inspiring vision, empowering relationships, innovative action, and balance across multiple dimensions. Examples highlighted include Nandan Nilekani who envisioned a national ID system in India, Mahatma Gandhi who led a nonviolent movement for Indian independence, Barack Obama who brought hope and change as the first African American U.S. president, and Richard Branson making space travel available to the public through Virgin Galactic.
Essential competencies for effective leadershipSeta Wicaksana
The purpose of life is to live it, to taste experience to the utmost, to reach out eagerly and without fear for newer and richer experience.
Eleanor Roosevelt (1884 - 1962)
http://minimba.co.za
In these slides we share information on Visionary Leadership and how it relates to business management. Who is your favorite visionary leader and why does he inspire you?
Management involves coordinating efforts to accomplish goals through planning, organizing, staffing, leading, and controlling resources. It refers to directors and managers who make decisions and oversee an organization. Leadership involves establishing a vision, sharing it to motivate followers, providing knowledge to achieve the vision, and balancing interests. Both management and leadership work towards goals and motivate employees, but they differ in their focus - management focuses on stability, objectives, and following rules while leadership focuses on change, vision, and taking risks.
This document outlines the first lesson of a basic leadership training. It introduces the topic of leadership and asks questions about why people want to be leaders and what makes a good leader. The lesson defines a leader as someone who brings people from where they are to where they need to be. It contrasts leaders, who motivate and organize people, with managers, who provide the means and resources. As an assignment, students are asked to submit a one-page essay describing a leader and analyzing the behaviors that make them good or bad.
Visionary leadership and influence in the context of Emotional IntelligenceShubham Singhal
The document discusses visionary leadership and its relationship to emotional intelligence. It defines visionary leadership as the ability to create and articulate an attractive vision of the future that improves the present situation. It outlines advantages of visionary leadership such as inspiring people and empowering them. It then discusses principles of visionary leadership and different leadership styles related to emotional intelligence. Finally, it explores the relationship between emotional intelligence and visionary leadership, finding a moderate connection between visionary leadership and employee organizational citizenship behavior.
While the passage discusses visionary leaders like Martin Luther King Jr. and Jawahar Lal Nehru, it does not provide a clear and compelling vision. The visions presented are either too generic, like organizing the world's information, or vague plans to explore opportunities without an overall goal or direction. An effective vision should inspire and guide others with a concise yet ambitious description of the future that an organization or movement wants to create.
The document is a presentation on leadership that was prepared by Mehul Rasadiya. It defines leadership, discusses the differences between leaders and managers, and outlines important leadership qualities, skills, and characteristics. The presentation addresses what leadership is, provides definitions of leadership from various experts, and describes the functions and art of motivating people towards a common goal as a leader.
The document discusses the differences between management and leadership. It states that management is doing things right, while leadership is doing the right things. Managers focus on controlling organizations and staff, while leaders inspire and mobilize others towards shared goals. Both managers and leaders are needed in successful organizations - managers maintain stability and execute plans, while leaders drive change and set new directions. Organizations need both roles to be effective.
The document discusses the importance of vision and vision statements for leadership. It defines a vision as a mental picture of what an organization aspires to become. An effective vision statement provides general direction, context for decision making, and affects organizational structure and relationships. Crafting a good vision involves getting input from team members and communicating the vision enthusiastically to help the team embrace it.
Presentation of novel strength based leadership by tom rath and barry conchieNeha Kumari
The document introduces Strengths Based Leadership by Tom Rath and Barry Conchie, which applies the idea of identifying individual strengths to leadership. It builds upon Rath's prior work on strengths by examining how strengths impact effective leadership and how to maximize teams by understanding followers' needs. Key findings are that the most effective leaders invest in their own strengths and surround themselves with people to maximize their team. The domains of leadership strength discussed are relationship building, executing, influencing, and strategic thinking.
This document provides an overview of an executive leadership program. The program will cover leadership essentials and practices, emotional intelligence, critical thinking, ethics and conflict resolution. It will involve self-reflection exercises. The goal is to help participants develop leadership skills and become better leaders by focusing on inner work, situational leadership, and developing an action plan to improve after the program.
This document discusses the key attributes and responsibilities of effective leaders. It defines leadership as influencing others towards achieving a common goal. Effective leaders are committed to the goal, able to inspire a vision and motivate followers through trust and effective communication. Key leadership traits include persuasiveness, leading by example, understanding human psychology and adapting one's style to different situations. The document outlines seven secrets of inspiring leaders: igniting enthusiasm, navigating a clear course of action, selling the benefits of the vision, using stories to engage people, inviting participation, reinforcing optimism and encouraging potential in followers.
Management involves efficiency and ensuring tasks are completed, while leadership determines the overall strategy and vision. Effective leadership elicits greatness from people, not imposing it, and relies on average individuals rather than geniuses. Both management and leadership require providing direction, aligning teams, building relationships, demonstrating personal qualities, and achieving outcomes, but leadership defines the overall goals while management ensures day-to-day operations support the vision.
The document discusses visionary leadership and defines different types of leaders. It profiles four visionary leaders - John Alexander, Joseph Holland, Stephen R. Covey, and Hyrum W. Smith - who created entrepreneurship incubators and supported innovative startups and business training programs in their community. The document also discusses leadership experts like John Maxwell and his books on developing leadership skills and becoming a person of influence.
Leadership involves guiding or directing others to accomplish goals. Effective leadership requires skills like working in groups, good communication, and strong personal qualities. There are different leadership styles such as autocratic, where the leader makes all decisions, and democratic, which involves more group input. Good leaders create a vision for the future, motivate others to work towards that vision, and ensure the work is properly managed to deliver results. Leadership means different things in different cultures and there are various models of leadership styles including transformational, transactional, moral, servant, and charismatic leadership. Developing knowledge, personality, qualities, experiences, and one's own leadership style are keys to becoming a good leader.
The document discusses motivation and its importance. It defines motivation as an interaction that creates a desire or willingness to perform and encourages action or feelings that lead to overall growth. It identifies the main keys of motivation as ability, skills, equipment, supplies, and time. It also outlines Maslow's Hierarchy of Needs and lists types of motivation including power, attitude, incentive, fear, and achievement. The importance of motivation is said to be the achievement of goals, putting human resources into action, improving efficiency, building relationships, and maintaining a stable workforce.
Effective leaders have certain key traits such as vision, character, ability to inspire followers, and bringing people together to work for a common purpose. They are able to analyze opportunities and threats, create a vision, set goals, develop action plans, monitor execution, allocate tasks, develop people, and motivate teams to achieve results. High performing leaders understand that getting things done requires understanding people and using their skills and abilities while also developing employees for mutual benefit.
The document discusses the definition and importance of leadership. It provides quotes defining leadership as organizing people to achieve common goals and influencing others without force. The document also discusses different types of leaders, characteristics of good leadership, and the differences between management and leadership. Leadership is described as setting direction, aligning people, and motivating and inspiring, while management focuses more on planning, organizing, controlling problems.
The document discusses principles of leadership through quotes and concepts. It explores definitions of leadership, influential leaders like Abraham Lincoln, and qualities of effective leaders such as inspiring others, adding value, connecting with people, leaving a legacy, and lifelong learning. The document emphasizes that true leadership is defined not just by abilities but by choices and actions that inspire and positively impact others.
Leadership skills training. Integrity & Influence - the leader in you.Simona Cimpoieru
The document discusses the importance of integrity and influence for leadership. It emphasizes that true leadership requires acting in accordance with one's values and principles, helping others, and taking responsibility for what one believes in order to give people hope. A leader must live their values every day by respecting others, following their dreams, and striving to improve themselves and help others improve as well.
This document discusses strengths-based leadership. It argues that all people have innate talents or strengths that can be developed for leadership. Strengths-based leadership views leadership as a collective process and recommends using different strengths for different leadership situations. The document also outlines four domains of leadership strength: executing, relationship building, strategic thinking, and influencing. It notes that the most effective leaders invest in their own and others' strengths, surround themselves with the right people, understand followers' needs, and can accomplish things through other people.
Karen Gieseke, the Southeastern Minnesota Synod, ELCA's Children, Youth, & Family Ministry Coordinator shared this presentation on Strengths Based Leadership at the 2013 Councils as Leaders in the Church event.
The document discusses ways to reinvigorate engagement in the workforce by addressing issues that lead to disengagement. It suggests that disengagement is often systemic due to poor leadership, communication, and lack of meaning and purpose. Some keys to reinvigorating engagement include providing tools and a workplace that supports flexibility, growth, and diversity; focusing on strengths-based leadership and management; and ensuring employees feel emotionally invested through a clear vision, purpose, and transparency.
Leadership can take many forms, including being appointed to a position of authority, having charisma or personality, leading by moral example, or through one's abilities. While bosses focus on planning, organizing, directing, and problem-solving, true leaders set strategy and vision, communicate effectively, motivate and inspire others, and empower their people. Effective leadership requires traits like intelligence, personality, and physical presence, and different leadership styles can be delegating, participating, inspiring, or directive. Self-awareness of one's own style is important for leaders to know themselves and define their approach.
This document discusses various theories and concepts related to leadership. It defines leadership as influencing others to work toward achieving objectives. It describes trait theories that identify personality characteristics of leaders. Behavioral theories focus on what leaders do, such as being autocratic, democratic, or laissez-faire. Contingency theories note that leadership style depends on situational factors. The document also covers power and influence theories, leadership skills, followership, coaching, and transformational leadership.
This document discusses foundations of effective leadership. It covers leadership styles, theories like Fiedler's contingency theory and House's path-goal theory. It also discusses trends in leadership development like transformational, interactive, emotionally intelligent, moral, and servant leadership. It provides examples of characteristics and styles of different leadership approaches. Peter Drucker is cited for his influential views on leadership emphasizing integrity, mission, responsibility, and focusing on customers.
While the passage discusses visionary leaders like Martin Luther King Jr. and Jawahar Lal Nehru, it does not provide a clear and compelling vision. The visions presented are either too generic, like organizing the world's information, or vague plans to explore opportunities without an overall goal or direction. An effective vision should inspire and guide others with a concise yet ambitious description of the future that an organization or movement wants to create.
The document is a presentation on leadership that was prepared by Mehul Rasadiya. It defines leadership, discusses the differences between leaders and managers, and outlines important leadership qualities, skills, and characteristics. The presentation addresses what leadership is, provides definitions of leadership from various experts, and describes the functions and art of motivating people towards a common goal as a leader.
The document discusses the differences between management and leadership. It states that management is doing things right, while leadership is doing the right things. Managers focus on controlling organizations and staff, while leaders inspire and mobilize others towards shared goals. Both managers and leaders are needed in successful organizations - managers maintain stability and execute plans, while leaders drive change and set new directions. Organizations need both roles to be effective.
The document discusses the importance of vision and vision statements for leadership. It defines a vision as a mental picture of what an organization aspires to become. An effective vision statement provides general direction, context for decision making, and affects organizational structure and relationships. Crafting a good vision involves getting input from team members and communicating the vision enthusiastically to help the team embrace it.
Presentation of novel strength based leadership by tom rath and barry conchieNeha Kumari
The document introduces Strengths Based Leadership by Tom Rath and Barry Conchie, which applies the idea of identifying individual strengths to leadership. It builds upon Rath's prior work on strengths by examining how strengths impact effective leadership and how to maximize teams by understanding followers' needs. Key findings are that the most effective leaders invest in their own strengths and surround themselves with people to maximize their team. The domains of leadership strength discussed are relationship building, executing, influencing, and strategic thinking.
This document provides an overview of an executive leadership program. The program will cover leadership essentials and practices, emotional intelligence, critical thinking, ethics and conflict resolution. It will involve self-reflection exercises. The goal is to help participants develop leadership skills and become better leaders by focusing on inner work, situational leadership, and developing an action plan to improve after the program.
This document discusses the key attributes and responsibilities of effective leaders. It defines leadership as influencing others towards achieving a common goal. Effective leaders are committed to the goal, able to inspire a vision and motivate followers through trust and effective communication. Key leadership traits include persuasiveness, leading by example, understanding human psychology and adapting one's style to different situations. The document outlines seven secrets of inspiring leaders: igniting enthusiasm, navigating a clear course of action, selling the benefits of the vision, using stories to engage people, inviting participation, reinforcing optimism and encouraging potential in followers.
Management involves efficiency and ensuring tasks are completed, while leadership determines the overall strategy and vision. Effective leadership elicits greatness from people, not imposing it, and relies on average individuals rather than geniuses. Both management and leadership require providing direction, aligning teams, building relationships, demonstrating personal qualities, and achieving outcomes, but leadership defines the overall goals while management ensures day-to-day operations support the vision.
The document discusses visionary leadership and defines different types of leaders. It profiles four visionary leaders - John Alexander, Joseph Holland, Stephen R. Covey, and Hyrum W. Smith - who created entrepreneurship incubators and supported innovative startups and business training programs in their community. The document also discusses leadership experts like John Maxwell and his books on developing leadership skills and becoming a person of influence.
Leadership involves guiding or directing others to accomplish goals. Effective leadership requires skills like working in groups, good communication, and strong personal qualities. There are different leadership styles such as autocratic, where the leader makes all decisions, and democratic, which involves more group input. Good leaders create a vision for the future, motivate others to work towards that vision, and ensure the work is properly managed to deliver results. Leadership means different things in different cultures and there are various models of leadership styles including transformational, transactional, moral, servant, and charismatic leadership. Developing knowledge, personality, qualities, experiences, and one's own leadership style are keys to becoming a good leader.
The document discusses motivation and its importance. It defines motivation as an interaction that creates a desire or willingness to perform and encourages action or feelings that lead to overall growth. It identifies the main keys of motivation as ability, skills, equipment, supplies, and time. It also outlines Maslow's Hierarchy of Needs and lists types of motivation including power, attitude, incentive, fear, and achievement. The importance of motivation is said to be the achievement of goals, putting human resources into action, improving efficiency, building relationships, and maintaining a stable workforce.
Effective leaders have certain key traits such as vision, character, ability to inspire followers, and bringing people together to work for a common purpose. They are able to analyze opportunities and threats, create a vision, set goals, develop action plans, monitor execution, allocate tasks, develop people, and motivate teams to achieve results. High performing leaders understand that getting things done requires understanding people and using their skills and abilities while also developing employees for mutual benefit.
The document discusses the definition and importance of leadership. It provides quotes defining leadership as organizing people to achieve common goals and influencing others without force. The document also discusses different types of leaders, characteristics of good leadership, and the differences between management and leadership. Leadership is described as setting direction, aligning people, and motivating and inspiring, while management focuses more on planning, organizing, controlling problems.
The document discusses principles of leadership through quotes and concepts. It explores definitions of leadership, influential leaders like Abraham Lincoln, and qualities of effective leaders such as inspiring others, adding value, connecting with people, leaving a legacy, and lifelong learning. The document emphasizes that true leadership is defined not just by abilities but by choices and actions that inspire and positively impact others.
Leadership skills training. Integrity & Influence - the leader in you.Simona Cimpoieru
The document discusses the importance of integrity and influence for leadership. It emphasizes that true leadership requires acting in accordance with one's values and principles, helping others, and taking responsibility for what one believes in order to give people hope. A leader must live their values every day by respecting others, following their dreams, and striving to improve themselves and help others improve as well.
This document discusses strengths-based leadership. It argues that all people have innate talents or strengths that can be developed for leadership. Strengths-based leadership views leadership as a collective process and recommends using different strengths for different leadership situations. The document also outlines four domains of leadership strength: executing, relationship building, strategic thinking, and influencing. It notes that the most effective leaders invest in their own and others' strengths, surround themselves with the right people, understand followers' needs, and can accomplish things through other people.
Karen Gieseke, the Southeastern Minnesota Synod, ELCA's Children, Youth, & Family Ministry Coordinator shared this presentation on Strengths Based Leadership at the 2013 Councils as Leaders in the Church event.
The document discusses ways to reinvigorate engagement in the workforce by addressing issues that lead to disengagement. It suggests that disengagement is often systemic due to poor leadership, communication, and lack of meaning and purpose. Some keys to reinvigorating engagement include providing tools and a workplace that supports flexibility, growth, and diversity; focusing on strengths-based leadership and management; and ensuring employees feel emotionally invested through a clear vision, purpose, and transparency.
Leadership can take many forms, including being appointed to a position of authority, having charisma or personality, leading by moral example, or through one's abilities. While bosses focus on planning, organizing, directing, and problem-solving, true leaders set strategy and vision, communicate effectively, motivate and inspire others, and empower their people. Effective leadership requires traits like intelligence, personality, and physical presence, and different leadership styles can be delegating, participating, inspiring, or directive. Self-awareness of one's own style is important for leaders to know themselves and define their approach.
This document discusses various theories and concepts related to leadership. It defines leadership as influencing others to work toward achieving objectives. It describes trait theories that identify personality characteristics of leaders. Behavioral theories focus on what leaders do, such as being autocratic, democratic, or laissez-faire. Contingency theories note that leadership style depends on situational factors. The document also covers power and influence theories, leadership skills, followership, coaching, and transformational leadership.
This document discusses foundations of effective leadership. It covers leadership styles, theories like Fiedler's contingency theory and House's path-goal theory. It also discusses trends in leadership development like transformational, interactive, emotionally intelligent, moral, and servant leadership. It provides examples of characteristics and styles of different leadership approaches. Peter Drucker is cited for his influential views on leadership emphasizing integrity, mission, responsibility, and focusing on customers.
This document discusses various aspects of leadership including definitions, styles, theories, and traits. It defines leadership as motivating a group towards a common goal and outlines three main leadership styles: autocratic, democratic, and laissez-faire. Theories covered include trait theory, behavioral theories like the Ohio State and Michigan studies, and contingency theories like situational leadership. Key leadership traits discussed are physical, social, and personality-based. Servant leadership and its ten characteristics are also summarized.
This document discusses leadership. It begins by introducing the presenter, Dr. Razan Yassin, and outlines the learning objectives of understanding leadership concepts, importance, functions, roles, and traits. It defines leadership as influencing others and lists important leadership functions as making plans and forecasts, organizing work, commanding people, coordinating resources, and controlling activities. Key leadership traits include honesty, ability to delegate, communication skills, sense of humor, confidence, commitment, and positive attitude. Effective leadership systems involve leading people with purpose and trust, managing change and creativity, meeting customer needs, managing information, managing activities and resources, and self management.
The document discusses different leadership styles and theories. It describes leadership as one of the four functions of management and discusses the foundations of effective leadership, including different types of power and leadership traits. It also summarizes Fiedler's contingency theory and House's path-goal theory, which examine how leadership style should match the situation. Finally, it discusses trends in leadership development such as transformational, emotionally intelligent, interactive, moral, and servant leadership.
Leadership and social responsibility hardcopyAizell Bernal
This document discusses leadership and social responsibility. It defines leadership and outlines characteristics of quality leaders. It also describes various leadership styles like telling, selling, participating, and delegating. The contingency approach and path-goal approach to leadership are explained. The document also defines social responsibility and discusses arguments for and against businesses' social involvement. It outlines theories of ethical business management and how businesses can institutionalize ethics.
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
This document discusses several subjective ethical theories, including emotivism, divine command theory, subjective relativism, and cultural relativism. It provides criticisms of each theory. Emotivism is criticized for contradicting deeply held moral convictions. Divine command theory is criticized for implying that God has no moral reasons for what He approves. Subjective relativism implies that every individual is morally infallible, which is unlikely. Cultural relativism implies there can be no moral progress and that every culture has equally correct moral values, undermining views of objective morality and tolerance. It also implies cultures are morally infallible.
The document discusses leadership and defines it as a social influence process where a person enlists the aid of others to accomplish a common task. It describes leaders as people who can influence others and have managerial authority. Leadership involves influencing a group to achieve goals. The characteristics of leadership are that it implies followers, develops interest between leaders and followers, and distributes authority. Leadership skills include human, conceptual, technical, and personal skills. Theories of leadership discussed include trait, behavioral, situational, and great man theories.
This document discusses different leadership styles including intellectual, autocratic, democratic, charismatic, transformational, and transactional leadership. It also discusses theories of leadership including the trait theory, managerial grid theory, and situational leadership model. The group members for this project are Himani, Jaskirat, and Harleen.
Leading change through innovation requires strategic leadership that creates ongoing strategic change. Successful change combines top-down and bottom-up approaches to build sustainable capability for change and learning. Organizational change involves disruption to the status quo and can make people feel loss of control, competence, and identity. Leaders must address these feelings and guide people through the journey of change from initial fear and resistance to eventual acceptance and commitment.
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
The document summarizes interviews with 85 CEOs and C-suite executives about what they look for in leaders. When asked about leadership, the CEOs emphasized vision, communication, culture-building, flexibility, and teamwork. They said leaders must inspire commitment to organizational goals. Regarding attitudes and aptitudes, the CEOs stressed communication skills, understanding others, and commitment. Their words of wisdom focused on interpersonal relationships, active listening, understanding decision consequences, face-to-face communication over social media, and focusing on small successes.
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
Leadership Theory An Historical Context1guestf1d7d3
The document discusses the history and evolution of leadership theories from the 1940s to present. It covers early trait theories that posited certain innate traits determine leaders, behavioral theories that leadership can be learned/taught, and situational/contingency theories that the situation determines the leader. More recent theories discussed include transformational leadership that inspires followers and transactional leadership focused on rewards/punishments. The document also contrasts leadership with management and their different focuses.
This document discusses trait theories of leadership. It begins by explaining that trait theories focus on personal qualities that differentiate leaders from non-leaders. Researchers began organizing traits around the Big Five personality framework. The document finds that leaders who are extraverted, conscientious, and open tend to have advantages. Emotional intelligence is also highlighted as an important trait for effective leadership. Specifically, traits like self-awareness, self-regulation, empathy, and social skills. The document emphasizes that traits alone are not enough and that emotional intelligence may be the key attribute distinguishing outstanding leaders.
The document discusses various theories and approaches to leadership including trait, behavioral, contingency, and transformational theories. It defines key leadership concepts like the differences between managers and leaders. The document also outlines important competencies of effective leaders such as self-awareness, social skills, and the ability to influence and motivate others.
This document discusses leadership and management in organizations. It begins by distinguishing leadership from management, noting that managers focus on doing things right while leaders do the right thing. It then examines different perspectives on leadership effectiveness and styles. Gender differences in leadership are explored, noting that while women and men may have different styles, an individual's effectiveness depends more on the person than their gender. The document also discusses traits of successful leaders, the importance of delegation, and techniques for managing time and stress.
The document discusses the difference between leadership and management and essential leadership skills and qualities. It begins by defining the key differences between leadership, which focuses on vision and aligning people, and management, which focuses on processes, organizing people, and short-term goals. It then discusses five essential emotional intelligence skills for effective leadership: self-awareness, self-regulation, empathy, motivation, and social skills. Developing these skills can help leaders drive both individual and team performance.
Similar to Vietnam HR Summit 2015 - Inspirational leadership with nlp (20)
ROOM 2- Achieving Business Goals via HR Strategies - RMIT VNVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
The document discusses an organization's efforts to improve employee engagement. It outlines several initiatives that were planned and implemented, including focusing leadership commitment on engagement, actively involving all employees through projects and activities, launching exciting recognition and learning programs, and ensuring transparent communication. Through these coordinated efforts over time, the organization was able to significantly improve engagement survey results from 2010 to 2015 despite challenges in the market.
ROOM 1 - The journey to greater performance - MeantallyFitVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
ROOM 1 - How to Create a High-Performance Culture - By Gian Tu TrungVietnam HR Summit
FranklinCovey provides a methodology for building a high-performance culture from the inside out by focusing on paradigms and forming habits, not just changing behavior. Their exclusive solution is to build a high-performance culture using "The 7 Habits of Highly Effective People", which involves individuals learning the 7 Habits, living them, and becoming highly effective. This transforms the organization's culture to also be highly effective.
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
PLENARY - Building High Performance Teams - By Steven LockVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
CSC is undergoing a transformation to become a high performance organization. The transformation includes revising the company's vision and focus, implementing a clear structure with performance management, and streamlining tools and processes. CSC has also made strategic investments in next-generation offerings and client projects to capitalize on shifts in technology and markets. The transformation aims to position CSC as a global leader providing innovative, technology-enabled business solutions.
Vietnam HR 2015 Summit - Building high performing teamsVietnam HR Summit
This document discusses building high performing teams. It begins by noting that competitiveness in Asia is stagnating and engagement levels are relatively low compared to other regions. It then discusses how 70% of change programs fail due to disengagement. The document goes on to discuss what defines a high performing team and high performance culture. It emphasizes that leaders must first work on their own self-awareness and authenticity in order to transform their teams and create such a culture. The rest of the document provides tips and tools for how leaders can develop themselves and their teams to achieve high performance.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Vietnam HR Summit 2015 - Inspirational leadership with nlp
1. 1
Inspirational Leadership
Inspirational Leadership
through NLP
Barney Wee
“In times of change, people look for
leaders they can trust, to give them
a clear direction & the resources to
achieve worthwhile outcomes.”
Inspirational Leadership
Inspirational Leadership
Inspirational leadership is about
sharing a worthwhile vision,
leading self & others
authentically & resourcefully to
perform beyond expected outcomes
in a system.
2. 2
Inspirational Leadership
Inspirational leaders have been studied,
but often described in traits too
intangible, hence impractical.
NLP provides the mental, emotional
& behavioral processes to
manifest inspirational leadership.
“How To” In Human Terms“How To” In Human Terms
Inspirational Leadership
What is NLP?
A technology for
human change derived from the
science of modeling excellence.
(Study, Formulate, Test, Transfer)
3. 3
Inspirational Leadership
Modeling Excellence
Albert Einstein, Sigmund Freud,
Mahatma Gandhi, Charles Darwin,
Walt Disney, Nikola Tesla,
Fritz Perls, Virginia Satir,
and Business Leaders in:
Apple, BMW, Fiat, Pharmacia,
BTPN, Diners Club, LUX Resorts
& many more…
Inspirational Leadership
Applications of NLP
• NLP Business Class, David Molden
• Visionary Leadership, Robert Dilts
• Change Management Excellence,
Roland Roberts
• Precision: New Approach in Communication,
McMaster & Grinder
• The Unfair Advantage: Sell with NLP,
Duane Lakin Ph.D.
• Coaching With NLP, Joseph O’Connor
• NLP & The New Manager, Ian McDermott
• Sporting Excellence, Ted Garret
4. 4
Inspirational Leadership
Applications of NLP
• MegaTeaching & Learning, Van Nagel
• NLP For Lazy Learning, Diana Beaver
• NLP & Health, Ian McDermott
• Beliefs: Pathways To Health & Well-Being,
Hallbom, Smith & Dilts
• The Power Process of Writing,
Jacobson & Hickman
• Alpha Leadership, Deering, Dilts & Russell
• NLP for Project Managers, Peter Parkes
• Persuasion Engineering, Bandler & LaValle
Inspirational Leadership8
Leading …
Selling …
Presenting …
Coaching …
Sporting …
Learning…
Investing …
Innovating …
Healing …
Writing …
Relating …
Perception
• Memory-Learning
• Emotional States
• Neuro-Physiological
Responses
Communication
• Meaning of Words
• Transfer Ideas
• Non-Verbal Expressions
Strategies/Programmes
• Organising IQ, EQ & PQ
for execution
• Learn, Un-Learn &
Re-Learn
N
L
P
5. 5
Inspirational Leadership
Perspectives in Leadership
Meta Leadership – giving others clear direction,
inspiring through own vision & authenticity.
Involves “anticipation.”
Macro Leadership – finding strategic pathways
to success, developing infrastructures &
resources to increase organizational capabilities.
Involves “alignment.”
Micro Leadership – developing different
approaches to work with different groups
of people in different situations.
Involves “action.”
Inspirational Leadership
Essential Leadership Skills
• Mastery – Self
*State Management *Mental Rehearsal
*Congruence Alignment
• Mastery – Relationship
*Rapport Building *Pacing & Leading
*Thinking Styles *Promoting teamwork
• Mastery – Communication & Coaching
*Precision Questioning *S.C.O.R.E. Coaching
*Conversational Frames *Inter-Vision Alignment
6. 6
Inspirational Leadership
Essential Leadership Skills
• Mastery – Strategic Planning
*Outcome Planning *Disney Innovation
*Resourcing *Chunking
• Mastery – Systemic Problem Solving
*Logical Levels *Perceptual Positioning
*Time Lining *SCORE Diagnostics
Scale Yourself ( Low 1 – 5 High)
? Self
? Relationship
? Communication & Coaching
? Strategic Planning
? Systemic Problem Solving
Inspirational Leadership
NLP Fills a Critical Gap
• Knowing something doesn’t imply one can
do it. There’s a gap between “Knowing” &
“Doing”
• NLP provides the framework & processes
to integrate our
--Mental (Knowledge/Strategy),
--Emotional (Energy/State), and
--Behavioral (Action)
resources to manifest peak performances.
In Organizational Development, NLP is used to
align the different “Levels of Change.”
7. 7
Inspirational Leadership
Personal Relates to Organisational
Spiritual For Whom &
For What
Vision
Identity Role & Purpose Mission
Values &
Beliefs
Why Values &
Beliefs
Capabilities &
Strategies
How Core
Competencies
Behavior What (Actions) KPIs
Environment Where & When Opportunities &
Constraints
Inspirational Leadership
Learning Is in the Doing
• Disney Innovation
- Framework for Innovation
• Experience the intimate connection
between our mind, heart & body
• How much you gain = how much effort
you put in
8. 8
Inspirational Leadership
Learning Is in the Doing
Dreamer Realist Critic
Disney Innovation
Inspirational Leadership
‘How To’ In Human Terms‘How To’ In Human Terms
Disney Innovation
-- Mental Patterns
-- Questions
-- States/Emotions
-- Physiology
}
NLP Provides Mental, Emotional
& Behavioral Processes
Alignment
&
Integration
=
Desired
Results