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ALODOKTER
Transformational
Leadership
Sharing
Presented by Tantia Dian
OUR
DISCUSSION
TODAY
Why Transformational Leadership ?
Self Leadership
High Performance Team
Creative Leadership
TOPICS AND HIGHLIGHTS
MAY THE FORCE BE WITH YOU
Transformational
leadership inspires people
to achieve unexpected or
remarkable results
WHAT IS TRANSFORMATIONAL
LEADERSHIP ?
WHY DO WE NEED
TRANSFORMATIONAL
LEADERS ?
W H Y C A N ' T W E J U S T B E
O R D I N A R Y L E A D E R S ?
GLOBAL
LEADERSHIP CRISIS
Lack of engagement - Only 30% of
global workforce were engaged
Lack of leadership - 77% of
leaders think they do well, 82 % of
their employees disagree
INDUSTRIAL
REVOLUTION
T E C H N O L O G Y -
C E N T R I C ,
E N G I N E E R I N G
O R I E N T E D
Report
store
integrate
transform
clean
collect
H U M A N - C E N T R I C
D E S I G N
O R I E N T E D
Predict
Monitor
Communicate
Analyze
Explore
How Industrial
Revolution 4.0.
will affect us ?
Leadership in
VUCA World
C O R E C O M P E T E N C I E S
Situational Awareness
Attentional Control
Metacognition (thinking about your
thinking)
Sense making (connecting the dots)
Intuition
Learning Agility
Adaptability
Dealing with Ambiguity
Managing Emotions
THE NEW
NORMAL
Kyobi Arts Networking Group 2020
The product you are selling
is the problem you are
solving
WORDS TO INSPIRE YOU
YOUR
REFLECTIONS
KEEP DOING
START DOING
STOP DOING
SELF LEADERSHIP
L E A D E R S H I P I S A L L ' B O U T
J O U R N E Y F R O M W I T H I N
LEADERSHIP STARTS
FROM YOURSELF
And you don't need authority to be a leader
And you don't need authority to be a leade
GROWTH MINDSET FIXED MINDSET
WHAT KIND OF MINDSET DO WE HAVE ?
GROWTH MINDSET
I can learn anything I want to
When I'm frustrated, I'm preserved
I want to challenge myself
When I fall, I learn
I'm either good or I'm not
When I'm frustrated, I give up
I don't like to be challenged
When I fall, I'm no good
SELF LEADERSHIP &
YOUR SIGNATURE
STRENGTHS
Martin Seligman proposed that one way of creating
meaning in your life, at work and at home, is knowing and
regularly employing your signature strengths.
VIA Characters & Virtues
Strengths Based Approach
STRENGTHS OVERUSED
Articulate Poor Listener
Independent
ImpatientFast Paced
ImpracticalVisionary
DistractingFun - Loving
Poor- Collaborator
Results - oriented Impersonal
Candid Abrasive
Short - sightedPragmatic
YOUR
REFLECTIONS
KEEP DOING
START DOING
STOP DOING
TEAM MANAGEMENT
A S W E A R E A L L A B O U T T E A M
W O R K !
WHAT IS A TEAM ?
A small number of people with
complementary skills who are
committed to a common purpose,
performance goals, and approach
for which they are comfortable
- The Wisdom of teams-
Kyobi Arts Networking Group 2020
B E D
B L A M E - E X C U S E - D E N I A L
O A R
O W N E R S H I P - A C C O U N T A B I L I T Y - R E S P O N S I B I L I T Y
B E D
Blame – 'I can't do planning work with clients because my Team are unable to pick up the
slack.' 
Excuse – 'I can't offer this to my clients right now as I'm too busy doing more important work
like their tax returns.' 
Denial – 'My clients clearly don't need this service, if they did they'd be asking for it.'
O A R
Ownership – 'Even though I'm tapped out at the moment I must find a way to help my clients
with planning so they can get what they want from their businesses.'
Accountability – 'I owe it to my clients to help them with planning.'
Responsibility – 'I must work with my clients to help them to grow because they have put their
trust in me to lead them through these difficult economic times.'
Sense of Purpose
CHARACTERISTICS OF HIGH PERFORMANCE TEAMS
Open Communications
Trust & Mutual Respect
Shared Leadership
Effective Working
Procedures
Building on
differences
Flexibility &
Adaptability
Continuous learning &
improvement
YOUR
REFLECTIONS
KEEP DOING
START DOING
STOP DOING
CONFLICT MANAGEMENT
A S N O T E A M W I T H O U T
C O N F L I C T S
Organizations succeed or
fail one conversation at a
time
LEADERS & CONSTRUCTIVE
CONVERSATIONS
S U S A N S C O T T
CONFLICT.....
.........Is it all bad ?
Your most memorable conflicts at your team
let's discuss
CONSTRUCTIVE RELATIONSHIP
Constructive conflict is good, up to a point.
Conflict aimed at issues, not personal
conflict.
Relationship conflict
has a negative impact. It
aims conflict at the person.
It is important to separate constructive from relationship conflict.
VS.
CONFLICT.....
.........Is it all bad ?
If you can re do handling your conflict, what will you
do ?
let's discuss
CONFLICT
HANDLING TEST
H o w y o u r e s p o n d i n c r u c i a l c o n v e r s a t i o n s
THOMAS & KILLMAN CONFLICT HANDLING STYLE
When angered by
something /
someone, try
ABCDE Technique
Accept the situationA
Breathe
Center yourself &
focus on the present
Decide what to do
Engage
B
C
D
E
How do you
start a difficult
conversation ?
What is my pure
intention ?
What do I really want for
others ?
What do I really want for
my relationship & how
do I move forward ?
Start with the heart &
head at the right place
Once you have the
heart & head at the
right place, what is
the real issue to be
discussed ?
ContentC
Pattern
RelationshipR
P
Is the issue based
around :
PLANNING THE
DIFFICULT
CONVERSATION
Y O U
Prepare your opening
statement
Say what you need to say
in 60 s & get to the point
Invite the other person to
join the convo by stop
talking
W H E N T H E
O T H E R P E R S O N
R E S P O N D
Listen & truly be present
Clarify
Seek to understand the
issue from their
perspective
Work to close the gap
MOVE TO ACTION
WWWF
Does
WHO WHAT WHEN FOLLOW
UPby With
Be Specific about details. Ensure there is clear
understanding by both of what is to be done
PLAN YOUR DIFFICULT
CONVERSATION
Discuss the situation, what exactly happen? and
Implement the framework
let's Practice !
WHO LIKES ROCK CLIMBING ?
THE BELAYER IS AS IMPORTANT AS THE CLIMBER
When trust goes up, speed goes up, & cost goes
down
When trust goes down, speed goes down, & cost
goes up
YOUR
REFLECTIONS
KEEP DOING
START DOING
STOP DOING
CREATIVE LEADERSHIP
B E C A U S E C R E A T I V I T Y I S
N O T O N L Y F O R A R T I S T S
Creativity is about being
strategic
Creativity is everyone's
responsibility
4 Characters of Creativity
E X P L O R E R
I D E N T I F Y I N G
A T H E M E
Research
Seek Information
I N V I T I N G
P A R T I C I P A N T S
Creativity in action
What If
Playful
Evaluate
Risk Analysis
A R T I S T
W A R R I O R J U D G E
YES , BUT YES, AND
Improvisation Guidelines
Notice more, and
notice what you
notice
Be willing to
change
Be fit and welll Innovation
through
collaboration
TORRENCE TEST OF CREATIVITY
Complete the images &
Describe what emotions
triggered
Torrence Test of Creativity
CREATIVITY & INNOVATION STAGE
E M P H A T I Z E
Develop a deep
understanding of the
challenge
Clearly articulate the
problem you want to
solve
Brainstorm potential
solutions, select and
develop your solution
Design a prototype
to test all or part of
your solution
Engage in a
continous short-cycle
innovation process to
continually improve
your design
D E F I N E I D E A T E P R O T O T Y P E T E S T
LET'S WORK IN PARTNERS
Be with cross
departments
YOUR
REFLECTIONS
KEEP DOING
START DOING
STOP DOING
THANK YOU
t a n t i a @ a l o d o k t e r . c o m
@ t a n t i a 9 0

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Transformational Leadership

  • 2. OUR DISCUSSION TODAY Why Transformational Leadership ? Self Leadership High Performance Team Creative Leadership TOPICS AND HIGHLIGHTS
  • 3. MAY THE FORCE BE WITH YOU
  • 4. Transformational leadership inspires people to achieve unexpected or remarkable results WHAT IS TRANSFORMATIONAL LEADERSHIP ?
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11. WHY DO WE NEED TRANSFORMATIONAL LEADERS ? W H Y C A N ' T W E J U S T B E O R D I N A R Y L E A D E R S ?
  • 12. GLOBAL LEADERSHIP CRISIS Lack of engagement - Only 30% of global workforce were engaged Lack of leadership - 77% of leaders think they do well, 82 % of their employees disagree
  • 14. T E C H N O L O G Y - C E N T R I C , E N G I N E E R I N G O R I E N T E D Report store integrate transform clean collect H U M A N - C E N T R I C D E S I G N O R I E N T E D Predict Monitor Communicate Analyze Explore How Industrial Revolution 4.0. will affect us ?
  • 15. Leadership in VUCA World C O R E C O M P E T E N C I E S Situational Awareness Attentional Control Metacognition (thinking about your thinking) Sense making (connecting the dots) Intuition Learning Agility Adaptability Dealing with Ambiguity Managing Emotions
  • 16. THE NEW NORMAL Kyobi Arts Networking Group 2020
  • 17. The product you are selling is the problem you are solving WORDS TO INSPIRE YOU
  • 19. SELF LEADERSHIP L E A D E R S H I P I S A L L ' B O U T J O U R N E Y F R O M W I T H I N
  • 20. LEADERSHIP STARTS FROM YOURSELF And you don't need authority to be a leader And you don't need authority to be a leade
  • 21. GROWTH MINDSET FIXED MINDSET WHAT KIND OF MINDSET DO WE HAVE ? GROWTH MINDSET I can learn anything I want to When I'm frustrated, I'm preserved I want to challenge myself When I fall, I learn I'm either good or I'm not When I'm frustrated, I give up I don't like to be challenged When I fall, I'm no good
  • 22. SELF LEADERSHIP & YOUR SIGNATURE STRENGTHS Martin Seligman proposed that one way of creating meaning in your life, at work and at home, is knowing and regularly employing your signature strengths.
  • 23. VIA Characters & Virtues
  • 24. Strengths Based Approach STRENGTHS OVERUSED Articulate Poor Listener Independent ImpatientFast Paced ImpracticalVisionary DistractingFun - Loving Poor- Collaborator Results - oriented Impersonal Candid Abrasive Short - sightedPragmatic
  • 26. TEAM MANAGEMENT A S W E A R E A L L A B O U T T E A M W O R K !
  • 27. WHAT IS A TEAM ? A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are comfortable - The Wisdom of teams- Kyobi Arts Networking Group 2020
  • 28. B E D B L A M E - E X C U S E - D E N I A L O A R O W N E R S H I P - A C C O U N T A B I L I T Y - R E S P O N S I B I L I T Y
  • 29.
  • 30. B E D Blame – 'I can't do planning work with clients because my Team are unable to pick up the slack.'  Excuse – 'I can't offer this to my clients right now as I'm too busy doing more important work like their tax returns.'  Denial – 'My clients clearly don't need this service, if they did they'd be asking for it.' O A R Ownership – 'Even though I'm tapped out at the moment I must find a way to help my clients with planning so they can get what they want from their businesses.' Accountability – 'I owe it to my clients to help them with planning.' Responsibility – 'I must work with my clients to help them to grow because they have put their trust in me to lead them through these difficult economic times.'
  • 31. Sense of Purpose CHARACTERISTICS OF HIGH PERFORMANCE TEAMS Open Communications Trust & Mutual Respect Shared Leadership Effective Working Procedures Building on differences Flexibility & Adaptability Continuous learning & improvement
  • 33. CONFLICT MANAGEMENT A S N O T E A M W I T H O U T C O N F L I C T S
  • 34. Organizations succeed or fail one conversation at a time LEADERS & CONSTRUCTIVE CONVERSATIONS S U S A N S C O T T
  • 35. CONFLICT..... .........Is it all bad ? Your most memorable conflicts at your team let's discuss
  • 36. CONSTRUCTIVE RELATIONSHIP Constructive conflict is good, up to a point. Conflict aimed at issues, not personal conflict. Relationship conflict has a negative impact. It aims conflict at the person. It is important to separate constructive from relationship conflict. VS.
  • 37. CONFLICT..... .........Is it all bad ? If you can re do handling your conflict, what will you do ? let's discuss
  • 38. CONFLICT HANDLING TEST H o w y o u r e s p o n d i n c r u c i a l c o n v e r s a t i o n s
  • 39. THOMAS & KILLMAN CONFLICT HANDLING STYLE
  • 40. When angered by something / someone, try ABCDE Technique Accept the situationA Breathe Center yourself & focus on the present Decide what to do Engage B C D E
  • 41. How do you start a difficult conversation ? What is my pure intention ? What do I really want for others ? What do I really want for my relationship & how do I move forward ? Start with the heart & head at the right place
  • 42. Once you have the heart & head at the right place, what is the real issue to be discussed ? ContentC Pattern RelationshipR P Is the issue based around :
  • 43. PLANNING THE DIFFICULT CONVERSATION Y O U Prepare your opening statement Say what you need to say in 60 s & get to the point Invite the other person to join the convo by stop talking W H E N T H E O T H E R P E R S O N R E S P O N D Listen & truly be present Clarify Seek to understand the issue from their perspective Work to close the gap
  • 44. MOVE TO ACTION WWWF Does WHO WHAT WHEN FOLLOW UPby With Be Specific about details. Ensure there is clear understanding by both of what is to be done
  • 45. PLAN YOUR DIFFICULT CONVERSATION Discuss the situation, what exactly happen? and Implement the framework let's Practice !
  • 46. WHO LIKES ROCK CLIMBING ?
  • 47. THE BELAYER IS AS IMPORTANT AS THE CLIMBER
  • 48. When trust goes up, speed goes up, & cost goes down When trust goes down, speed goes down, & cost goes up
  • 50. CREATIVE LEADERSHIP B E C A U S E C R E A T I V I T Y I S N O T O N L Y F O R A R T I S T S
  • 51. Creativity is about being strategic Creativity is everyone's responsibility
  • 52. 4 Characters of Creativity E X P L O R E R I D E N T I F Y I N G A T H E M E Research Seek Information I N V I T I N G P A R T I C I P A N T S Creativity in action What If Playful Evaluate Risk Analysis A R T I S T W A R R I O R J U D G E
  • 53. YES , BUT YES, AND
  • 54. Improvisation Guidelines Notice more, and notice what you notice Be willing to change Be fit and welll Innovation through collaboration
  • 55. TORRENCE TEST OF CREATIVITY Complete the images & Describe what emotions triggered
  • 56. Torrence Test of Creativity
  • 57. CREATIVITY & INNOVATION STAGE E M P H A T I Z E Develop a deep understanding of the challenge Clearly articulate the problem you want to solve Brainstorm potential solutions, select and develop your solution Design a prototype to test all or part of your solution Engage in a continous short-cycle innovation process to continually improve your design D E F I N E I D E A T E P R O T O T Y P E T E S T
  • 58. LET'S WORK IN PARTNERS Be with cross departments
  • 60. THANK YOU t a n t i a @ a l o d o k t e r . c o m @ t a n t i a 9 0