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Intention based leadership

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Intention based leadership

  1. 1. THEORY AND PRACTICE IN THE CONTEXT OF KNOWLEDGE WORKERS PER A. GODEJORD, NESNA UNIVERSITY COLLEGE Intentionbased leadership
  2. 2. Leadership <ul><li>” A true leader serves. Serve people. Serve their best interests, and are therefore not always popular - or seem as impressive on people. But because true leadership can be motivated by the loving care rather than the desire for personal glory - they are willing to pay the price ” </li></ul><ul><li>- Eugene B Habecker </li></ul>
  3. 3. Knowledge Organization <ul><li>The main characteristics of a knowledge organization is that it is an organization where knowledge and manpower is the critical success factor, and where the delivery occurs through complex, often unique services and products. </li></ul>
  4. 4. Leadership in academia <ul><li>Knowledge Organizations and leadership. Is it possible to lead? </li></ul><ul><ul><li>Complexity. </li></ul></ul><ul><ul><li>Competence. </li></ul></ul><ul><ul><li>Is leadership possible? </li></ul></ul><ul><ul><li>Should only be grown, nurtured and facilitated like a garden? </li></ul></ul>
  5. 5. What is leadership? <ul><li>Go ahead of the others? </li></ul><ul><li>Run after others? </li></ul><ul><li>Facilitate others to run? </li></ul><ul><li>Show others how they should run? </li></ul><ul><li>Motivate others to run? </li></ul><ul><li>Take the time? </li></ul><ul><li>Designing the trail? </li></ul><ul><li>Be the judge? </li></ul>
  6. 6. To be a leader <ul><li>A leader is responsible for everything his department performs or fails to perform. </li></ul><ul><li>A leader's main task: To ensure that the department addresses the missions it is responsible for. </li></ul>Leadership has been the subject of an extraordinary amount of dogmatically stated nonsense. Chester Barnard. 1948
  7. 7. Leadership <ul><li>Communication and interaction </li></ul><ul><li>Academic excellence </li></ul><ul><li>Ability to take personal responsibility </li></ul>
  8. 8. The good leader <ul><li>Ability to see and be aware of the individual </li></ul><ul><li>Courage and willingness to give praise and criticism </li></ul><ul><li>Be able to formulate demands and delegate responsibilities </li></ul>
  9. 9. Intention based leadership <ul><li>Employees have 5 needs to their leaders: - Set expectations - Grant conditions - Give feedback - Provide assistance as needed - Provide fair reward </li></ul>
  10. 10. Intentionbased leadership <ul><li>Intentions = goals. Building on the theory that: </li></ul><ul><ul><li>identification with the goals and the tasks leads to independence and self control in completion </li></ul></ul><ul><ul><li>not just accepting but taking personal responsibility </li></ul></ul><ul><ul><li>a belief in the ability to use creativity in completion </li></ul></ul><ul><ul><li>a successful completion of the task is in itself a reward </li></ul></ul>
  11. 11. Intentionbased leadership <ul><li>Use &quot;we&quot;, not &quot;you“ </li></ul><ul><li>Closeness, warmth and personal intercourse </li></ul><ul><li>Focuses on the praise - not criticism </li></ul><ul><li>Thinking about opportunities and is positive </li></ul><ul><li>Focuses on utilizing the strengths and expertise in all </li></ul><ul><li>Communicating with – not to </li></ul><ul><li>Active listening - giving everyone a reasonable perception of influence </li></ul><ul><li>The power of the good example </li></ul><ul><li>Informs </li></ul><ul><li>Focus on relationships </li></ul><ul><li>Delegation and a strong focus on personal responsibility </li></ul>
  12. 12. Focus on the goals <ul><li>Focus on what is to be achieved </li></ul><ul><li>Achievement is based on - good planning - ability to execute based on the involvement and commitment. </li></ul><ul><li>The process of anchoring goals is important </li></ul><ul><li>The objectives describe the level of ambition or the End-State </li></ul><ul><li>Creating the path to End-State through milestones </li></ul><ul><li>Evaluate regularly </li></ul><ul><li>Measurements of what was accieved </li></ul>
  13. 13. Leadership To get results through others Creating results through competent knowledge workers Leadership
  14. 14. Leadership <ul><li>Trust. </li></ul><ul><li>Respect. </li></ul><ul><li>Role clarification. </li></ul><ul><li>Do not intervene, have ice in your stomach. </li></ul><ul><li>Make room for maneuvering. </li></ul>
  15. 15. <ul><li>Don't tell people how to do things, tell them what to do and let them surprise you with their results. </li></ul><ul><li>George S. Patton </li></ul><ul><li>Leadership is the art of getting someone else to do something you want done because he wants to do it. Dwight Eisenhower </li></ul>
  16. 16. Leadership <ul><li>Find direction together. </li></ul><ul><li>Listen, but also cut through. </li></ul><ul><li>How can I expect to be listened to, if I’m not listening? </li></ul><ul><li>How can I expect to be respected, if I do not show respect? </li></ul>
  17. 17. Management is doing things right; leadership is doing the right things. Peter F. Drucker
  18. 18. Sources <ul><li>J.K. Wang-Hansen, Major,Royal Norwegian Home Guards </li></ul><ul><li>M.Jernes, Cand.polit, HSH </li></ul><ul><li>Arve Sigmundstad, Managing Director, NETF </li></ul><ul><li>Tom Erik Holteng, Cand.merc, UiN </li></ul>

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