"If your actions inspire others to dream more, learn more, do more and become more, you are a leader."
-John Quincy Adams
Lions, if you want to lead your people to usher in positive change, remember these key points.
This document discusses the concept of vision in leadership. It explains that a vision is a mental model of an ideal future state that is better than the status quo. A vision represents change and is grounded in values. It provides a map and guiding philosophy to follow. Developing a vision challenges people to transcend the status quo, commit to worthwhile causes, and inspire others. Articulating a vision involves communicating the values and ideas in a way that enlists participation, while implementing a vision requires sustained effort through acting on the vision, setting expectations, and empowering people.
The document discusses the need for effective leadership development in organizations. It notes that 45% of new leaders fail within 18 months and 37% of strategies fail due to a lack of leadership. The document outlines a 4-step process for developing the leaders organizations need: 1) map strategy to leadership competencies, 2) clarify unique leadership success criteria, 3) identify the right people, and 4) provide a leadership development process focusing on clarity, focus, and follow through. Developing strong leadership can reduce turnover by 50% and improve strategy execution and productivity by 33%.
Leadership is doing the right things or managementsreelakshmi nair
Peter Drucker was a renowned management consultant, educator, and author who is considered the father of modern management. He defined leadership as "doing the right things" and management as "doing things right." Drucker developed concepts like management by objectives and emphasized that every manager should also be a leader who influences and inspires, while leadership requires understanding management to effectively achieve goals and objectives. Both leadership and management skills are needed for organizational success.
This document provides an overview of leadership topics including key drivers of leadership such as ideas, processes, people and actions. It discusses building collaboration, competitive strength, and trust. It also examines reasons for leadership success and failure as well as qualities of effective leaders. The document concludes with considerations for strategic planning as the year ends.
This document discusses leadership and the differences between managers and leaders. It provides information on:
1) The types of leaders, including those who achieve leadership through position, personality, moral example, or power, as well as intellectual leaders and those who lead through accomplishment.
2) The key differences between managers and leaders - managers focus on planning, organizing, directing and controlling things, while leaders focus on inspiring and motivating people to accomplish the right things.
3) New leader traps that leaders should avoid, such as not learning quickly, isolation, having a "know-it-all" attitude, keeping an existing team, and taking on too much.
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
We've all heard it's lonely at the top! The truth is that it is only as lonely as you let it be. This post and accompanying slides describes how leaders who know better make one decision that nets them community, support, accountability, and much more.
How hr can get a seat at the CEo's tableRashmi Rawat
This document discusses how HR can gain a strategic role and seat at the CEO's table. It argues that HR should help build the company's strategy, not just have a seat. It emphasizes that HR must be seen as the key source for attracting and developing top talent, as this adds immense value. To be strategic, HR must deeply understand the business and have an outside-in perspective. CEOs say strategic HR links human resources to strategic goals to improve performance and foster innovation. The new breed of HR managers must understand how to measure HR's monetary impact and value-added contributions. HR becomes strategic by participating in defining business strategy and designing practices that align with key strategies to deliver competitive advantage.
This document discusses the concept of vision in leadership. It explains that a vision is a mental model of an ideal future state that is better than the status quo. A vision represents change and is grounded in values. It provides a map and guiding philosophy to follow. Developing a vision challenges people to transcend the status quo, commit to worthwhile causes, and inspire others. Articulating a vision involves communicating the values and ideas in a way that enlists participation, while implementing a vision requires sustained effort through acting on the vision, setting expectations, and empowering people.
The document discusses the need for effective leadership development in organizations. It notes that 45% of new leaders fail within 18 months and 37% of strategies fail due to a lack of leadership. The document outlines a 4-step process for developing the leaders organizations need: 1) map strategy to leadership competencies, 2) clarify unique leadership success criteria, 3) identify the right people, and 4) provide a leadership development process focusing on clarity, focus, and follow through. Developing strong leadership can reduce turnover by 50% and improve strategy execution and productivity by 33%.
Leadership is doing the right things or managementsreelakshmi nair
Peter Drucker was a renowned management consultant, educator, and author who is considered the father of modern management. He defined leadership as "doing the right things" and management as "doing things right." Drucker developed concepts like management by objectives and emphasized that every manager should also be a leader who influences and inspires, while leadership requires understanding management to effectively achieve goals and objectives. Both leadership and management skills are needed for organizational success.
This document provides an overview of leadership topics including key drivers of leadership such as ideas, processes, people and actions. It discusses building collaboration, competitive strength, and trust. It also examines reasons for leadership success and failure as well as qualities of effective leaders. The document concludes with considerations for strategic planning as the year ends.
This document discusses leadership and the differences between managers and leaders. It provides information on:
1) The types of leaders, including those who achieve leadership through position, personality, moral example, or power, as well as intellectual leaders and those who lead through accomplishment.
2) The key differences between managers and leaders - managers focus on planning, organizing, directing and controlling things, while leaders focus on inspiring and motivating people to accomplish the right things.
3) New leader traps that leaders should avoid, such as not learning quickly, isolation, having a "know-it-all" attitude, keeping an existing team, and taking on too much.
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
We've all heard it's lonely at the top! The truth is that it is only as lonely as you let it be. This post and accompanying slides describes how leaders who know better make one decision that nets them community, support, accountability, and much more.
How hr can get a seat at the CEo's tableRashmi Rawat
This document discusses how HR can gain a strategic role and seat at the CEO's table. It argues that HR should help build the company's strategy, not just have a seat. It emphasizes that HR must be seen as the key source for attracting and developing top talent, as this adds immense value. To be strategic, HR must deeply understand the business and have an outside-in perspective. CEOs say strategic HR links human resources to strategic goals to improve performance and foster innovation. The new breed of HR managers must understand how to measure HR's monetary impact and value-added contributions. HR becomes strategic by participating in defining business strategy and designing practices that align with key strategies to deliver competitive advantage.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
The document discusses how HR leaders can secure a strategic seat at the table with the C-suite. It recommends developing and selling "people plans" that address the human impact of organizational strategic initiatives. An effective people plan considers how initiatives affect skills, leadership, compensation, culture and other human factors. The document provides tips for raising awareness of people issues with senior leaders, broadening HR's business knowledge, and establishing people plan accountability at the board level. Developing people plans and gaining a strategic role helps HR leadership influence decisions and better support organizational goals.
Dr Yseult Freeney: High Performance Leadershipeaquals
Dr. Yseult Freeney discusses high performance leadership and transformational leaders. She explains that transformational leaders inspire and motivate individuals through being charismatic, visionary, and able to paint a picture to encourage others. They empower and stimulate followers. Dr. Freeney discusses the "4 Is" of influence, inspirational motivation, intellectual stimulation, and individualized consideration. She focuses on idealized influence and being a positive role model by embodying an organization's values and communicating a clear vision. Dr. Freeney also discusses inspirational motivation and engaging people through challenging work, autonomy, competence, and giving work meaning to boost intrinsic motivation over external rewards.
This document summarizes the logical progression of leadership theories from 1900 to the present. Early theories focused solely on the characteristics and traits of leaders. Later theories examined how the situation and context influence leadership. The most recent theories emphasize the relationship between leaders and followers. Effective leadership involves balancing concern for tasks with consideration for people. Leaders need skills in both initiating structure through planning and organization, as well as showing consideration for individuals' needs.
A manager is responsible for administering an organization and its staff by organizing them, focusing on how and when tasks are completed, and taking a reactive approach. A leader commands a group through establishing long term goals, driving innovation, focusing on what and why through a transformational style, using conflicts constructively, and is defined by their character rather than their formal position. While a successful manager demonstrates leadership skills, a true leader need not formally manage others to guide them through their vision and influence.
Graham McKendry - The Vital Role of Leadership in Alignment and ChangeMarkLeeson
This document discusses the vital role of leadership in driving alignment and change. It emphasizes that leadership is a choice and a learned behavior that requires effort. The document advocates for a heads, hearts, and hands approach to leadership, where leaders set strategic direction ("heads"), understand and engage their culture ("hearts"), and motivate their people ("hands"). It provides examples of leadership behaviors that Sellafield is focusing on, such as reflecting deeply on problems, setting challenges to drive improvement, gaining alignment on strategies, and leading by example. The overarching message is that behavioral change starts with leaders owning problems and courageously leading their people through following themselves.
Leadership theories include trait theories and behavioral theories. Trait theories compare the innate qualities of leaders versus non-leaders, while behavioral theories focus on the specific actions of a leader and how their behaviors influence their leadership. The document also discusses the difference between a manager and a leader, with managers being responsible for overseeing others in a business, while leaders make decisions and inspire people to follow them.
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
The document discusses developing high performance teams. It provides an overview of team building components including purpose, structure, motivation, dynamics, communication and respect among members. Effective team leadership is highlighted as understanding organizational context, goals, stakeholders and communicating clearly. High performing teams are balanced and implement processes to maximize efficiency through cooperation and buy-in from team members. Ten reasons for using teams are presented, including reducing stress, creating consensus, leveraging diversity, continuous improvement, and producing better solutions that get implemented because everyone is invested in the team's success.
Enhancing Workforce Performance Through Succession PlanningJoanMullins
The document discusses the importance of succession planning for healthcare leadership. It notes that many healthcare organizations lack succession plans, despite projections that 50% of healthcare management could be lost in the next 5 years due to retirements. It then provides definitions and rationale for succession planning, including cost savings, continuity, and having a contingency plan. The document outlines best practices for developing a succession plan, including making a business case, identifying and developing high-potential leaders, and implementing leadership development programs. It discusses factors that can impede effective succession planning if not addressed.
Become familiar with basics of leadership through the symbolism found in the Wizard of Oz. This is a fun and accessible way of looking at the basics of leadership, team and strategy.
This document discusses leadership and the differences between managers and leaders. It provides information on various types of leaders, common leadership activities like planning and organizing, leadership traits, styles, and how new leaders can be successful. The core tasks of leadership are outlined as creating momentum, mastering technologies of learning, visioning, and coalition building, and managing oneself.
The document discusses the differences between average management and effective leadership. It describes research on leadership competencies and effectiveness that identified 8 universal management competencies and 18 skill sets. Great leaders are shown to have lower employee turnover, more satisfied customers, and higher net income than average leaders. The document advocates using assessments and interviews to identify the right people for the right jobs and hire for fit rather than just credentials.
What is Mindful Agile Leadership? It’s the perfect balance of 3 essential elements: Agile Mindset; Mindfulness and Servant Leadership.
These 3 pillars of mindful agile leadership are equally important. Just like the legs of a stool, they provide a stable base encompassing the qualities of all 3 elements. This enables leaders to build a truly agile culture and positive team environment and be a more effective and authentic agile leader.
Leadership involves influencing and guiding people, as opposed to just managing tasks and processes. There are different types of leaders, including those who lead by position, personality, moral example, or power. Leaders focus on inspiring people and doing the right thing, while managers focus more on planning, organizing, directing, and controlling tasks. Effective new leaders must create momentum for change through vision, early wins, and building credibility and political support, while also learning quickly and managing transitions well.
Leadership involves influencing and guiding people, as opposed to just managing tasks and processes. There are different types of leaders, including those who lead by position, personality, moral example, or power. Leaders focus on inspiring and motivating people, while managers focus more on planning, organizing, directing, and controlling work. Effective new leaders must quickly learn, establish relationships, and focus on priorities while balancing flexibility. They should create a vision, build political support for change, and secure early wins to create momentum for further transformation.
How are extraordinary leaders made? Martin Goodwill talks about the importance of exceptional leadership before moving on to the topic of how exceptional leaders can be created.
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish things
This document discusses evidence-based management. It begins by defining evidence-based management and explaining why it is needed to make better decisions and protect against "management fads". It also notes evidence-based management can help navigate cognitive biases. The document then discusses how to identify management fads and what questions to ask of management gurus. It identifies three common cognitive biases and how to mitigate them. It concludes by noting two important things for successful evidence-based management: that the organization has a learning culture and staff have the skills to be change agents using evidence. It provides contact information for the author to learn more.
This document provides an overview of leadership and management concepts for a Level 5 Award in Leadership and Management Skills program. It discusses definitions of leadership and management, different leadership styles including trait, behavioral, contingency and transformational theories. It also covers team roles, stages of team development, and characteristics of effective teams. Activities are included to help participants assess their own leadership style and the prevailing styles in their organization, as well as team roles and problem solving. The next session will focus on motivation, emotional intelligence and employee engagement.
The document discusses the differences between managers and leaders. It states that managers focus on tasks and doing things right by planning, organizing, directing, and controlling, while leaders focus on people and doing the right things by inspiring, influencing, and motivating others. The document also discusses various leadership styles, traits, tasks for new leaders, and technologies leaders need to master like visioning, coalition building, and managing themselves.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
The document discusses how HR leaders can secure a strategic seat at the table with the C-suite. It recommends developing and selling "people plans" that address the human impact of organizational strategic initiatives. An effective people plan considers how initiatives affect skills, leadership, compensation, culture and other human factors. The document provides tips for raising awareness of people issues with senior leaders, broadening HR's business knowledge, and establishing people plan accountability at the board level. Developing people plans and gaining a strategic role helps HR leadership influence decisions and better support organizational goals.
Dr Yseult Freeney: High Performance Leadershipeaquals
Dr. Yseult Freeney discusses high performance leadership and transformational leaders. She explains that transformational leaders inspire and motivate individuals through being charismatic, visionary, and able to paint a picture to encourage others. They empower and stimulate followers. Dr. Freeney discusses the "4 Is" of influence, inspirational motivation, intellectual stimulation, and individualized consideration. She focuses on idealized influence and being a positive role model by embodying an organization's values and communicating a clear vision. Dr. Freeney also discusses inspirational motivation and engaging people through challenging work, autonomy, competence, and giving work meaning to boost intrinsic motivation over external rewards.
This document summarizes the logical progression of leadership theories from 1900 to the present. Early theories focused solely on the characteristics and traits of leaders. Later theories examined how the situation and context influence leadership. The most recent theories emphasize the relationship between leaders and followers. Effective leadership involves balancing concern for tasks with consideration for people. Leaders need skills in both initiating structure through planning and organization, as well as showing consideration for individuals' needs.
A manager is responsible for administering an organization and its staff by organizing them, focusing on how and when tasks are completed, and taking a reactive approach. A leader commands a group through establishing long term goals, driving innovation, focusing on what and why through a transformational style, using conflicts constructively, and is defined by their character rather than their formal position. While a successful manager demonstrates leadership skills, a true leader need not formally manage others to guide them through their vision and influence.
Graham McKendry - The Vital Role of Leadership in Alignment and ChangeMarkLeeson
This document discusses the vital role of leadership in driving alignment and change. It emphasizes that leadership is a choice and a learned behavior that requires effort. The document advocates for a heads, hearts, and hands approach to leadership, where leaders set strategic direction ("heads"), understand and engage their culture ("hearts"), and motivate their people ("hands"). It provides examples of leadership behaviors that Sellafield is focusing on, such as reflecting deeply on problems, setting challenges to drive improvement, gaining alignment on strategies, and leading by example. The overarching message is that behavioral change starts with leaders owning problems and courageously leading their people through following themselves.
Leadership theories include trait theories and behavioral theories. Trait theories compare the innate qualities of leaders versus non-leaders, while behavioral theories focus on the specific actions of a leader and how their behaviors influence their leadership. The document also discusses the difference between a manager and a leader, with managers being responsible for overseeing others in a business, while leaders make decisions and inspire people to follow them.
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
The document discusses developing high performance teams. It provides an overview of team building components including purpose, structure, motivation, dynamics, communication and respect among members. Effective team leadership is highlighted as understanding organizational context, goals, stakeholders and communicating clearly. High performing teams are balanced and implement processes to maximize efficiency through cooperation and buy-in from team members. Ten reasons for using teams are presented, including reducing stress, creating consensus, leveraging diversity, continuous improvement, and producing better solutions that get implemented because everyone is invested in the team's success.
Enhancing Workforce Performance Through Succession PlanningJoanMullins
The document discusses the importance of succession planning for healthcare leadership. It notes that many healthcare organizations lack succession plans, despite projections that 50% of healthcare management could be lost in the next 5 years due to retirements. It then provides definitions and rationale for succession planning, including cost savings, continuity, and having a contingency plan. The document outlines best practices for developing a succession plan, including making a business case, identifying and developing high-potential leaders, and implementing leadership development programs. It discusses factors that can impede effective succession planning if not addressed.
Become familiar with basics of leadership through the symbolism found in the Wizard of Oz. This is a fun and accessible way of looking at the basics of leadership, team and strategy.
This document discusses leadership and the differences between managers and leaders. It provides information on various types of leaders, common leadership activities like planning and organizing, leadership traits, styles, and how new leaders can be successful. The core tasks of leadership are outlined as creating momentum, mastering technologies of learning, visioning, and coalition building, and managing oneself.
The document discusses the differences between average management and effective leadership. It describes research on leadership competencies and effectiveness that identified 8 universal management competencies and 18 skill sets. Great leaders are shown to have lower employee turnover, more satisfied customers, and higher net income than average leaders. The document advocates using assessments and interviews to identify the right people for the right jobs and hire for fit rather than just credentials.
What is Mindful Agile Leadership? It’s the perfect balance of 3 essential elements: Agile Mindset; Mindfulness and Servant Leadership.
These 3 pillars of mindful agile leadership are equally important. Just like the legs of a stool, they provide a stable base encompassing the qualities of all 3 elements. This enables leaders to build a truly agile culture and positive team environment and be a more effective and authentic agile leader.
Leadership involves influencing and guiding people, as opposed to just managing tasks and processes. There are different types of leaders, including those who lead by position, personality, moral example, or power. Leaders focus on inspiring people and doing the right thing, while managers focus more on planning, organizing, directing, and controlling tasks. Effective new leaders must create momentum for change through vision, early wins, and building credibility and political support, while also learning quickly and managing transitions well.
Leadership involves influencing and guiding people, as opposed to just managing tasks and processes. There are different types of leaders, including those who lead by position, personality, moral example, or power. Leaders focus on inspiring and motivating people, while managers focus more on planning, organizing, directing, and controlling work. Effective new leaders must quickly learn, establish relationships, and focus on priorities while balancing flexibility. They should create a vision, build political support for change, and secure early wins to create momentum for further transformation.
How are extraordinary leaders made? Martin Goodwill talks about the importance of exceptional leadership before moving on to the topic of how exceptional leaders can be created.
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish things
This document discusses evidence-based management. It begins by defining evidence-based management and explaining why it is needed to make better decisions and protect against "management fads". It also notes evidence-based management can help navigate cognitive biases. The document then discusses how to identify management fads and what questions to ask of management gurus. It identifies three common cognitive biases and how to mitigate them. It concludes by noting two important things for successful evidence-based management: that the organization has a learning culture and staff have the skills to be change agents using evidence. It provides contact information for the author to learn more.
This document provides an overview of leadership and management concepts for a Level 5 Award in Leadership and Management Skills program. It discusses definitions of leadership and management, different leadership styles including trait, behavioral, contingency and transformational theories. It also covers team roles, stages of team development, and characteristics of effective teams. Activities are included to help participants assess their own leadership style and the prevailing styles in their organization, as well as team roles and problem solving. The next session will focus on motivation, emotional intelligence and employee engagement.
The document discusses the differences between managers and leaders. It states that managers focus on tasks and doing things right by planning, organizing, directing, and controlling, while leaders focus on people and doing the right things by inspiring, influencing, and motivating others. The document also discusses various leadership styles, traits, tasks for new leaders, and technologies leaders need to master like visioning, coalition building, and managing themselves.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
The document summarizes a presentation on leadership given by Laura Perez. The presentation covered topics such as defining leadership, the differences between managers and leaders, navigating one's career, and adapting leadership styles. It provided strategies for developing effective leadership skills, including knowing yourself, communicating well, collaborating with others, and continually learning and improving. The overall message was on the importance of intentional leadership development and adapting to organizational needs and changes.
I am sharing _Management_LEADERSHIP (1)_ with you.pptxMarvenJuadiong2
This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.
HR Leadership Conference
How do you move from reactive to proactive, in delivering a people strategy that delivers for the business?
James Henslowe April 2015
The document summarizes a presentation given by James Henslowe at an HR Leadership Conference in April 2015. Henslowe discusses how HR leaders can shift from being reactive to proactive by focusing on leadership capability across the organization. He outlines expectations for HR from non-HR colleagues, reviews leadership research findings, and provides the GE example of measuring and managing leadership. Henslowe emphasizes that leadership development must start from the top and be consistently applied, and that HR plays a key role in defining, developing, and embedding good leadership behaviors within an organization's culture.
leadership presentation for improving leadership skillBIKRAMMUDULI1
This document discusses leadership theories and frameworks. It begins by defining leadership and distinguishing between managers and leaders. It then covers classic theories like trait theory and behavioral theories such as Ohio State studies. Modern frameworks discussed include Fiedler's contingency model, path-goal theory, and transformational leadership. It also identifies skills effective leaders need such as communication, problem solving, and motivating others.
This document discusses leadership theories and frameworks. It begins by defining leadership and presenting classic leadership studies. It then discusses trait theories, behavioral theories like Ohio State studies and University of Michigan studies, and contingency theories like Fiedler's model and path-goal theory. It also covers charismatic, transformational, and transactional leadership. Finally, it identifies skills effective leaders need like communication, problem solving, and managing conflict.
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.
The document discusses leadership skills and effective leadership. It identifies the main objectives as understanding obstacles to leadership, different types of leadership styles (formal and lateral), and leadership skills. These include creating meaning, caring about people, external focus, big picture awareness, and clear communication. Effective leadership provides direction, motivation, and inspiration to allow organizations to achieve extraordinary results. The key is for leaders to understand traits, behaviors, and adapting their style to different situations. Leading teams also requires providing motivation and cohesion through praise, feedback, and engaging people.
It is a detailed lecture on how to improve leadership qualities for different spheres of life and how this quality impacts our overall performance, both in formal and informal settings
Strategic leadership SPL reference with HARVARD BUSINESS REVIEW Ponmuthu S PONS
Strategic leadership involves anticipating future challenges, envisioning opportunities, and inspiring others to work towards a shared strategic vision. It requires anticipating industry changes, finding competitive advantages, evaluating strategy implementation, building effective teams, setting goals, and communicating strategically. Strategic leaders must anticipate issues, challenge assumptions, interpret information from diverse perspectives, make balanced decisions, align stakeholders, and promote organizational learning.
The document discusses leadership, managers vs leaders, and transitioning to a new leadership role. It provides:
1) Leadership is about influencing and guiding people, while managers focus on tasks and processes. Leaders inspire people and motivate them to achieve goals.
2) When transitioning to a new leadership role, it is important to quickly learn about the organization, establish relationships, and set short term goals to build momentum for change.
3) Effective leaders master visioning, communication, and coalition building to develop strategy and inspire people towards it. They also self-reflect on their leadership style and seek advice to enhance their skills and credibility in the new role.
A beginner's perspective and overview of the fundamental concepts of management in a business and non-business environment. Good for 1-day training for non-business majors.
This document discusses leadership theories and skills. It defines leadership as the ability to influence others towards goals. It outlines classic leadership studies on traits, behaviors, and styles. It presents modern contingency theories including Fiedler's model matching leadership styles to situations, and situational theory adjusting leadership based on follower maturity. Transactional leadership uses rewards for good performance while transformational leadership inspires and motivates followers. Effective leaders need personal skills like self-awareness and problem-solving, and interpersonal skills like communication, conflict management, and motivation.
The document discusses strengthening nonprofit boards. It outlines the journey of one organization from an informal management group to establishing a formal board with the right governance structures and documents in place. Key steps included targeting skilled individuals for the board, creating roles like chief executive, developing strategic plans and policies, and maturing the board through ongoing training and recruitment. The document emphasizes getting the right board mix, clear delegation of powers, and regular communication between the board and staff to strengthen the organization.
The importnat role of management leadership 1.3Kidzrio
This document discusses the important roles of managers and leaders. It defines that managers focus on planning, organizing, directing and overseeing work to achieve goals, while leaders inspire and energize people to achieve a shared vision. Some key differences outlined are that managers deal with short-term objectives and details, while leaders take a long-term strategic perspective; and managers seek to solve problems while leaders create challenges and opportunities. Both roles are important for an organization to function effectively and achieve success.
Leadership is a skill that one needs to perfect by observing nature and our surroundings. Being a leader is not just about staying in the front, but alternating the front slot for the best interests of the team.
Business organizations must learn to do good through trade, not just aid. They have a social responsibility through which they can strive for social and cultural development.
One must strive towards excellence through training and habituation. We must aim for excellence throughout the process of an action. Remember, excellence is an attitude, not a skill.
Dreams are vehicles for radical change. No dream is small or insignificant. We urge all Lions to dream big in order to change the world for the better.
This document discusses the importance of following your dreams. It contains quotes and sayings about dreaming big and living your dreams. Lions International is highlighted as an organization that followed its dream to become a global leader in humanitarian service. The concluding paragraphs reflect on a district governor's dream for the previous year that was successfully achieved, showing how dreams can motivate and drive positive change when pursued.
Our youth is a beacon of hope for us. We must involve and guide Leos to pioneer social changes. Encouraging them to serve the community will ensure a better tomorrow.
The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office."- Dwight D. Eisenhower.
Honesty, integrity and compassion are key features a leader must have in order to bring about change.
Leadership in NGOs requires technical competence, capacity building, and brand value. Good governance principles of accountability, transparency, and effectiveness are important. Keys to success include talent management, diversity, sustainable partnerships, and transparency of finances. Emerging trends involve accounting standards, ratings by independent agencies, and social enterprises.
One can never know when a crisis will happen. In order to survive and thrive through an economic recession, we must remember certain key points. As Lions, we must always be prepared for every obstacle that comes our way!
"Teamwork makes the dream work." Truly, a collective effort to succeed is much more impactful than individualistic attempts. As Lions, we must always remember to serve the community as a team.
"All for one and one for all."
The power of one must not be underestimated. If you have determination, you, alone, can move mountains. Remember, a single candle is enough to dispel darkness.
"There are no secrets to success. It is the result of preparation, hard work, and learning from failure." -- Colin Powell
If you want to be successful, remember to involve the community, form cross-border symbiotic bonds of friendship and endeavour to connect with different cultures.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
3. Types of Leaders
• Leader by the position achieved
• Leader by personality, charisma
• Leader by moral example
• Leader by power held
• Intellectual leader
• Leader because of ability to accomplish
things
4. Managers vs. Leaders
Managers
• Focus on things
• Do things right
• Plan
• Organize
• Direct
• Control
• Follows the rules
Leaders
• Focus on people
• Do the right things
• Inspire
• Influence
• Motivate
• Build
• Shape entities
10. Leadership Traits
• Intelligence
• More intelligent
than non-leaders
• Scholarship
• Knowledge
• Being able to get
things done
• Physical
• Doesn’t see to be
correlated
16. New Leaders Take Note
• General Advice
• Take advantage of
the transition
period
• Get advice and
counsel
• Show empathy to
predecessor
• Learn leadership
17. New Leaders Take Note
• Challenges
• Need knowledge
quickly
• Establish new
relationships
• Expectations
• Personal
equilibrium
18. New Leader Traps
• Not learning
quickly
• Isolation
• Know-it-all
• Keeping existing
team
• Taking on too much
• Captured by
wrong people
• Successor
syndrome
26. Core Tasks
• Create Momentum
• Master technologies
of learning,
visioning, and
coalition building
• Manage oneself
27. Create Momentum
• Learn and know
about company
• Securing early
wins
• First set short
term goals
• When achieved
make a big deal
• Should fit long
term strategy
28. Create Momentum
• Foundation for
change
• Vision of how the
organization will
look
• Build political
base to support
change
• Modify culture to
fit vision
29. Create Momentum
• Build credibility
• Demanding but
can be satisfied
• Accessible but not
too familiar
• Focused but
flexible
• Active
• Can make tough
calls but humane
33. Enabling Technologies, con’t
• Coalition building
• Don’t ignore politics
• Technical change not
enough
• Political management
isn’t same as being
political
• Prevent blocking
coalitions
• Build political capital
34. Manage Oneself
• Be self-aware
• Define your
leadership style
• Get advice and
counsel
• Advice is from
expert to leader
• Counsel is insight
35. Manage Oneself
• Types of help
• Technical
• Political
• Personal
• Advisor traits
• Competent
• Trustworthy
• Enhance your
status