1 / 18

leadership effectiveness: it all starts with you

Effective Leaders: most frequently mentioned skills (Carlopio et al, 2001). Verbal communication (including listening)Managing time and stressManaging individual decisionsRecognising, defining, and solving problemsMotivating and influencing othersDelegatingSetting goals and articulating a visionSelf-awarenessTeam buildingManaging conflict.

elina
Download Presentation

leadership effectiveness: it all starts with you

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. Leadership effectiveness: It all starts with you Some key objectives: To develop a level of self understanding which will enable you to correctly identify your own strengths and areas for improvement [Cf Churchills Statistical Office] To observe others’ behaviour and correctly identify their strengths and areas for improvement with respect to the leadership, team and communication skills. To be able to adapt (or match) your behaviour to facilitate effective communication with others in your group or team

    3. Skills are: Behavioural Set of actions that people do and which lead to certain outcomes Can therefore be learned Paradoxical Managers need to participate in paradoxical skills eg hard and soft, directive and participative, nurturing and competitive Interrelated Skills are not performed independently of one another There is overlapping in application to ensure flexibility Skill competency diminished many variables: by conservatism, ‘yes men’, and use of power and existence of fear

    4. Personal Assessment of Management Skills (Instrument Carlopio et al 2001) ‘Measures’: Self awareness Managing stress Solving problems creatively Communicating supportively Gaining power and influence Motivating others Managing conflict Empowering and delegating Building effective teams

    5. Personal assessment of management skills ‘You can’t teach an elephant to fly’ but…. What are you good at? Build up those skills and behaviours. Become more self aware What do you need to improve on? Identify what you need for your current role – we can’t do everything

    6. Communication-Matching Process We all need to communicate so that the meaning and the relationship is understood: we need to match meaning, point of view, world view, values and culture What influences us? From what perspective do we communicate? Can we change that perspective? Influence dimensions based on premise that non-verbal behaviours influence performance and communication considerably

    8. Influence Dimensions: Think about… What are the strengths and weaknesses of your strongest style? What are the strengths and weaknesses of your weakest style? How do you respond to people who share your strongest style? How do you respond to people who strongest style is your weakest style? Who would the best people be for you to work with?

    9. Understand own biases in communication and leadership, Recognise the consistent variations between people. Recognise that others may or may not approach situations in the same way as ourselves.

    10. How do you learn? Do you like ordered, common sense practical information (Planners) Do you like exciting and unusual information (Creators) Do you like time to reflect on information in concert with each other (Developers) Do you like structure and logic (Analysers) How do those around you like to learn? Have you got a balance of abilities to draw on in your work group

    11. What is our cognitive style? (How do we perceive, interpret and respond to information) How do we gather information: Detail focus, attributes of elements and relationships between elements [Sensing] Holistic view, emphasising commonalities and generalisations [Intuiting] How do we evaluate the information: Systematic problem solving approach [thinking] Gut feel [feeling] (eg Myers-Briggs Type Indicator and other longer versions of similar instruments)

    12. Application How can we relate to people who may have a different style to us? What implications does cognitive style have for degree course majors, course design, future occupations, study habits, social relationships, examination ability?

    13. What is our attitude towards change? We need to be aware of our orientation to change and how much we are in control of our own destiny: How do you tolerate ambiguity? To what extent do you attribute cause of outcomes to factors you can control (internal) versus those you cannot control (external) western culture values high tolerance of ambiguity and high internal locus of control but this does not guarantee managerial success

    14. Interpersonal orientation When interacting with others are we willing to put as much effort into interactions as we expect or needs from those interactions?

    17. Reference Carlopio J., Andrewartha G., Armstrong H. 2001. Developing Management Skills: A comprehensive guide for leaders, 2nd edition. Frenchs Forest: Prentice Hall.

More Related