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‘Understanding Leadership’ & ‘ Leading and motivating a team effectively’

‘Understanding Leadership’ & ‘ Leading and motivating a team effectively’. ILM Level 3 – presentation summary of assignments. Carmen Torres-Sanchez, PhD MEng FHEA Senior academic, Wolfson School Mechanical + Manufacturing Engineering. Goleman’s (emotional) leadership styles.

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‘Understanding Leadership’ & ‘ Leading and motivating a team effectively’

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  1. ‘Understanding Leadership’ & ‘ Leading and motivating a team effectively’ ILM Level 3 – presentation summary of assignments Carmen Torres-Sanchez, PhD MEng FHEA Senior academic, Wolfson School Mechanical + Manufacturing Engineering

  2. Goleman’s (emotional) leadership styles

  3. Where Blanchard and Goleman meet (i) High relationship Supporting Coaching Low task High task Delegating Directing Low relationship

  4. Where Blanchard and Goleman meet (ii) High relationship Affiliative Supporting Coaching Democratic Low task Pace-setting High task Visionary Delegating Directing Commanding Low relationship

  5. Where Blanchard and Goleman meet (iii) High relationship Affiliative Coaching Supporting Democratic Pace-setting Low task High task Visionary Delegating Directing Commanding Low relationship

  6. Business as if people mattered Based on experience, the leadership styles that show most effectiveness: A variety of approaches to suit individuals and groups of the different teams I manage and interact with

  7. From micro to macro :: how do we make a dent? Motivating the team: What does s/he want? What do they want? PURPOSE Their work count It is not AIM-less POINT-less MEANING-less Ref: Vicky Earle - Medical Illustration - British Columbia

  8. Help them grow or watch them go • Empower them • Set the boundaries and let them function • Train them: on-the-job (professional dev) and for the next job (personal dev) • Expose them beyond their job remit • The best piece of delegation advice one of my mentors gave me: “Give the job to someone who is already doing it” Prof B Wherrett

  9. The Transition Zone • For too long we have trained people to do a job. For effective performers, focus has to be on training them into the transitions between jobs or tasks. • Practice the ‘transition’, not the thing itself • A new approach to Doctoral Training spearheaded at Lboro (by us!)

  10. ‘Stars don’t work for idiots’ “As you raise the quality of your talent, you’ve got to raise the quality of your management. The better you are at attracting great people, the more you have to do to design the conditions under which they can do great work” John Sullivan

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