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Leadership in Organizations Eight Seminar Objectives

Know Various Theories of Leadership Construct Model Principles of the Ideal Leader. Assess Your Own Leadership Style Contrast These: Transformational Transactional Leadership Style. Leadership in Organizations Eight Seminar Objectives. Know Upside & Downside of Charismatic Leaders

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Leadership in Organizations Eight Seminar Objectives

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  1. Know Various Theories of Leadership Construct Model Principles of the Ideal Leader Assess Your Own Leadership Style Contrast These: TransformationalTransactional Leadership Style Leadership in OrganizationsEight Seminar Objectives

  2. Know Upside & Downside of Charismatic Leaders Describe the Importance of Followship Construct Model of Leadership & Design Training Interpret the Emerging Topic Leading the Soul Implications for spirituality Leadership in OrganizationsEight Seminar Objectives

  3. Know Traditional Theories of Leadership • Trait Theory • Behavioral • Power/Influence • Situational • Leaders’ Roles Manager/Leader

  4. Theories of Leadership Roles Manager/Leader • Managers are responsible for getting daily work done through others. • They motivate, supervise, coach, and discipline workers.

  5. Theories of Leadership Roles Manager/Leader • Leaders exist at all org levels • Leaders cause people to want to follow them. • Leaders are often “idea people” with a clear vision.

  6. Self awarenessemotions,assesssure confident Self regulationnot distractedresponsible Motivatedexcellencecommitment Motivatedoptimistic Empathyothers politicsopportunitiesdevelopment Social skillslead commoteam conflict Construct Model Based on Principles of the Ideal Leader: Six EQ Qualities

  7. Know yourself and seek self-improvement. Be technically proficient. Seek/take responsibility for your actions. Make sound and timely decisions. Set example full organization capabilities. Know people & protect their well-being. Construct Model Based on Principles of Ideal Leaders

  8. Develop people and then train them as a team or group Ensure that all tasks are clearly understood and then accomplished. No favoritism but do keep people informed. Ensure tasks are understood accomplished. Construct Model Based on Principles of Ideal Leaders

  9. Leadership Assessment Instruments Goal Setting Self Assessment Information Gathering Mode Assessment Constructive Feedback Role Play Five Case Studies Crediting Role Play--Giving Credit Assess Your Leader Style

  10. Transactional versus Transformational Leaders • Interact followers & leader & situation • They stay in touch • Competency Key • Any one exchange support for benefits • Rules of flexibility serve everyone

  11. Transformational versusTransactional Leadership • Articulates a vision • Breaks from the status quo • Provide goals/plans • Gives meanings purpose to goals • Takes risks & leads • Builds a power base • High e Articulates a vision

  12. Know Downside and Upside of Charismatic Leaders • Psychoanalytic views applied to unhealthy behavior org problems • ganizations seeing the quirks/irrational processes

  13. Know Upside & Downside of Charismatic Leaders • Begins with a vision • Make systemic changes • Experiment on a small scale • Link to current organization needs, behavioral problems and opportunities

  14. The Importance of Followship • All Leaders Were Followers • Mentors Open Doors • Good followers Make Good Leaders

  15. The Importance of Followship Leadership - the process of guiding & directing the behavior of people in the work environment Followership - the process of being guided & directed by a leader in the work environment

  16. The Importance of Followship • Responsible steward of his or her job • Effective in managing the relationship with the boss • Practices self-management

  17. A Model of Leadership & a Design for Training • What’s Your Purpose? • What Are You Going to Do About It? • What’s the Best Model?

  18. A Model of Leadership & a Design for Training • Leaders can exist at all levels of an organization. • Leaders cause people to want to follow them (influence others). • Leaders are often “idea people” with a clear vision.

  19. Leading the Soul & Spirit • Cheryl Smith-Encourage The Heart • Michele Pankratz-The Art & Soul of Making a Living

  20. MARINE CORPS TRAINS SPIRITUALISM Eastern spiritualism meets Western macho. It's a novel idea for the Marine Corps which this spring requires American leathernecks to learn Asian martial arts - a first for the U.S. military. The objective is to meld the physical and mental discipline of martial arts with the hand-to-hand combat skills. The Corps recognizes Marines are more likely to be deployed for peacekeeping missions than traditional warfare. Martial arts develop skills needed to restrain civilians and to build confidence in Marines, so they don't overreact in hostile situations.

  21. John Scherer-Work and the Human Spirit John Izzo-The Soul Advantage, the New Kind of Leadership Jan Hamilton-Corporate Social Responsibility Glenn McCulloughThe Creative Orientation Leading the Soul & Spirit

  22. THOMAS MOORE “You are to work as a priest," a coworker told Thomas Moore 30 years ago. The former altar boy spent 12 years in seminary but left before ordination. That mysterious statement is prophetic. Today, Moore is a spiritual guru to millions. As as a therapist, writer, and lecturer he teaches people to care for their souls—originally the work of a priest. "All personal problems are a loss of soul," writes Moore, author Care of the Soul & The Soul of Sex. His new book, Original Self: Living With Paradox and Authenticity, revisits the familiar—and holy—ground.

  23. ROBERT K. GREENLEAF In 1970 Robert K. Greenleaf wrote an essay The Servant As Leader, which introduced term "servant-leadership." That and other writings influenced an entire generation of management experts and institutional leaders. Until his death in 1990, he wrote on servanthood, organizations, power and spirituality. The Greenleaf Center for Servant-Leadership sells these books On Becoming a Servant-Leader, The Seeker and Servant, and Reflections on Leadership: How Robert K. Greenleaf's Theory of Servant-Leadership Influenced Today's Top Management Thinkers. His ideas sound "soft" and go against common wisdom about organizations and power. But "management is the study of how things get done through others.” he was a man of great spirit and believed that spirit was a practical thing---that belief permeates all of his writing. .

  24. Administrative Leader--Sequential Logging Allocating Recourses (BEAVER) Managerial Leader--Network Patterns Coordinated Support (SPIDER) Charismatic Leader--Provide Symbolic Messages That Lead To Spiritual Renewal and Preservation of the SOUL (DOVE) A Model of Leadership & a Design for Training

  25. A Model of Leadership & a Design for Training • Challenge Status Quo Reset Direction • Coordinate Group Efforts Guide Action • Inspire & Motivate Positive Provide Feedback

  26. A Model of Leadership & a Design for Training • DO - Provide direction. Examples: goal setting, problem solving, decision making, planning. • DO - Coach Examples: communicating, coordinating, supervising, evaluating. • DO - Motivate. Examples: develop moral and esprit in the organization, train, coach, counsel.

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