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Why Should Anyone Be Led By You?

Why Should Anyone Be Led By You?. Professor Gareth Jones. Leading v Managing. Leadership is a non – hierarchical concept. Effective leadership excites people to exceptional performance. Behaviour in organisations. Individual. Team. Organisation. The Search for Authentic Leadership.

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Why Should Anyone Be Led By You?

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  1. Why Should Anyone Be Led By You? Professor Gareth Jones

  2. Leading v Managing Leadership is a non – hierarchical concept Gareth Jones 2011

  3. Effective leadership excites people to exceptional performance Gareth Jones 2011

  4. Behaviour in organisations • Individual • Team • Organisation Gareth Jones 2011

  5. The Search for Authentic Leadership • Loss of reality  • 47 x 47 x 47 • 60 x 50 x 17 • Loss of meaning  Gareth Jones 2011

  6. The Search for Authentic Leadership • Loss of trust  • Loss of community  Gareth Jones 2011

  7. Leadership is in short supply Gareth Jones 2011

  8. Structures and cultures kill leadership Gareth Jones 2011

  9. Gareth Jones 2011

  10. The Leadership Deficit • We want it – but we kill it • We research it – but we don’t understand it Gareth Jones 2011

  11. Asking the wrong questions…. Who Makes It To The Top? • High achiever • High energy levels • Longer time span • Goal directed • Politically active • Loners • Field independent • First child or first son Gareth Jones 2011

  12. Asking the wrong questions… What do those at the top think? • Capacity to develop strategy • Able to work with a variety of people • Early responsibility for important tasks • Strong achievement goals • Early leadership experience • Experience of several business functions • Integrity, trust, concern for people Gareth Jones 2011

  13. A better question might be…… What do followers want? Gareth Jones 2011

  14. Gareth Jones 2011

  15. Followers want community • Followers want significance • Followers want excitement • Followers want authenticity Gareth Jones 2011

  16. Ask yourself • Are you exciting? • Are you authentic? • Who decides? Gareth Jones 2011

  17. Classic leadership research • Trait • Style • Contingency Gareth Jones 2011

  18. Emphasis on leaders not leadership Gareth Jones 2011

  19. How we understand leadership Gareth Jones 2011

  20. Leadership is contextual Gareth Jones 2011

  21. Leadership is relational Gareth Jones 2011

  22. Leadership is non-hierarchical Gareth Jones 2011

  23. What authentic leaders do Gareth Jones 2011

  24. Sense situations…. and take symbolic action Gareth Jones 2011

  25. Read – and rewrite – the context Gareth Jones 2011

  26. Get close but keep your distance Identify Gareth Jones 2011

  27. Show your difference Gareth Jones 2011

  28. Show your difference Gareth Jones 2011

  29. Show your difference Gareth Jones 2011

  30. Display significant, real and perceived differences… Gareth Jones 2011

  31. …related to context Gareth Jones 2011

  32. Know and show yourself…enough Gareth Jones 2011

  33. Gareth Jones 2011

  34. Reveal weakness – focus dissatisfaction Gareth Jones 2011

  35. Take personal risks because you care • When you really care you reveal your weaknesses. • Your weaknesses should be real, humanising, and may show followers how they can help. Gareth Jones 2011

  36. Effective leaders use their emotions to liberate the energy of others Gareth Jones 2011

  37. Descartes was wrong – the fully rational human being is emotional Gareth Jones 2011

  38. Communicate….. • Differences • Weaknesses • Vision • Values Gareth Jones 2011

  39. Tell a story Gareth Jones 2011

  40. Choose your channel Gareth Jones 2011

  41. Gareth Jones 2011

  42. Be a conductor Gareth Jones 2011

  43. Conform enoughConnect – gain traction – change Gareth Jones 2011

  44. Become an authentic chameleon Gareth Jones 2011

  45. Retain your authenticity by… Gareth Jones 2011

  46. Consistency between words and deeds Gareth Jones 2011

  47. A common thread in your role performance Gareth Jones 2011

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