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The Impact of Leadership. Rosemarie Peikes. Outcomes. Identify the behaviours and attitudes which demonstrate positive leadership and team building. Value the opportunities you have in your roles to positively influence and guide individuals and teams. Leadership.

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the impact of leadership

The Impact of Leadership

Rosemarie Peikes

outcomes
Outcomes
  • Identify the behaviours and attitudes which demonstrate positive leadership and team building.
  • Value the opportunities you have in your roles to positively influence and guide individuals and teams.
leadership
Leadership
  • Effective leaders help to keep the people around them connected and energized
        • Clemmer
leadership4
Leadership
  • Leadership is a verb, not a noun. Leadership is action, not position. Leadership is defined by what we do, not the role we are in.
        • Clemmer
leadership5
Leadership
  • The new story of leadership is based on nurturing, teaching, growing, caring, listening, empathizing and respecting.
        • Secretan
paired exercise
Paired Exercise
  • In a few minutes you will take turns interviewing each other
    • Person A will interview Person B for 10 minutes
    • Person B will interview Person A for 10 minutes
interview process
Interview Process
  • The interviewer will
    • Ask the questions
    • Ask follow-up questions, e.g. tell me more about…
    • Listen deeply
    • Take some notes about high points. (Later each interviewer will be asked to briefly tell the other person’s story.)
  • NB It is an interview, not a back and forth dialogue
interview process cont d
Interview Process Cont’d.
  • You will have 20 minutes to find a quiet spot, conduct your interview and return to the large group
group exercise part 2
Group Exercise Part 2
  • Form groups of three pairs (same pairs) = 6
  • Choose a facilitator
  • Choose a recorder/presenter
  • Choose a timekeeper
group exercise cont d
Group Exercise cont’d.
  • Each person takes turns briefly (2 minutes each) sharing his/her partner’s story about exceptionally positive moments in leadership
  • Discuss & agree on the 3 to 5 themes or threads that these exceptionally positive moments have in common, that hold the most positive energy for the group
large group
Large Group
  • Each group reports back on their themes
  • Large group discussion
appreciative inquiry
Appreciative Inquiry
  • Process for engaging people in building the organization they want to work in
  • Assumes that our untapped stories, when explored and shared, release positive energy
appreciative inquiry cont d
Appreciative Inquiry Cont’d.
  • Invites people to seek these forces out and explore their hopes and dreams for the future
  • Enables people to weave their discoveries into the fabric of the organization, enabling it to re-conceptualize and transform.
          • Bernard J. Mohr & Jane Magruder Watkins
as a leader
As a leader…
  • You can bring out the best in people by
    • Discovering, honouring and amplifying the best
    • Developing an appreciative lens
  • You can help others
    • Focus on the positive so that together you can create more of the best in the team and the organization
slide15
When we change ourselves, we change how other people see us and how they respond to us. When we change ourselves, we change the world.
  • Robert E. Quinn
the fundamental state of leadership
The Fundamental State of Leadership
  • Other-Focused
  • Externally Open
  • Internally Directed
  • Purpose-Centred
          • Robert E. Quinn
other focused
Other-Focused
  • Putting the common good and welfare of others first
  • Increasing in authenticity and transparency
  • Nurturing trust
  • Enriching levels of connectivity
externally open
Externally Open
  • Moving outside comfort zone
  • Experimenting
  • Seeking real feedback
  • Adapting
internally directed
Internally Directed
  • Continuously examining oneself
  • Closing the gaps between values and behaviour
  • Reaching higher levels of security and confidence
purpose centered
Purpose-Centered
  • Clarifying what result one wants
  • Committed and engaged
  • Holding an unwavering standard
slide21
When we change ourselves, we change how other people see us and how they respond to us. When we change ourselves, we change the world.
          • Robert E. Quinn
slide23
People who want milk should not seat themselves in the middle of a field in hope that a cow will back up to them.
          • Elbert Hubbard
half this game is 90 mental

“Half this game is 90% mental.”

-Danny Ozark, Manager

Philadelphia Phillies

in this session we
In This Session, We
  • Used an Appreciative Inquiry process
  • Identified how as leaders we have significantly influenced individuals and teams
  • Explored characteristics of effective leadership via our own experiences and via the literature
so in conclusion
So, in conclusion...
  • You know how to be good
  • Never lose sight of that vision.
  • Never lose sight of that purpose
          • Meg Wheatley
references
References
  • T. A. Kayser. Mining Group Gold. How to Cash in on the Collaborative Brain Power of a Group. 2nd Ed. 1995
  • R. E. Quinn. Building the Bridge As You Walk on It, A Guide for Leading Change, 2004
  • B. J. Mohr & J. Magruder Watkins. The Essentials of Appreciative Inquiry: A Roadmap for Creating Positive Futures. 2002
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