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Contemporary Leadership Issues

Contemporary Leadership Issues. Leadership vs Management. Leaders set the vision and strategy . Managers interpret the vision and implement the strategy . Leaders influence individuals and/or groups to achieve goals and results . Managers provide structure and a system to obtain results .

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Contemporary Leadership Issues

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  1. Contemporary Leadership Issues

  2. Leadership vs Management Leaders set the vision and strategy. Managers interpret the vision and implement the strategy. Leaders influence individuals and/or groups to achieve goals and results. Managers provide structure and a system to obtain results.

  3. The Five Practices of Exemplary Leadership® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

  4. Model the Way • Clarify values by finding your voice and affirming shared ideals. • Set the example by aligning actions with shared values.

  5. Inspire a Shared Vision • Envision the future by imagining exciting and ennobling possibilities. • Enlist others in a common vision by appealing to shared aspirations.

  6. Challenge the Process • Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. • Experiment and take risks by constantly generating small wins and learning from experience.

  7. Enable Others To Act • Foster collaboration by building trust and facilitating relationships. • Strengthen others by increasing self-determination and developing competence.

  8. Encourage the Heart • Recognize contributions by showing appreciation for individual excellence. • Celebrate the values and victories by creating a spirit of community.

  9. Credibility is the foundation on which leadership is built Leadership Credibility

  10. How does working for a credible leader affect employees? What difference does it make?

  11. 4 Most Commonly Cited Elements of Leader Credibility [1] Honesty [2] Forward-looking [3] Competent [4] Inspiring

  12. Honesty • Ethical • Authentic • Integrity • Truthful • Principled • Character • Trustworthy

  13. DWYSYWD Do what you say you will do…

  14. “Choose accountability over popularity” The Five Temptations of the CEO

  15. Leadership is a process of discovery… ~ one of the first steps in becoming a credible leader is discovering what your core values are

  16. How does having a strong sense of your core personal values make you a better leader?

  17. Values are critical in developing credibility • The nature of your values • How well you know your own values • The extent to which others understand your • values • The degree to which your actions align with • your values

  18. A strong sense of your core values helps you to be ‘inspiring’ What compels you? …that which compels you, makes you compelling

  19. The paradox and challenge of credibility Credibility can be hard to earn, but easy to lose You can work for years to establish credibility, and lose it in an instant

  20. Gaining credibility: What should be the first step?

  21. [1] demonstrate a willingness early on to connect with your employees shows that you have an interest in them as individuals provides them the opportunity to assess your character and your trustworthiness gives you the opportunity to informally share some information about yourself

  22. Gaining credibility: What should be the second step?

  23. As a leader, it is good to have built up “idiosyncratic credibility credits” with ees • “Idiosyncratic credibility credits” provide us with a ‘buffer’ for those times when we falter or make mistakes

  24. [2] establish competence in some realm If you do not yet have ‘technical’ competence, focus on competencies in other realms that you do have now Find ways to convey competence without being arrogant but do not downplay your accomplishments

  25. If we falter, are we lost?

  26. Steps for regaining credibility • Acknowledge mistake immediately • Be accountable; don’t blame others • Be forthcoming with why you made the decision you did, or acted the way you did • Invite ees to share how they feel about what happened, what effect it had on them • State what you learned from the situation • State clearly what you will do different in the future

  27. The Art of the Apology Say you are sorry and mean it

  28. The Apology Pathology • drive-by apology • reciprocal apology • condescension apology • qualifier apology • passive apology Source: http://www.poynter.org/how-tos/leadership-management/what-great-bosses-know/71124/the-pathology-of-apology/

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