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Management & Leadership

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  1. Management & Leadership

  2. Human

  3. MaslowHierarchy

  4. EQ Eidi / Johary

  5. Leadership Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority. Studies of leadership have produced theories involving traits,situational interaction, function, behavior, power, vision and values,charisma, and intelligence, among others. Somebody whom people follow: somebody who guides or directs others.

  6. LeadershipStyles

  7. HygeneandMotivation

  8. Culture

  9. 8 Habbits of highlyeffectivepeopleSteven Cohey Do not imposelimitstopreventacting Best use of circumstances Minddevelopment = vision Body development = Discipline (vision+commitment) Heartdevelopment = Passion Mentalidenditydevelopment = Sprit = Consience Funeralbackroom Personalmission /personality & goals Importance/urgency Focus on planning, relationships cultivatingopp. & recharging Nourishbypraying, meditation, readingormusic. Developyourheart, emotionalconnections & engagementwithothers Allpartiesbetteroff in theend Synergystartswithcommunication. Do not object, argueoropposewhatyouhear Understandwhatotherswant & needbeforeoutliningyourobjective

  10. ServantLeadership

  11. What is servant leadership?Definition • “The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Thenconscious choice brings one to aspire to lead. The besttest is: do those served grow as persons; do theywhile being served, become healthier, wiser, freer, more autonomous, more likely themselves to become • servants?” • “Thatpersonissharply different fromonewhoisleaderfirst, perhapsbecauseoftheneedtoassuage an unusual power driveortoacquire material possessions…The leader-firstandtheservant-firstaretwo extreme types. Betweenthemthereareshadingsandblendsthatarepartofthe infinite varietyof human nature” • —Robert K. Greenleaf • the founder of the modern servant leadership movement

  12. Servant Leadership • Servant Leadership is an understanding and practice of leadership that places the good of those led over the • self-interest of the leader. • Servant leadership promotes ; • The valuing and development of people, • The building of community, • The practice of authenticity, the providing of leadership for the good of those led and the sharing of power and status for the common good of each individual, • The total organization and those served by the organization. • The highest priority of a servant leader is to encourage, support and enable subordinates to unfold their full potential and abilities. This leads to an obligation to delegate responsibility and engage in participative decision-making. • The servant leadership approach goes beyond employee-related behavior and calls for a rethinking of the hierarchical relationship between leader and subordinates. This does not mean that the ideal of a participative style in any situation is to be enforced, but that the focus of management responsibilities is the promotion of performance and satisfaction of employees.

  13. Listening CharacteristicsOf A Servant Leader Empathy Building Community The motivationto listen actively to subordinates and support them in decision identification Build a strong community within the organization Develop a true community among businesses and institutions Commitment Awareness Workers also need respect & appreciation for their personal development. The ability to view situations from a more integrated, holistic position Stewardship Healing • Recognize people have an intrinsic • value beyond their contributions as workers: • Professional & spiritual growth of employees. • Encourage the ideas of everyone • Involve workers in decision making Servant Leader Try to help people solve their problems and conflicts in relationships Persuasion Foresight Conceptualization Formation of business culture Obligation to help and serve others Openness and persuasion are more important than control A working environment which is dynamic + fun + free of the fear of failure Try to convince those whom you manage, do not coerce To learn about the past To achieve a better understanding about the current reality To identify consequences about the future The ability to see beyond the limits of the operating business and also focus on long term operating goals

  14. 8 Habbits of highlyeffectivepeopleSteven Cohey Do not imposelimitstopreventacting Best use of circumstances Minddevelopment = vision Body development = Discipline (vision+commitment) Heartdevelopment = Passion Mentalidenditydevelopment = Sprit = Consience Funeralbackroom Personalmission /personality & goals Importance/urgency Focus on planning, relationships cultivatingopp. & recharging Nourishbypraying, meditation, readingormusic. Developyourheart, emotionalconnections & engagementwithothers Allpartiesbetteroff in theend Synergystartswithcommunication. Do not object, argueoropposewhatyouhear Understandwhatotherswant & needbeforeoutliningyourobjective

  15. Servant Leadership – Healthy Organization Connection • . • “One that puts the needs of others first and through that gains incredible strength and power throughout the organization.”

  16. HEALTHY ORGANIZATIONSIX KEY AREAS Share the vision Share the power Share the status Envision the future Take initiative Clarify goals Build relationships Work collaboratively Value differences Build up through affirmation Model appropriate behavior Provide for learning Serve others first Believe & Trust in people Listen receptively Open & Accountable Willing to Learn Honesty & Integrity Leaders are to be open, real, approachable and accountable to others

  17. Servant LeadershipAdvantages & Disadvantages • A long-term concept to live and work & has the potential to influence the society in a positive way. • The exemplary treatment of employees • An excellent treatment of costumers by employees & high loyalty of the customers • High employee identification with the enterprise. • Excellent corporate culture development • Leaders of the company define themselves by their significance to the people • Improves the return on investment of staff. Managers who empower and respect their staff get better performance in return. DISADVANTAGES • The many characteristics of a servant leader may seem excessive. There are only a few leaders who can fulfil these attributes. • Servant Leadership is seen as a long-term application and therefore needs time for applying. • Concepts are not well defined and difficult to measure. • Unclear how the concept would work in a competitive or crisis like environment ADVANTAGES

  18. Do you have any questions?