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Leadership. OBHR Section 3 Class 6 March 5, 2009. “What Leaders Really Do” (Kotter). Management Leadership Coping with complexity Coping with change Planning and budgeting Setting direction Organizing and staffing Aligning people Controlling and Motivating people

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leadership

Leadership

OBHR Section 3

Class 6

March 5, 2009

what leaders really do kotter
“What Leaders Really Do” (Kotter)

Management Leadership

Coping with complexity Coping with change

Planning and budgeting Setting direction

Organizing and staffing Aligning people

Controlling and Motivating people

Problem Solving

leadership3
Leadership

“The art of mobilizing others to

want to

struggle to achieve shared goals

and aspirations”

Adapted from Kouzes and Posner, 2001

“The Leadership Challenge”

kouzes and posner the leadership challenge
Kouzes and Posner The Leadership Challenge
  • Model the Way
  • Inspire a Shared Vision
  • Challenge the Process
  • Enable Others to Act
  • Encourage the Heart
best leader
Best Leader
  • Reflect on the best leader you’ve worked with—what are the behaviors they used that made them the best?
  • Identify a time keeper, recorder, and reporter
  • Discuss with your group
  • Identify common themes
  • Record and report out on top 3-5 themes
slide6
“In the fields I have studied, emotional intelligence is much more powerful than IQ in determining who emerges as a leader. IQ is a threshold competence. You need it, but it doesn’t make you a star. Emotional intelligence can.”

- Warren Bennis, author of On Becoming a Leader

goleman s ei model
Goleman’s EI Model

Self-Management Skills Ability to Relate to Others

-Self-Awareness -Empathy

-Self-Regulation -Social Skill

-Motivation

goleman s ei model8
Goleman’s EI Model

What I See

What I Do

Personal

Competence

Self-Awareness

Self-Management

Relationship Management

Social Awareness

Social Competence

key questions to ask yourself
Key Questions To Ask Yourself:

Self-Awareness Can I accurately identify my own emotions and tendencies as they happen?

Self-Management Can I manage my emotions and behavior to a positive outcome?

Social Awareness Can I accurately identify others’ emotions and tendencies as I interact with them?

Relationship Management Can I manage the interactions I have with others constructively and to a positive outcome?

authentic leadership
Authentic Leadership
  • What does it look like?
  • How do others respond to authentic leadership?
  • What is the impact of authenticity?
    • What is the impact when it’s lacking?
authentic leadership11
Authentic Leadership

Bill George

  • Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value
  • True North: Discover Your Authentic Leadership
    • Learn from your life story
    • Develop self-awareness
    • Practice values/principles
    • Balance intrinsic/extrinsic motivations
    • Build reliable, trustworthy support team
    • Stay grounded
    • Empower others to lead
authentic leadership12
Authentic Leadership

Larry Levin

  • “Top Teams in Tough Times: 7 Essential Practices”
    • Be for Something
    • Align the Stars
    • Focus on the Now and New
    • Be Visible and Talk Straight
    • Lead Change from the Front
    • Demonstrate Courage in the Face of Uncertainty
    • Be Fully in the Game
authentic leadership13
Authentic Leadership

What a Leader is

Organizational

Managerial

Interpersonal

PersonalTrustworthiness

Trust

Empowerment

What a Leader does

Alignment

From Stephen Covey’s, Principle Centered Leadership (The Four Levels of Leadership)

sample journal questions to address
Sample Journal Questions to Address
  • What definition of management resonates with you? Leadership?
  • Do you spend more time leading or managing? Do you have the correct balance for your role?
  • What are your EQ strengths and areas for development? How do you know?
  • How might you use your Signature Strengths to tap into your authentic leadership style?
  • Reflect on the questions on pg. 5 of “Discovering Your Authentic Leadership”
assignments
Assignments
  • Topic for Team Presentation
    • Class 7 March 12
  • Case Analysis
    • Class 8 March 19
  • Journal Summary #2
    • Class 9 April 2
  • Experience of Being Other
    • Class 11 April 16
journal summary 1 writing feedback
Journal Summary #1:Writing Feedback
  • Use paragraph structure and indentation
  • Begin with a clear introduction, end with a concluding paragraph
  • Be consistent with capitalization, use capitals wisely
  • Be careful to use commas appropriately – to separate series and independent clauses
  • Write out numbers less than ten
  • Cite sources with parenthetical citations
  • Writing Center, Grossman Library, Sever Hall(617) 495-4163 http://www.extension.harvard.edu/2008-09/resources/writing.jsp
journal summary 1 content feedback
Journal Summary #1:Content Feedback
  • Apply concepts to your work and personal experience
  • Use specific examples to back up your points
  • Incorporate the readings into your analysis
  • Use multiple models and refer to content from each class
journal summaries distributed by last name
Journal Summariesdistributed by last name

A-F Linda

G-M Christina

N-Z Sarah