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Introduction to Leadership

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Introduction to Leadership Rory O Sullivan 27th February 2012 Thank You Questions? Outline What is Leadership? Importance of Vision Leadership Skills Leadership ... – PowerPoint PPT presentation

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Title: Introduction to Leadership


1
Introduction to Leadership
  • Rory OSullivan
  • 27th February 2012

2
Outline
  • What is Leadership?
  • Importance of Vision
  • Leadership Skills
  • Leadership Archetypes
  • Situational Leadership Model
  • The Risks of Leading Change
  • Scenarios

3
What is Leadership?
4
Leadership V Management
  • Management is doing things right
  • Leadership is doing the right thing
  • Peter J. Drucker

5
A Theory of Leadership R.J. Starratt
  • Assumptions
  • Leadership implies a relationship with other
    people
  • Leadership is something that is exercised over
    time rather than in a single act or event
  • Leadership takes place in relation to some
    organisation, agency, institution or community

6
What Leadership is not!
  • It is not present simply because a person
    occupies a leadership position
  • It is more than a style, a trait, a group of
    behaviours, or a degree of effectiveness
  • It is not a part that is identified as
    encompassing a whole, e.g. risk-taking,
    decisiveness, foresight

7
Characteristics of Leadership
  • Rooted in meaning
  • Emerges out of a vision
  • Emerges out of a dramatic sense
  • Requires the articulation of a vision
  • Embodies the vision in organisational structures
  • Continuous or periodic renewal of the institution

8
Importance of Vision
  • Peters Austin, 1985
  • A Vision is a concise statement/picture of where
    the organisation and its people are heading
  • In leadership the issue is not the substance of
    the vision but the importance of having one,
    being able to communicate it and implement it.

9
Vision comes first!
  • Starts with a single individual
  • committees vision be wary!
  • Dream or fantasy a sense of the possible
  • Bandwagon or hearse!
  • Beware! too many attempts at the vision process
    can create apathy

10
Vision and Action!
  • Vision without action is merely a dream. Action
    without vision just passes the time. Vision with
    action can change the world!
  • J.A. Barker 1990

11
Development of a Vision
  • Stakeholders who are they and what do they
    want?
  • Environmental factors
  • Guiding Values Principles Core Values
  • Organisational analysis e.g. SWOT
  • Change Management
  • Potential Barriers

12
Vision Statement
  • Example, Europa Hotel Belfast
  • We are ladies and gentlemen serving ladies and
    gentlemen

13
Vision Statement
  • Martin Luther King, 1963
  • I have a dream that one day my four children
    will live in a nation where they will not be
    judged by the colours of their skin but by the
    content of their character. I have a dream today

14
Vision Statement?
  • Barack Obama, 2008
  • Yes we can!
  • (Is feidir linn?)

15
Leadership Skills
  • Technical least important ?
  • Organisational
  • Administrative
  • Human very important ?
  • People management
  • Motivation
  • Conceptual most important ?
  • Strategic planning
  • Vision

16
Leadership Archetypes Ben Walden, 2008
  • Great King
  • - Static Masculine Order
  • Great Mother
  • Static Feminine Nurture
  • Warrior
  • Dynamic Masculine Action
  • Medicine Woman
  • Dynamic Feminine - Change

17
Medicine Woman Change Character Qualities
  • Visionary
  • Creates changes
  • Enthusiastic
  • Sparky
  • Imaginative
  • Paints Pictures
  • (with words)
  • Creative
  • Adaptable
  • Demonstrative
  • Animated
  • Inspired
  • Dynamic
  • Experimental

18
Great Mother Nurture Character Qualities
  • Reassuring
  • Supportive
  • Responsive
  • Helpful
  • Relational
  • Receptive
  • Radiates Warmth
  • Encouraging
  • Empathetic
  • Sharing
  • Relaxed
  • Welcoming
  • Builds Trust
  • Develops others

19
Warrior Action Character Qualities
  • Inspiring
  • Persuasive
  • Selling Vision
  • Competitive
  • Strong Willed
  • Confident
  • Challenging
  • Motivating
  • Forceful
  • Task focused
  • Call to Arms
  • Rousing
  • Instils belief
  • Confronting

20
Good King Order Character Qualities
  • Sets Objectives
  • Praises success
  • Informative
  • Recognises Effort
  • Authoritative
  • Controlling influence
  • Attention to detail
  • Deliberate
  • Precise
  • Methodical
  • Analytical
  • Logical
  • Assessment
  • Practical

21
Negative Leadership Potentials
  • Good King Too Much Order
  • Bitter Old Man
  • Great Mother Over Nurture
  • Devouring Mother
  • Warrior Action Only
  • Mercenary Tyrant
  • Medicine Woman Addicted to Change
  • Madwoman

22
(No Transcript)
23
The Risks of Leading Change Ref. Heifetz and
Linsky
  • Leadership often involves challenging people
    (including yourself) to live up to their words,
    to close the gap between their espoused value and
    their behaviour
  • It is often about helping groups make difficult
    choices

24
The Risks of Leading Change Ref. Heifetz and
Linsky
  • Leadership can come from any place within or even
    outside an organisation.
  • The more authority you have, the more you risk
    when you exercise leadership.
  • Leadership is dangerous because you are rarely
    authorised to lead.

25
The Risks of Leading Change Ref. Heifetz and
Linsky
  • If leadership were about giving people good news
    the job would be easy.
  • People do not resist change as such. People
    resist loss.
  • You place yourself in the line when you tell
    people what they need to hear rather than what
    they want to hear.

26
The Risks of Leading Change Ref. Heifetz and
Linsky
  • The problems that require leadership are those
    that the experts cannot solve
  • The solution to these adaptive challenges lie not
    in technical answers, but rather in people
    themselves.
  • Successful leaders in any field tend to emphasize
    personal relationships.

27
The Risks of Leading Change Ref. Heifetz and
Linsky
  • Remember when you ask people to participate in
    adaptive change, you are asking a lot. You may
    be asking them to choose between two values, both
    important to the way they understand themselves.
  • You may be asking people to close the distance
    between their espoused values and their actual
    behaviour.

28
The Risks of Leading Change Ref. Heifetz and
Linsky
  • Any significant adaptive change that benefits the
    organisation as a whole may clearly and tangibly
    hurt some of those who thrived under the status
    quo. If people simply cannot or will not go
    along with change, then they will become
    casualties.
  • If you signal your unwillingness to sustain
    casualties, you invite people to ignore your
    goals.

29
Leadership Scenario 1
  • Crisis Situation
  • Significant Budget Cuts/Loss of Business
  • How should a leader behave?

30
Leadership Scenario 2
  • Traumatic Event
  • In a small company/organisation a colleagues
    mother dies suddenly and unexpectedly.
  • What should the leader do?

31
Rudolph Giuliani Mayor of New York in 2001
  • Weddings Discretionary Funerals Mandatory

32
Leadership Scenario 3
  • Conflict situation in the organisation
  • Staff is split on a particular issue
  • How should a leader behave?

33
Wanted The Perfect Leader
  • A miracle worker who can do more with less,
    pacify rival groups, endure chronic second
    guessing, tolerate low levels of support, process
    large volumes of paper and work double shifts (at
    least 75 nights per year), he or she will have
    carte blanche to innovate, but cannot spend much
    money, replace any personnel or upset any
    constituency.
  • - Michael Fullan, 1995

34
Thank You
  • Questions?
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