The Changing Nature of Leadership
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This document discusses the changing nature of leadership. It provides an overview of topics that will be covered, including different leadership styles, theories of leadership, factors affecting leadership style, and leadership development. Effective leadership is important for organizations to succeed and adapt to change. Leaders can be developed through experience, self-reflection, and training, rather than being solely innate traits.
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The Changing Nature of Leadership
- 1. THE CHANGING NATURE OF LEADERSHIP Jeffrey A. Malakoff
- 2. SESSION OVERVIEW This session is about leadership education and the changing nature of leadership in the current and foreseeable economic environment. It does not pretend to “teach” students to become Leaders. Only the students can teach themselves to become Leaders through self-assessment, personal development, continuous learning, practice and experience. Rather, this session, is intended to provide a foundation for that career-long effort by students relative to “what” Leadership is and “what” it requires from the Leader, “why” it is important and “when” it is useful and how they can develop themselves into Leaders in these uncertain and challenging economic times.
- 6. THE NEED FOR LEADERS AND LEADERSHIP “ One of the most universal cravings of our time is a hunger for compelling and creative leadership.” James MacGregor Burns, historian and presidential scholar, in his book “Leadership” “ We need leaders in every field, in every institution, in all kinds of situations. We need to be educating our young people to be leaders. And unfortunately, that has fallen out of fashion.” David McCullough, Historian
- 11. TYPES OF LEADERSHIP STYLES
- 20. CHANGE LEADERSHIP Self-esteem Time Time
- 21. CHANGE LEADERSHIP Self-esteem 1 1. Immobilisation – as rumours of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing. Time
- 22. CHANGE LEADERSHIP Self-esteem 1 2. Minimisation: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them. 2 Time
- 23. CHANGE LEADERSHIP Self-esteem 1. Immobilisation – as rumours of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing. 1 2. Minimisation: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them. 2 3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation. 3 7 Time
- 24. CHANGE LEADERSHIP Self-esteem 1 2 3 4 4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage. Time
- 25. CHANGE LEADERSHIP Self-esteem 1 2 3 4 5 5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change. Time
- 26. CHANGE LEADERSHIP Self-esteem 1 2 3 4 5 6 6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise. Time
- 27. CHANGE LEADERSHIP Self-esteem 1 2 3 4 5 6 7 7. Internalisation: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem. Time
- 41. FACTORS AFFECTING LEADERSHIP STYLE
- 54. LEADERSHIP IN UNCERTAIN ECONOMIC TIMES
- 63. LEADERSHIP & HUMAN RELATIONS The six most important words: "I admit I made a mistake." - Author unknown The five most important words: "You did a good job." The four most important words: "What is your opinion." The three most important words: "If you please." The two most important words: "Thank you," The one most important word: "We" The least important word: "I"
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- Model the Way Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory. Inspire a Shared Vision Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. Challenge the Process Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. Enable Others to Act Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. Encourage the Heart Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.