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Transformational Leadership

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Transformational Leadership

  1. 1. ALODOKTER Transformational Leadership Sharing Presented by Tantia Dian
  2. 2. OUR DISCUSSION TODAY Why Transformational Leadership ? Self Leadership High Performance Team Creative Leadership TOPICS AND HIGHLIGHTS
  3. 3. MAY THE FORCE BE WITH YOU
  4. 4. Transformational leadership inspires people to achieve unexpected or remarkable results WHAT IS TRANSFORMATIONAL LEADERSHIP ?
  5. 5. WHY DO WE NEED TRANSFORMATIONAL LEADERS ? W H Y C A N ' T W E J U S T B E O R D I N A R Y L E A D E R S ?
  6. 6. GLOBAL LEADERSHIP CRISIS Lack of engagement - Only 30% of global workforce were engaged Lack of leadership - 77% of leaders think they do well, 82 % of their employees disagree
  7. 7. INDUSTRIAL REVOLUTION
  8. 8. T E C H N O L O G Y - C E N T R I C , E N G I N E E R I N G O R I E N T E D Report store integrate transform clean collect H U M A N - C E N T R I C D E S I G N O R I E N T E D Predict Monitor Communicate Analyze Explore How Industrial Revolution 4.0. will affect us ?
  9. 9. Leadership in VUCA World C O R E C O M P E T E N C I E S Situational Awareness Attentional Control Metacognition (thinking about your thinking) Sense making (connecting the dots) Intuition Learning Agility Adaptability Dealing with Ambiguity Managing Emotions
  10. 10. THE NEW NORMAL Kyobi Arts Networking Group 2020
  11. 11. The product you are selling is the problem you are solving WORDS TO INSPIRE YOU
  12. 12. YOUR REFLECTIONS KEEP DOING START DOING STOP DOING
  13. 13. SELF LEADERSHIP L E A D E R S H I P I S A L L ' B O U T J O U R N E Y F R O M W I T H I N
  14. 14. LEADERSHIP STARTS FROM YOURSELF And you don't need authority to be a leader And you don't need authority to be a leade
  15. 15. GROWTH MINDSET FIXED MINDSET WHAT KIND OF MINDSET DO WE HAVE ? GROWTH MINDSET I can learn anything I want to When I'm frustrated, I'm preserved I want to challenge myself When I fall, I learn I'm either good or I'm not When I'm frustrated, I give up I don't like to be challenged When I fall, I'm no good
  16. 16. SELF LEADERSHIP & YOUR SIGNATURE STRENGTHS Martin Seligman proposed that one way of creating meaning in your life, at work and at home, is knowing and regularly employing your signature strengths.
  17. 17. VIA Characters & Virtues
  18. 18. Strengths Based Approach STRENGTHS OVERUSED Articulate Poor Listener Independent ImpatientFast Paced ImpracticalVisionary DistractingFun - Loving Poor- Collaborator Results - oriented Impersonal Candid Abrasive Short - sightedPragmatic
  19. 19. YOUR REFLECTIONS KEEP DOING START DOING STOP DOING
  20. 20. TEAM MANAGEMENT A S W E A R E A L L A B O U T T E A M W O R K !
  21. 21. WHAT IS A TEAM ? A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are comfortable - The Wisdom of teams- Kyobi Arts Networking Group 2020
  22. 22. B E D B L A M E - E X C U S E - D E N I A L O A R O W N E R S H I P - A C C O U N T A B I L I T Y - R E S P O N S I B I L I T Y
  23. 23. B E D Blame – 'I can't do planning work with clients because my Team are unable to pick up the slack.'  Excuse – 'I can't offer this to my clients right now as I'm too busy doing more important work like their tax returns.'  Denial – 'My clients clearly don't need this service, if they did they'd be asking for it.' O A R Ownership – 'Even though I'm tapped out at the moment I must find a way to help my clients with planning so they can get what they want from their businesses.' Accountability – 'I owe it to my clients to help them with planning.' Responsibility – 'I must work with my clients to help them to grow because they have put their trust in me to lead them through these difficult economic times.'
  24. 24. Sense of Purpose CHARACTERISTICS OF HIGH PERFORMANCE TEAMS Open Communications Trust & Mutual Respect Shared Leadership Effective Working Procedures Building on differences Flexibility & Adaptability Continuous learning & improvement
  25. 25. YOUR REFLECTIONS KEEP DOING START DOING STOP DOING
  26. 26. CONFLICT MANAGEMENT A S N O T E A M W I T H O U T C O N F L I C T S
  27. 27. Organizations succeed or fail one conversation at a time LEADERS & CONSTRUCTIVE CONVERSATIONS S U S A N S C O T T
  28. 28. CONFLICT..... .........Is it all bad ? Your most memorable conflicts at your team let's discuss
  29. 29. CONSTRUCTIVE RELATIONSHIP Constructive conflict is good, up to a point. Conflict aimed at issues, not personal conflict. Relationship conflict has a negative impact. It aims conflict at the person. It is important to separate constructive from relationship conflict. VS.
  30. 30. CONFLICT..... .........Is it all bad ? If you can re do handling your conflict, what will you do ? let's discuss
  31. 31. CONFLICT HANDLING TEST H o w y o u r e s p o n d i n c r u c i a l c o n v e r s a t i o n s
  32. 32. THOMAS & KILLMAN CONFLICT HANDLING STYLE
  33. 33. When angered by something / someone, try ABCDE Technique Accept the situationA Breathe Center yourself & focus on the present Decide what to do Engage B C D E
  34. 34. How do you start a difficult conversation ? What is my pure intention ? What do I really want for others ? What do I really want for my relationship & how do I move forward ? Start with the heart & head at the right place
  35. 35. Once you have the heart & head at the right place, what is the real issue to be discussed ? ContentC Pattern RelationshipR P Is the issue based around :
  36. 36. PLANNING THE DIFFICULT CONVERSATION Y O U Prepare your opening statement Say what you need to say in 60 s & get to the point Invite the other person to join the convo by stop talking W H E N T H E O T H E R P E R S O N R E S P O N D Listen & truly be present Clarify Seek to understand the issue from their perspective Work to close the gap
  37. 37. MOVE TO ACTION WWWF Does WHO WHAT WHEN FOLLOW UPby With Be Specific about details. Ensure there is clear understanding by both of what is to be done
  38. 38. PLAN YOUR DIFFICULT CONVERSATION Discuss the situation, what exactly happen? and Implement the framework let's Practice !
  39. 39. WHO LIKES ROCK CLIMBING ?
  40. 40. THE BELAYER IS AS IMPORTANT AS THE CLIMBER
  41. 41. When trust goes up, speed goes up, & cost goes down When trust goes down, speed goes down, & cost goes up
  42. 42. YOUR REFLECTIONS KEEP DOING START DOING STOP DOING
  43. 43. CREATIVE LEADERSHIP B E C A U S E C R E A T I V I T Y I S N O T O N L Y F O R A R T I S T S
  44. 44. Creativity is about being strategic Creativity is everyone's responsibility
  45. 45. 4 Characters of Creativity E X P L O R E R I D E N T I F Y I N G A T H E M E Research Seek Information I N V I T I N G P A R T I C I P A N T S Creativity in action What If Playful Evaluate Risk Analysis A R T I S T W A R R I O R J U D G E
  46. 46. YES , BUT YES, AND
  47. 47. Improvisation Guidelines Notice more, and notice what you notice Be willing to change Be fit and welll Innovation through collaboration
  48. 48. TORRENCE TEST OF CREATIVITY Complete the images & Describe what emotions triggered
  49. 49. Torrence Test of Creativity
  50. 50. CREATIVITY & INNOVATION STAGE E M P H A T I Z E Develop a deep understanding of the challenge Clearly articulate the problem you want to solve Brainstorm potential solutions, select and develop your solution Design a prototype to test all or part of your solution Engage in a continous short-cycle innovation process to continually improve your design D E F I N E I D E A T E P R O T O T Y P E T E S T
  51. 51. LET'S WORK IN PARTNERS Be with cross departments
  52. 52. YOUR REFLECTIONS KEEP DOING START DOING STOP DOING
  53. 53. THANK YOU t a n t i a @ a l o d o k t e r . c o m @ t a n t i a 9 0

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