Ken Blanchard, the management guru best known for the "One Minute Manager" series, and Paul Hersey created a model for Situational Leadership in the late 1960\'s that allows you to analyze the needs of the situation you\'re dealing with, and then adopt the most appropriate leadership style. It\'s proved popular with managers over the years because it passes the two basic tests of such models: it\'s simple to understand, and it works in most environments for most people. The model doesn\'t just apply to people in leadership or management positions: we all lead others at work and at home.
Leadership & change management, Lecture 2, by rahat kazmiRahat Kazmi
Rahat Kazmi is a successful training consultant in the UK who can prepare training materials and deliver training in any topic within Finance, Business, Management or even Systems' Training.
Hope you enjoy it!!
Please do leave your feedback. If you would like a copy of this in ppt, you can make a small donation of £1 by Paypal and it will be sent to you.
Ken Blanchard, the management guru best known for the "One Minute Manager" series, and Paul Hersey created a model for Situational Leadership in the late 1960\'s that allows you to analyze the needs of the situation you\'re dealing with, and then adopt the most appropriate leadership style. It\'s proved popular with managers over the years because it passes the two basic tests of such models: it\'s simple to understand, and it works in most environments for most people. The model doesn\'t just apply to people in leadership or management positions: we all lead others at work and at home.
Leadership & change management, Lecture 2, by rahat kazmiRahat Kazmi
Rahat Kazmi is a successful training consultant in the UK who can prepare training materials and deliver training in any topic within Finance, Business, Management or even Systems' Training.
Hope you enjoy it!!
Please do leave your feedback. If you would like a copy of this in ppt, you can make a small donation of £1 by Paypal and it will be sent to you.
Theories of leadership & management pptAmira Mohsen
This presentation talks about the theories of education leadership and management. The presentation is part of the Diploma in Education Leadership and Management offered by Notting Hill College
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Theories of leadership & management pptAmira Mohsen
This presentation talks about the theories of education leadership and management. The presentation is part of the Diploma in Education Leadership and Management offered by Notting Hill College
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
Seeing and assessing leadership culture Charles Palus
With Sarah Stawiski, Chuck Palus, & John McGuire
Join us for a conversation about seeing and assessing leadership culture. In the previous webinar we explored how leadership culture is key to change leadership. This week we take a closer look at leadership culture: What it is, how to see it, and how to engage and begin to transform it.
We define the basic terms, and share the background of theory and practice
We review and experience several practical tools for seeing, assessing, and transforming leadership culture
We look at case studies, with implications for your own context
What is the CONNECTED Community, and why is relational leadership important? Click here for resources http://cop.ccl.org/connected/
1. OVERVIEW
The Leadership and Organization Development Research and Training Centre (LODRTC) are, dedicated to achieving leadership excellence. Leadership Excellence is an important element of the LODRTC People Management Strategy and therefore, all leaders have a responsibility to help align the Organization culture to the vision. We believe that people are central to value creation (what is important to us, which reflects our needs) and leaders create the culture (and are the principal drivers of performance in Local Leadership). The LODRTC is therefore committed to empowering our leaders and building internal leadership capability. This is achieved by creating an awareness of the important role leadership plays in the success of the organisation and by igniting a desire among leaders to lead. To ignite this desire and support from leaders on their leadership journey, the LODRTC ensures that they have the knowledge, skills and ability necessary to perform their role well. Furthermore, exemplary leadership does not go unnoticed but is rather reinforced by means of sufficient recognition.
Developing a Leadership Philosophy for the LODRTC is an exciting and innovative way to empower our leaders and connect with our core values as an organization. The culture of an organization or any group of individuals is a reflection of the values, beliefs and behaviours of leaders present and leaders past. Therefore, in the provision of the Leadership Philosophy, the core values are considered:
• Caring
• Competence
• Accountability
• Integrity
• Innovation
• Responsiveness
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...Charles Palus
Join us to see and understand how CCL’s core Direction, Alignment, & Commitment (DAC) Framework guides the work of Change Leadership. We will explore the relevance of relational leadership and the importance of transforming leadership cultures. This session will feature the CCL global capability in Change Leadership with CCL Senior Faculty Paige Graham and John McGuire. Some of this webinar will repeat material offered on the October 3rd webinar, exploring it this time in terms of relational leadership. From the Center for Creative Leadership and the CONNECTED Community http://cop.ccl.org/connected
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
5 Prove Steps to Activate a Purpose-Led OrganizationBrandon Peele
In this training, you'll learn the 5 key steps to activate purpose in your business.
In the wake of the Business Roundtable and Financial Times announcements, businesses are asking themselves what it takes to become a purpose-led, multi-stakeholder organization.
A compelling field of research (http://scienceofpurpose.org) suggests that businesses that activate purpose at scale are more profitable, collaborative, innovative and fulfilling.
Experts in purpose-driven organizations, Brandon Peele, Shavon Lindley and ZachMercurio, PhD, will guide you through the 5 critical steps to activate a purpose-led organization in this online training.
At the end, you can download the 20-page whitepaper, "The Purpose and Profits Roadmap: Making Sense of the Business Roundtable Announcement", an in-depth exploration of best practices and pitfalls to avoid in activating purpose at scale. Or click here: https://bit.ly/2n2p92y
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Power-sharing Class 10 is a vital aspect of democratic governance. It refers to the distribution of power among different organs of government, levels of government, and social groups. This ensures that no single entity can control all aspects of governance, promoting stability and unity in a diverse society.
For more information, visit-www.vavaclasses.com
Solid waste management & Types of Basic civil Engineering notes by DJ Sir.pptxDenish Jangid
Solid waste management & Types of Basic civil Engineering notes by DJ Sir
Types of SWM
Liquid wastes
Gaseous wastes
Solid wastes.
CLASSIFICATION OF SOLID WASTE:
Based on their sources of origin
Based on physical nature
SYSTEMS FOR SOLID WASTE MANAGEMENT:
METHODS FOR DISPOSAL OF THE SOLID WASTE:
OPEN DUMPS:
LANDFILLS:
Sanitary landfills
COMPOSTING
Different stages of composting
VERMICOMPOSTING:
Vermicomposting process:
Encapsulation:
Incineration
MANAGEMENT OF SOLID WASTE:
Refuse
Reuse
Recycle
Reduce
FACTORS AFFECTING SOLID WASTE MANAGEMENT:
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Extraction Of Natural Dye From Beetroot (Beta Vulgaris) And Preparation Of He...SachinKumar945617
If you want to make , ppt, dissertation/research, project or any document edit service
DM me on what's app 8434381558
E-mail sachingone220@gmail.com
I will take charge depend upon how much pages u want
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
3. VALUES & CULTURE
• Culture – the way we do things
• Values – determine how we do things
• Strategy – the plan to get there
4. VISION
• Why do we need a vision?
• Future Focused
• Are what dreams are made of
• Supports strategy
• Gives meaning to work
• Shapes strategic planning
• Fuels leadership development programs
5. STRATEGY
• How to get from point A to point B
• Supports the vision
• Is a process
• Different views
• Resource based theory
6. EMPOWERMENT
Oxford English Dictionary
• “giving people authority or power,”
• “making them able, to do something or act in a particular way”
Francis Yammarino
• …it is ‘immoral’ not to develop others or to not allow them to
develop to their fullest potential because of the resulting
tremendous waste of human talent.”
11. REFERENCES
Craft, M. (2007, January 11). 10 Ways to Inspire Others. Retrieved from Management Craft:
http://managementcraft.typepad.com/management_craft/2007/01/10_ways_to_insp.html
Gill, R. (2012). Theory and Practice of Leadership. London: SAGE Publications.
Jesuits. (2013, December 11). About Us. Retrieved from Jesuits: http://www.jesuit.org/aboutus?PAGE=DTN20130520122853
Naseer, T. (2013, December 13). How Leaders Can Better Engage And Empower Their Employees. Retrieved from Human
Captial Institute: http://www.hci.org/blog/how-leaders-can-better-engage-and-empower-their-employees
Pickett Institute Curriculum, I. (2002). The Power of Visioning in Strategic Planning.
Richard Spoon, C. R. (2008, August). Empowering Employees and Teams for High Performance. San Antonio, Texas.
Robert E. Quinn, G. M. (1997, August). The Road to Empowerment: Seven Questions Every Leader Should Consider.
Organizational Dynamics, pp. 37-48.
University, R. (2013, December 13). Jesuit Mission. Retrieved from Rockhurst University:
http://www.rockhurst.edu/about/points-distinction/jesuit-mission/
University, S. L. (2011). Our Way of Proceeding. St. Louis: Saint Louis University.
University, S. L. (2013, October 26). Mission Statement. Retrieved from Saint Louis University:
http://www.slu.edu/x5021.xml
Editor's Notes
I will examine each of these functions from the perspective of my own previous and current work experience, my current job responsibilities and what I envision my career will look like in the future. This paper will also include information from my most recent leadership assessment and how these results support my strengths and areas of improvement in leadership development. And, finally, I will offer a thoughtful and thorough reflection on the areas where I need to improve and a development plan to support my growth.
Culture of SLU: Mission StatementA well thought-out strategy will reflect the shared values of the organization. These values are central to the vision, mission and culture. The shared values define how we approach strategic planning ever mindful that these values define in a unique way who and what the organization stands for and the behaviors associated with those values (Gill, 2012). The McKinsey Seven S Model Figure 6.1 of the text shows shared values at the heart of everything else i.e. structure, strategy, skills, style, staff and systems (Gill, 2012). I believe that shared values will determine how I approach my work and my relationship. The values of my institution are very similar to my own personal values. Therefore, my behavior should also reflect my values. When I think of the mission statement of Saint Louis University, the statement, “the pursuit of truth for the greater glory of God and for the service of humanity (University, Mission Statement, 2013),” speaks about the value of truth as it is found within ourselves and in our relationship with God. How we demonstrate that truth is in service to others. Hector Sants, chief executive officer of the United Kingdom Financial Services Authority, regarding shareholder value as the sole determining factor of success, states that “There must be a clear recognition of the need for institutions to contribute to the common good (Gill, 2012).” This statement should be a point of reflection for leaders as it speaks to the universal core values of trust and integrity.
Vision and Mission –Dream - This vision is broad in scope and will help to develop goals and strategies to help me get to where I’m going (Gill, 2012). A vision conceptualizes the ideal of what an organization will look like in the future (Gill, 2012) or what my personal experience will look like as I apply my ideas and creative energies to new projects and programs which support the vision. A vision is future focused (Gill, 2012). It serves as the foundation for why we do what we do, what we are working toward and how our work makes a difference. A vision supports strategy and gives meaning to the work. A visionary leader can be exciting to work for, giving color to ideas and energizing subordinates to dream. Creating a vision should be realistic and apply to the organization (Pickett Institute Curriculum, 2002). It should also represent an opportunity for new ideas which support growth. When I think of the vision and mission statements for Saint Louis University, my favorite was “Where Knowledge Touches Lives (University, 2011).” That simple statement speaks of learning, inquiry and using that knowledge to make a difference.
As I think about the vision and how to incorporate that vision, it brings me to strategy. A strategy is the steps we take to implement a vision. It has been called a journey, how to get from one point to another. It also contains within it the core values and reflects the vision and its purpose (Gill, 2012). There have been many views on strategy. The classical school of thinking holds that there is one answer arrived at through rational thinking (Gill, 2012). Another view is the evolutionary style where markets determine the strategy and not managers (Gill, 2012). This strategy involves adapting to the market instead of choosing an alternative strategy (Gill, 2012). The resource based theory of strategy originated with Bo Wernerfelt (Gill, 2012). From the leadership perspective, this view holds that a culture and shared values need to be developed to support the vision and purpose of the organization (Gill, 2012). Within the resource based view is the idea of core competencies (Gill, 2012). The core competencies are the available resources with regard to funding, knowledge, and people and what it does with those resources. It also takes into account known characteristics like customer service and innovation or the lack thereof (Gill, 2012).My understanding of strategy is more aligned with the resource based theory. I have an excellent understanding of the mission of my institution and can identify strategies based on available resources and knowledge to meet business goals. The strategies will include examining an initiative against the vision and mission of the university, division and my department. The process will also involve input from my colleagues to determine if my proposed strategy aligns with our department goals. This process supports my own understanding of strategy. I am a logical thinker and have the ability to bring down to earth the creative ideas or visionary thinking of former supervisors and/or colleagues. I am able to do this because of my natural inclination and need to make sense of a course of action and my own excitement of possibly implementing a new idea or strategy that will support our shared values and vision for the institution. I identify resources that will help serve a strategy and collaborate with other departments for buy in. I also strive to cultivate relationships across the board to help support our strategic initiatives. I have used my experience working with the executive leadership effectively to gain support for a program. Navigating the environment at the division and executive level to raise awareness for a competency modeling initiative has proven to be very helpful. While our timeline has been delayed somewhat, my suggestion to rethink the timeline was taken into account based on my knowledge of procedures and chain of command. How we move forward is critical to the success of this initiative, especially during this time of transition at the university.
As leaders decide on the values and strategy that defines a culture, they will attract followers through empowerment. In today’s ever changing workplace, a leader will have a competitive advantage if he is able to empower others. I have heard the saying that a good leader will surround himself with the very best people and then let them do their job. Empowering others means to give them power. What is often found in the workplace is empowerment by delegation where the employee is basically doing what they are told (Gill, 2012). The true purpose of empowerment is to grow and develop the skills and talents of another person (Gill, 2012). Barriers to empowerment can be found in the complexities of the workplace. There are trends and implications as outlined by Spoon and Vosburgh, of the continuous shift in personnel, lack of leadership training, managers being assigned more people to manage, and financial belts tightened which requires more control by the leader giving less responsibility to the followers (Richard Spoon, 2008). The implications are that more leadership and systematic training is needed, employees are more dependent on managers to make decisions, and in a tumultuous environment long term employees fear for their jobs (Richard Spoon, 2008). These barriers are a reality in many organizations including my own. I could identify with the stated trends and implications and have experienced being empowered by delegation and true empowerment where I’m given a project and told to run with it. Naturally, I prefer to own a program or project and work towards a goal. My manager is in the background for support if needed. This type of empowerment is instrumental in building self-confidence, skills and fully utilizes the talents of the employee.
My understanding of an employee being engaged is someone who gives themselves whole heartedly to their work. Someone who brings creativity, works toward the common good of the department, is collaborate with coworkers and wants the best for the team (Gill, 2012). Working with an engaged coworker or leader is inspiring as they also bring a positive presence to the workplace. Their personality is conducive to engagement. They are more open, communicate well and are sensitive to the needs of others and exhibit a high level of emotional intelligence (Gill, 2012).
Vision and Mission: Areas of strength are that I am capable of incorporating the mission into every aspect of my work, educating colleagues and in facilitating training. An area that I need to work on is my willingness to more effectively collaborate with the Mission & Ministry division to help drive these initiatives. In the past, this has been a challenge, due to the personality of the leader. What I have learned is that I need to monitor my own perceptions of this leader to more effectively work with him. I will do this by being more reflective on why I want to collaborate with him and if it would be the best course given the climate of the university at this time. Strategy: On the strategy portion of the assessment, my score indicates that I have a good understanding of strategy. I am a process logical thinker and like to reference data to support an imitative or an idea. Aside from assessments, I like to conduct one on one meetings to gather information which helps support the data. When presented with a project, I can easily start mapping out a strategy. I am cognizant of the senior leadership and can navigate this aspect pretty well. I have identified some areas of improvement when it comes to strategy. I find that I need to be more open to different approaches and instead of moving ahead with an approved strategy to take a step back and reflect on the course of action and give myself more time to be creative. And, finally, I need to pay more attention to how I react to the facts in light of the bigger picture.Shared Values: Based on the assessment, I have a good to excellent understanding of the values of the university with potential for growth. My strengths in this area are that I believe in the importance of these shared values which align with my personal values. A weakness is that I may not recognize how others are incorporating these values and may become frustrated when I perceive someone’s actions or way of communicating do not align with the values of the department or the institution. A development opportunity for me is to seek to understand another’s view as it relates to these shared values. My experiences shape my understanding of these shared values, and I need to be more open to learn about the experience of others through effective listening and open-mindedness so that I can provide some guidance in helping others recognize these shared values in their daily lives.Empowerment:For the empowerment portion of the assessment my score indicated that I believe in developing myself, I have a love of learning and expressing ideas with others. While I scored high on this portion of the assessment, I have realized that I have empowered others not necessarily from a management or supervisory position. In reflecting over the course of this past year, I remember a situation where I wanted to empower someone on our team and they were not ready. Even though I believe she would have been successful, she could not envision herself taking on a different role in training even with support and backup. Instead, I adapted to her needs and involved her in handling one of the personal development sessions by introducing the speaker and making sure the practicalities were handled, room arrangement etc. She filled in for me and did a great job. Lesson learned was that not everyone wants to be empowered, but may be willing if a different approach is used.Engagement: I don’t believe I can change someone’s behavior which I believe is an internal process. However, I can affect another’s behavior in the workplace through my attitudes and actions. I can influence through inspiring others to take a look at a new perspective. I believe this happens when the leader wanting to promote an initiative is transparent and open to feedback and willing to act if necessary on that feedback. This will inspire others, confirming their value with the leader and the organization. An area of potential growth for me is possibly giving up too soon when behavior does not change. The implications for me would be to listen more attentively to another idea and give it consideration. As I am more open in my own thinking, I believe this will help the process in either coming to a compromise with another person’s idea or changed attitudes and full consideration of a new plan. This type of influence from the leader is not manipulative. It is based on self-awareness and reflection on what is in the best interest of the institution.