This document discusses leadership skills and traits. It covers topics like the A-Z of leadership skills, how to become a successful leader, leadership traits of an ethical leader, and challenges of leadership in the contemporary world.
It provides details on specific leadership skills like communication, influence, and learning agility. For communication, it emphasizes the importance of authenticity, visibility, and listening. For influence, it discusses appealing to people's rational side, emotional side, and involving collaboration.
The document also includes sections on leadership wisdom, identity, reputation, brand and tips for effective communication. It provides strategies for active listening and influencing people. Overall, the document focuses on analyzing and developing important leadership skills and traits.
Organizational Leadership (A Class Lecture)Chris Mason
This document provides an overview of a class lecture on organizational leadership. It defines leadership and distinguishes it from management. It then outlines the class agenda, which includes introducing definitions of leadership, examining leadership from different perspectives including studying the leader, followers, interactions, and environment. The document provides examples of different leadership theories and models focused on characteristics and behaviors of leaders.
The document discusses 21 laws of leadership according to John C. Maxwell. Some of the key laws mentioned are:
1. The Law of the Lid - A leader's potential effectiveness is limited by their own abilities and skills.
2. The Law of Influence - True leadership is measured by a person's influence rather than their position or title.
3. The Law of Process - Leadership develops daily through learning and practice, not overnight.
4. The Law of Buy-In - People must believe in and support a leader before they will follow their vision.
The document emphasizes that effective leadership requires lifelong learning, developing other leaders, empowering followers and leaving a legacy of succession beyond one
This document provides an overview of leadership styles, including traditional vs contemporary definitions. It discusses trait theory, behavioral theories, and situational leadership. Transformational and transactional leadership styles are also compared. Specific leadership styles like autocratic, democratic, and laissez-faire are defined. The goal is to help students understand different approaches to leadership and determine their own style.
Female Leadership presentation for Leadership in Comm course summarizes Research Paper findings. Fall 2007. Powerpoint by Heidi Paruta. (Tonya Stansel contributed half the information for slides, and put together paper handed in)
1) People management is crucial for project success but requires understanding individual and team motivations. Different management styles aim to motivate in different ways.
2) Selecting the right staff involves defining requirements based on technical, organizational, and interpersonal factors, then evaluating candidates' skills, personalities, and availability.
3) Theories of motivation include satisfying basic, social, and esteem needs, with effective styles adapting to followers' development levels.
LEADERSHIP SKILLS ||Most Important Skill for Success || You can be a Leader ||Law of Compounding
This document discusses leadership, including definitions, characteristics, importance, and qualities of good leaders. It defines leadership as a process where executives can direct and influence others' behavior to achieve goals. Key points made include that leadership is important at all levels of management, as leaders initiate action, motivate employees, provide guidance, and create confidence to achieve organizational goals. Qualities of good leaders mentioned are physical appearance, vision, communication skills, knowledge of work, sense of responsibility, self-confidence, empathy, and being objective and humanistic.
The document outlines 10 qualities of a good leader: confidence to lead with authority while committing to decisions, strong communication skills including listening, creativity, ability to inspire, honesty by proving trustworthiness and admitting mistakes, delegation by entrusting tasks to others, maintaining a positive attitude, and full commitment. Good leaders demonstrate self-assurance, communicate effectively, inspire and support followers, take responsibility, and empower others through delegation to achieve shared goals.
When building a career organizations are looking a key areas of employee fit and growth within their company. This is a high level guide to what to focus on when building your career. Creating your brand.
This document discusses emotional intelligence and its importance for leaders. It defines emotional intelligence as having the capacity to recognize one's own feelings and those of others in order to motivate oneself and manage emotions well. The document outlines the five components of emotional intelligence - self awareness, self regulation, motivation, empathy, and social skill. It provides examples of how leaders can utilize each of these components, such as thinking before acting with self regulation and understanding employees' perspectives with empathy. Overall, the document argues that emotional intelligence allows leaders to effectively interact with and develop subordinates.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
The Five Levels of Trust that Drive Success or FailureRobert Rodenbaugh
This document discusses the five levels of trust that can drive success or failure in business, relationships, and personal success. It begins by introducing the speaker and his background in business leadership and executive development. The main discussion points include defining trust, how to obtain and retain trust, behaviors that build trust versus counterfeit behaviors, and how trust impacts businesses, relationships, and society. Trust is presented as fundamental to leadership, relationships, and organizational and market success.
This document contains a 5-item survey for subordinates to rate their leader's participative leadership style. The survey asks subordinates to indicate how often their leader consults with them when facing problems, considers their suggestions before making decisions, asks for their suggestions on assignments, consults with them before taking action, and asks for their input on assignments. Response options range from never to always. The survey is based on House's path-goal theory of leadership.
Literature review on youth leadership samplecocolatto
This document summarizes literature on facilitating professional leadership development in youth organizations, using Victoria University's Students Association (VUWSA) as a case study. It explores how professional leadership development concepts from workplace settings can be adapted for youth organizations. While leadership is often learned through experience, youth organizations face challenges in providing long-term leadership opportunities due to short leadership cycles. The document argues professional leadership development is possible in youth organizations and recommends VUWSA focus on staff leadership skills rather than just technical skills.
The document discusses the "Hedgehog Concept" developed by Jim Collins, which advises companies to focus on a single, core idea that guides their strategy and product development. It states that companies should define three circles: what they can be the best in the world at doing, what drives their economic engine, and what they are passionate about. The document then provides an example of a company that applies the Hedgehog Concept to successfully focus its product strategy.
This document outlines the key topics covered in a chapter on participative leadership and empowerment. It discusses different forms of participative leadership like consultation, joint decision making, and empowerment. It also summarizes research findings on the consequences of participative leadership, like improved decision quality and acceptance. Additionally, it addresses when participative leadership works best and how to effectively use tools like consultation and delegation.
POWER AND POLITICS
Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
Application Of Human Relations and Communications to Leadership and Managementmoinkeedoinkee
The document discusses how human relations and communication can be applied to leadership and management. It defines human relations as interactions between people, communication as the effective sharing of information, leadership as enlisting others to accomplish tasks, and management as planning, organizing, and directing groups. It then provides tips for applying human relations and communication to leadership and management, such as leading by example, investing in employees, being emotionally intelligent, listening to others, and communicating specifically and personally to build trust within an organization.
The document provides seven essential principles for effective business networking:
1. Have an elevator speech to concisely describe yourself and your goals.
2. Differentiate yourself by aiming high and being the best at something. Help others to help yourself.
3. Maintain integrity, trust, and reputation, which are vital for networking success. Seek relevant connections based on common interests, backgrounds, or positions.
This document discusses developing people skills, or being "people smart", in the workplace. It outlines several competencies of people who are people smart, such as understanding others, resolving conflicts, and being a team player. Developing these skills can lead to benefits like being appreciated, respected and trusted. The document then provides models for setting goals, understanding personality and needs, and resolving conflicts through a 7-step process. Overall, it emphasizes the importance of interpersonal skills for career success.
Influence stakeholders through leadership by Mr. Gaby AwadPMILebanonChapter
Mr. Gaby Awad was the speaker for the month of September 2017 in PMI Lebanon Chapter and he discussed Project Leadership and what does it take to align Leadership ‘laws’ into the process of influencing stakeholders.
Talking Points & Agenda:
“Becoming a Person of Influence” is a model for anyone who aspires to grow as a leader. Based on a book written in tandem by Dr. John C. Maxwell and Jim Dornan, the book spells out ten fundamental qualities that define influencers. The authors carefully point out that a person’s influence does not develop overnight, but rather through a progression of four stages: modeling, motivating, mentoring, and multiplying. Influence can be acquired, but it only grows in increments. The good news is that no matter where you stand on the stairway of influence, there are learnable qualities to help you climb to the next step. Key concepts discussed in the talk:
Key Leadership Laws in the context of Project & Stakeholder Management:
The Law of the Lid
The Law of Influence
The Law of Buy-in
I – Integrity with People
N – Nurturing People
F – Faith in People
L – Listening to People
U – Understanding People
E – Enlarging People
N – Navigating for People
C – Connecting with People
E – Empowering Others
R – Reproducing Others
Executive presence vs personal brandingNishuMahaseth
The document discusses the concepts of executive presence and personal branding. It defines executive presence as the ability to inspire confidence in subordinates, peers, and senior leaders through a blend of competencies and skills. Key components of executive presence include gravitas, body language, tone of voice, appearance, communication skills, and listening skills. Executive presence has three dimensions - style, substance, and character. The document provides tips for enhancing executive presence, such as embracing your unique value, being self-aware, thinking before speaking, using the power of silence, and engaging your audience. It also lists dos and don'ts for developing strong executive presence.
S. Backia Lakshmi completed a personality development course and assignment. Through the course, she learned to present herself professionally using good body language, posture, and language skills. She identified strengths and weaknesses before and after the course. Areas of improvement included communication skills and reducing nervousness. The document discussed factors that develop personality such as persistence, empathy, and attitude. It also covered topics like leadership, time management, transactional analysis, and interpersonal communication skills.
This document provides information on 21st century leadership and facilitative leadership. It discusses that facilitative leaders empower others to work together towards common goals through relationships, processes, and outcomes. Facilitative leaders make it easier for people to think clearly, work with others focused on group goals, and achieve high quality results through the group's abilities. They set direction, inspire commitment, and build capacity in others. Facilitative leaders measure their success by their ability to share an inspiring vision, balance results, processes and relationships, seek maximum appropriate involvement, and bring out the best in others.
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
The document discusses executive presence and how to develop it. It defines executive presence as the ability to command attention without dominating a room through humility and expertise. It notes that executive presence depends on others' perceptions, not just business results. The document outlines common myths about executive presence and provides tips to develop it, including looking professional, public speaking skills, emotional intelligence, and soliciting feedback. It emphasizes the importance of executive presence for CEOs to inspire others and adjust their style to diverse audiences.
The document provides guidance to leaders on developing people in the 21st century workplace. It discusses the importance of building relationships with employees through empathy, accessibility, and praise. The playbook contains seven "big ideas" or modules for leaders, beginning with empathizing with diverse perspectives. Subsequent modules include building relationships through getting to know employees individually, setting team purpose and empowering employees. The goal is for leaders to cultivate trust so they can have meaningful development conversations and coach employees effectively.
Effective Communication Skills for TM Practice discusses effective communication skills that are important for traditional medicine practice. It defines communication and notes that words account for only 7% of communicated information, while tone of voice accounts for 55% and body language 38%. The document then discusses various effective communication skills including listening, nonverbal communication, managing stress, and emotional awareness. It provides tips for each skill and emphasizes that effective communication is key to building relationships and resolving conflicts.
FINAL Comm & Collaboration Dan October 2020.pdfbill671640
The document outlines a training program on collaboration and effective teamwork, with modules covering topics such as communication, building relationships, and resolving disagreements. The program teaches skills for collaborative work including sharing ideas, establishing trust, setting goals, and addressing issues directly. The overall goal is to provide employees with the tools needed to work effectively in diverse teams focused on a common purpose.
The document discusses mentoring, coaching, and feedback. It defines mentoring as helping less experienced employees through career and psychosocial functions. Coaching involves assessing skills, guiding experience, and providing regular feedback to help executives achieve their potential. Effective feedback should be factual, focus on feelings and interpretations, and suggest actions for improvement. Creating a culture where feedback is valued and received positively can help organizations and individuals grow.
One this is confirmed that if we want to progress in our career or sustain in our career, we have to identify and practice Soft Skills. Many of us confused about Soft Skills. In this presentation, we will be able to understand the 12 most important pillars of Soft Skills.
Frankfinn Presentation on Personality Development -Distinction by Hricha DhungelHrichaDhungel
This document is a presentation on personality development submitted by Hricha Dhungel to her teacher Mr. Jaidev Singh Jolly. It includes sections on acknowledgements, introduction, and 4 learning objectives that discuss improving personality, time management, leadership factors, communication barriers, and developing moral values. The presentation provides examples and explanations for each objective to effectively summarize the key points around developing interpersonal skills and personality.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
The document discusses fundamentals of human relations and interpersonal skills. It defines human relations as interactions among people, including conflicts, cooperation, and group relationships. It then lists and explains important interpersonal skills like communication, listening, problem-solving, and decision-making. The document provides tips for improving interpersonal skills, such as listening actively, choosing words carefully, relaxing, clarifying, being positive, and reflecting on interactions. It emphasizes the importance of interpersonal skills for work and personal relationships.
Effective communication is a critical component of organizational success. It is used to exchange information, persuade others to accept our message, solve problems and, even, entertain. Yet, not every organization or their leaders do it well. To become an effective communicator, you need to have the desire, understand the communication process, master basic skills and practice. Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
The document discusses the challenges of exercising leadership without formal authority and provides strategies for overcoming these challenges. It explains that our brains are hardwired to behave defensively under pressure, hindering problem-solving. However, we can train our brains to engage challenges, collaborate productively, and build understanding through respectful dialogue. The document advocates a four-step process of analysis, framing issues, gaining agreement, and joint action to mobilize others and drive progress in an inclusive, sustainable way.
Organizational culture is defined in many ways by different scholars. It is a shared phenomenon among organizational members that includes shared values, basic assumptions, and patterns of behavior. It is learned and passed down over time. Culture influences many aspects of organizational functioning like change, strategy, and performance. There are multiple levels of culture from national to organizational. Understanding cultural differences is important for effective cross-cultural communication and management.
This document discusses human resource development (HRD) including its definition, characteristics, present and Indian contexts, roles of HRD professionals, challenges faced by organizations, and the HRD process. Some key points include:
- HRD is defined as a system of activities designed to provide learning opportunities for employees to meet current and future job demands.
- Important characteristics of HRD include that it develops competencies at all levels, is a continuous and planned effort, and contributes to employee well-being, motivation and pride.
- The HRD process involves needs assessment, program design, implementation, and evaluation.
- Evaluation determines if objectives are met and identifies strengths and weaknesses to improve future programs.
This document discusses various leadership styles including autocratic, democratic/participative, laissez-faire, bureaucratic, transformational, and organic leadership. It also provides examples and insights from prominent leaders such as Bill Gates, Steve Jobs, John D. Rockefeller, H. Ross Perot, Peter Drucker, William Edwards Deming, and James MacGregor Burns. The document contrasts transactional and transformational leadership approaches and notes the importance of relationships for organic leaders in complex and changing environments.
This document discusses several theories of leadership, including:
1. Blake and Mouton's Managerial Grid theory which identifies five leadership styles based on concern for production and people.
2. House's Path-Goal Theory which proposes that a leader's job is to assist followers in achieving goals and provide direction and support.
3. Likert's Management Systems which identified four systems of management based on extensive research.
4. Transformational and Transactional leadership theories, with transformational leadership inspiring extraordinary outcomes.
Leadership was defined as the ability to influence others towards achieving a vision or goals. The document discussed key characteristics of leadership such as empathy, honesty, and communication. It also contrasted leadership with management, noting that while managers focus on planning and structure, leaders provide direction, motivate others, and inspire followers. Examples of military leaders transitioning successfully to business leadership roles were also provided.
The document discusses group and team building. It covers topics like the concept of groups, types of groups, group structure, dynamics and development. It defines a group as two or more individuals interacting to achieve objectives. Groups are classified based on their psychology, formality, size and other factors. Reasons for group formation include security, status and goal achievement. Stages of group development include forming, storming, norming, performing and adjourning per Tuckman's model. Principles of group dynamics emphasize belonging, attraction and conformity to group norms.
This document discusses the history and process of case study analysis. It notes that the first case studies were conducted in the 19th century by Pierre Guillaume Frédéric Le Play, a French sociologist who studied family budgets. It then outlines the different types of case studies - decision cases which present a decision for students to make, problem solving cases which require students to develop a solution, and evaluation cases which involve assessing outcomes. The document provides steps for case analysis, including getting oriented, identifying problems, performing qualitative and quantitative analyses, and developing action plans. It concludes with guidance on preparing, drafting, and finalizing case studies for publication.
The document discusses developing leadership and transforming organizations. It outlines three key elements for an effective leadership development strategy: going beyond skills training to develop a critical mindset, focusing on pivotal organizational capabilities rather than individual development plans, and integrating learning into work processes rather than just formal training. Great organizations integrate learning across formal and informal settings to drive continuous improvement and provide opportunities for reflection and application of knowledge. CEOs should prepare for transformation, fund leadership development initiatives, organize for sustained performance, and reinvent the future.
The document discusses three IT act cases:
1) Kent RO Systems vs Amit Kotak eBay.in, where the court ruled eBay was not responsible for verifying information of all products listed, but directed eBay to remove links to fake products.
2) Section 66A of the IT Act, which punishes sending offensive or false messages through communication services with imprisonment up to 3 years.
3) Infosys vs Akhil Gupta, a 2005 domain name trademark issue case similar to Microsoft vs Deepak Raval in 2006.
This document provides an overview of research aptitude and methodology. It defines research as a careful investigation or inquiry to discover new facts in any field of knowledge. Research aptitude is the ability to systematically examine a situation for developing theories. The document outlines the objectives, types, and steps of research. It discusses topics like literature review, variable identification, hypothesis formulation, research design, sampling, and data collection methods.
Hybrid securities combine elements from multiple markets into a single security. They are constructed from "building blocks" of elemental markets like interest rates, foreign exchange, commodities, and equities. The creation of a hybrid security involves analyzing investor objectives, available elemental markets, derivative products, and regulatory considerations to develop a new product that balances these factors. Hybrid securities provide investors and issuers ways to access new opportunities, deal with constraints, and transfer risks between markets.
This document reports on the evaluation of 5 training programs conducted by a small logistics company using Kirkpatrick's model. It summarizes the reaction, learning, behavior, and results levels assessed for each program. At the reaction level, participant feedback was collected. The learning level involved pre- and post-tests. Behavior changes were assessed by surveying managers. Results were measured by comparing pre- and post-training metrics like costs, accidents, and nonconformities. Return on investment was calculated by comparing training costs to quantified benefits. The analysis found positive impacts and cost savings from improved safety, quality, and sustainability outcomes.
Asset liability management (ALM) addresses risks from asset-liability mismatches due to liquidity or interest rate changes. ALM systematically manages these risks through targeting metrics like net interest margin and net economic value, while maintaining balance sheet constraints. Key ALM concepts include liquidity, maturity, interest rate sensitivity, and default risk. ALM measures interest rate risk through methods like gap analysis and aims to optimize returns while controlling risk.
Carbon financing involves monetizing carbon through carbon credits and pricing schemes. It allows countries and companies to trade carbon allowances through mechanisms established by the Kyoto Protocol like the Clean Development Mechanism. Major carbon trading markets include the EU, several US states, and countries like Australia and New Zealand. In India, the World Bank has studied low carbon growth options and carbon can be financed through certified emission reductions and verified emission reduction credits. Carbon financing provides ecological benefits like reforestation and pollution reduction as well as business benefits by enabling new startups in carbon asset management and consulting.
The document discusses the importance of interpersonal skills in various social settings like places of worship, family gatherings, and the workplace. It emphasizes the need to build rapport by smiling, listening without interrupting, appreciating others, discussing without arguing, empathizing with coworkers as they are like family, being honest, building trust, admitting mistakes, clarifying doubts, negotiating without negating, and expressing thanks. Good interpersonal skills are crucial for positive relationships in both personal and professional domains.
This document discusses carbon financing and markets. It describes how carbon markets operate on the business and energy sides, but the business side has failed due to lack of green cover, rainfall, carbon biomass production, and water as well as poor farmer lifestyles. The energy side involves energy efficiency, zero carbon energy, and carbon sequestration. Carbon trading allows for limiting greenhouse gases by creating a market for emissions permits and offsets. The largest carbon markets are in the US, UK, Australia, Brazil, Japan, and Canada. International associations aim to increase comparability, reduce emissions leakage, and ensure carbon market sustainability as the Kyoto model is no longer valid.
Organizational behavior is the study of how individuals, groups, and structures influence behavior within organizations to improve effectiveness. It examines inputs like individual traits and organizational characteristics that impact processes and outputs such as performance, attitudes, and productivity. Common topics include personality traits, attitudes, emotions, decision-making, motivation, and perception. Understanding these factors can help organizations create environments where employees are engaged and productive.
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
Questions about Hiring for AI EngineeringBryan Bischof
This discusses the most important questions (and my answers) about hiring for AI Engineering teams.
It specifically discusses what attributes you should look for in hires, how to interview them, and what the team makeup should look like.
2. Topics to discuss…
■ Leadership Skills andTraits - Leadership skills - A to Z of leadership Skills - How to
become a successful Leader. - LeadershipTraits of an ethical leader
Leadership in the ContemporaryWorld -Leadership in the ContemporaryWorld -
Challenges to Leadership in the ContemporaryWorld -Tips to Overcome Challenges in
Leadership - Role of Communication in Overcoming Leadership Challenges - Role of
Management in Overcoming Leadership Challenges - Leadership inTimes of Crisis in
Contemporary world - Managing in Chaos:A Necessary Skill for Managers and Leaders
-Women and Leadership in ContemporaryWorld
8. Leadership Brand
An aspirational set of
leadership traits and
behaviors.
Leadership brand should
identify your unique strengths,
communicate them to others,
provide a consistent experience
that meets others’
expectations of you, and make
explicit that which is implicit.
Back
9. Leadership Skills - Communication
■ Communication. It’s one of the most basic, across-the-board leadership skills all of us
need to develop and refine during our careers. “Communicating information and
ideas” is consistently rated among the most important skills for leaders to be
successful. Communication is also embedded in a number of other leadership skills
and competencies, including “leading employees,” “participative management” and
“building and mending relationships.”
Writing clearly, speaking with clarity, and using active listening skills are all part of the
equation. As you move up the career ladder, it expands to behaviors such as
encouraging discussion, building trust, conveying vision and strategic intent, and
pulling people along with you.That’s why communication is so important for leaders.
10. 3 Facts about Communication for Leaders
■ 1. Authenticity counts — a lot. Be honest and sincere. Find your own voice; quit using corporate-speak or
sounding like someone you’re not. Let who you are, where you come from, and what you value come
through in your communication.
“Forget about eloquence — worry about being real,” says SusanTardanico, founder and CEO of
the Authentic Leadership Alliance. “People want real. People respect real. People follow real. Don’t
disguise who you are. People will never willingly follow a phony.”
■ 2.Visibility is a form of communication. If you want to communicate well, don’t be out of sight. Don’t be
known only by your emails and official missives. Show up. In person.As often as possible.
People need to see and feel who you are to feel connected to the work you want them to do.
Find ways to interact with all of your stakeholder groups.
■ 3. Listening is a powerful skill. Good communicators are also good listeners.When you listen well, you
gain a clear understanding of another’s perspective and knowledge. Listening fosters trust, respect, and
openness.
Allow people to air their gripes and complaints.Ask questions that open the door to what people
really think and feel.
And pay close, respectful attention to what is said — and what’s left unsaid
12. ■ 1. Communicate relentlessly.Communicate information, thoughts, and ideas clearly — and
frequently — in different media. Keep processes open and transparent, and find ways to help
smooth the path of communication for your team or organization.
■ 2. Simplify and be direct. Say what you mean. Be direct. Don’t hide behind complexity or pile
on a ton of information. Simple communication can be smart communication.
■ 3. Listen and encourage input. Pause. Be okay with silence. Encourage the other person to
offer ideas and solutions before you give yours. Do 80% of the listening and 20% of the talking.
■ 4. Illustrate through stories. When you tell a good story, you give life to a vision, goal, or
objective.Telling good stories creates trust, captures hearts and minds, and serves as a
reminder of the vision. Plus, people find it easier to repeat a story or refer to an image or quote
than to talk about a vision statement, strategy document, or project plan.
■ 5. Affirm with actions. If people hear one thing from you and see another, your credibility is
shot. People need to trust you.Your behavior and actions communicate a world of information
— be clear on the messages you send when you aren’t speaking a word.
5Tips for Effective Communication
14. 1. Pay attention.
One goal of active listening and being an effective listener is
to set a comfortable tone that gives your coachee an
opportunity to think and speak. Allow “wait time” before
responding. Don’t cut coachees off, finish their sentences, or
start formulating your answer before they’ve finished. Pay
attention to your body language as well as your frame of mind.
Be focused on the moment, and operate from a place of
respect as the listener.
2. Withhold judgment.
Active listening requires an open mind. As a listener and
a leader, be open to new ideas, new perspectives, and
new possibilities when practicing active listening. Even
when good listeners have strong views, they suspend
judgment, hold any criticisms, and avoid arguing or
selling their point right away.
3. Reflect.
When you’re the listener, don’t assume that you
understand your coachee correctly — or that they know
you’ve heard them. Mirror your coachee’s information
and emotions by periodically paraphrasing key points.
Reflecting is an active listening technique that indicates
that you and your counterpart are on the same page.
4. Clarify.
Don’t be shy to ask questions about any issue that is
ambiguous or unclear. As the listener, if you have doubt or
confusion about what your coachee has said, say something
like, “Let me see if I’m clear. Are you talking about
…?” or “Wait a minute. I didn’t follow you.”
The emphasis is on asking rather than telling. It invites a thoughtful
response and maintains a spirit of collaboration.
Restating key themes as the conversation proceeds
confirms and solidifies your grasp of the other person’s
point of view.
It also helps both parties to be clear on mutual
responsibilities and follow-up. Briefly summarize what
you have understood while practicing active listening,
and ask the other person to do the same.
6. Share.
Active listening is first about understanding the other
person, then about being understood as the listener. As
you gain a clearer understanding of the other person’s
perspective, you can begin to introduce your ideas,
feelings, and suggestions. You might talk about a similar
experience you had or share an idea that was triggered
by a comment made previously in the conversation.
15. INFLUENCE
■ 3. Influence. Developing your influencing and leadership skills helps you to
communicate your vision or goals, align the efforts of others, and build commitment
from people at all levels. Ultimately, influence allows you to get things done and
achieve desirable outcomes.
Influence can vary greatly at different levels in the organization. Knowing your
stakeholders, or audience, is key. Do you need to influence your boss?Your
peers? Direct reports? Customers? Each stakeholder has special concerns and
issues, so various groups and individuals will require different approaches for
influencing.You’ll want to master the 3 ways to influence people.
16. Tap into people’s rational and intellectual positions. You present
an argument for the best choice of action based on
organizational benefits, personal benefits, or both, appealing to
people’s minds.
Connect your message, goal, or project to individual goals and
values. An idea that promotes a person’s feelings of well-being,
service, or sense of belonging tugs at the heart and has a good
chance of gaining support.
Involve collaboration (what will you do together?), consultation (what
ideas do other people have?), and alliances (who already supports
you or has the credibility you need?).
Working together to accomplish a mutually important goal extends a
hand to others in the organization and is an extremely effective way
of influencing.
17. Influencing Skills
No leader is an
island. They are
empowered by
their connections
with others.
They understand
how to get things
done and embrace
the reality of working
within organizational
politics to move
teams and important
initiatives forward.
Leaders cut
through the noise
to authentically
but credibly
promote
themselves —
while also
promoting what’s
good for the entire
organization.
Because leadership
often involves
guiding people
through risk and
change, trust is
essential.
18. Learning Agility
■ Learning agility involves learning from mistakes, asking insightful
questions, and being open to feedback. It includes learning a new
skill quickly, taking advantage of opportunities to learn, and
responding well to new situations. For senior leaders, learning
agility is also about inspiring learning in others and creating a
culture of learning throughout the organization
■ Learning-agile superstars engage in these 4 behaviors at a
significantly higher level of skill and commitment than everyone
else — and get great results over and over again.
■ “We also know that it’s never too soon or too late to boost your
learning agility,” says Hallenbeck.
19. 1. Be a Seeker. To boost your learning agility, you need to seek out new and diverse experiences.
■ Immerse yourself in situations that broaden your skills and perspective. Explore new pathways.
■ But don’t just go through the motions. Embrace the challenge of the unfamiliar. If you react to
the new learning opportunity by staying close to your comfort zone, you minimize struggle and
discomfort — and you also miss out on the corresponding rebound in growth and performance.
■ The end result is that you’re pretty much the way you were before, and the full power of the
new experience is lost.
2. HoneYour Sense-making. In today’s high-stakes, complex, ambiguous, and fast-moving
situations, you don’t have the luxury of time.You need to dive in and start making things happen.
■ This means you need to take an active approach to making sense of the new challenges you
face. Be curious and willing to experiment.Ask “Why?” “How?” and “Why not?”
■ Find another way to understand a problem. Utilize multiple techniques, engage different
senses, and tap into your emotions to wrest understanding, insight, and meaning from the
experience.
Learning Agility
20. Learning Agility
3. Internalize Experiences and Lessons Learned.This process is needed to solidify
insights and lessons learned for recall and application later.
■ Ask for feedback, be open to criticism, and take time to think about what happened
and what you’re learning.Talk about what’s currently working well and what isn’t — or
debrief what’s already happened. Step back from the busyness and figure out what
you’re learning from a project, from an interaction, from a new experience. Reflect on
feedback so you can see patterns (and changes) over time.
■ If you don’t process the learning, you may miss important clues to next steps.
4. Adapt andApply.Through your experiences, you’ve created principles and rules of
thumb to guide you. Over time, you get better at applying them to navigate new and
challenging situations. Use your intuition, be flexible, and don’t shy away from
experimentation as you venture into new territory.
21. A to Z of LeadershipTraits
■ https://www.youtube.com/watch?v=KbODvtb-beA
22. ■ Audacious: boldness or daring, especially with confident disregard for personal safety,
conventional thought, or other restrictions.
■ Brave: possessing or exhibiting courage or courageous endurance.
■ Compassionate: a feeling of deep sympathy and sorrow for another who is stricken by
misfortune, accompanied by a strong desire to alleviate the suffering.
■ Driven: being under compulsion, as to succeed or excel.
■ Encouraging: to inspire with courage, spirit, or confidence; to promote, advance.
■ Fearless: without fear; courageous, bold; intrepid.
■ Generous: liberal in giving or sharing; unselfish. Free from meanness or smallness of
mind or character.
■ Honest: truthful, candid.
■ Inspirational: creating a state or quality of being stimulated or aroused.
LeadershipTraits
Source: Forbes: Excellence FromATo Z: 26 Qualities to Strive For, Margaret M. Perlis,Apr 17, 2013.
23. ■ Just: guided by truth, reason, and fairness.
■ Kind: generous, good, beneficent.
■ Loyal: Faithful, dependable.
■ Magnanimous: generous in forgiving an insult or injury; free from petty resentfulness or
vindictiveness.
■ Nobel: of an exalted moral or mental character or excellence; high-minded, principled.
■ Optimistic: disposed to take a favorable view of events or conditions and to expect the most
favorable outcome.
■ Perseverant: persistence in a course of action or purpose, especially in spite of difficulties,
obstacles, or discouragement.
■ Quiet: free from disturbance or tumult; tranquil; peaceful.
■ Resilient: springing back; rebounding; returning to the original form or position after being
bent, compressed, or stretched, buoyant.
LeadershipTraits
Source: Forbes: Excellence FromATo Z: 26 Qualities to Strive For, Margaret M. Perlis,Apr 17, 2013.
24. ■ Stalwart: strong and brave; valiant; firm, steadfast.
■ Team player: a person who willingly works in cooperation with others.
■ Undaunted: undismayed; not discouraged; not forced to abandon purpose or effort.
■ Visionary: given to or characterized by fanciful, or unpractical ideas, views, purely
idealistic or speculative; impractical.
■ Wise: having the power of discerning and judging properly as to what is true or right;
possessing discernment, judgment, or discretion.
■ X-Factor: a quality that someone or something is attributed to have; regarded as
mysterious and difficult to describe or isolate.
■ Youthful: characterized by youth; freshness, vigor.
■ Zealous: ardently active, devoted, or diligent; enthusiastic, passionate.
LeadershipTraits
Source: Forbes: Excellence FromATo Z: 26 Qualities to Strive For, Margaret M. Perlis,Apr 17, 2013.
25. Leadership in the ContemporaryWorld
Telling Style of Leadership
■ The telling style of leadership is characterized by a one-way communication between the leader and the
followers wherein the former sets the context and the expectations from the group. Some leaders in family
owned businesses have to deal with the legacy left behind by their forbearers as well as leave behind their
distinctive style of leadership.Towards this end, some family business leaders such as RatanTata of theTATA
group have ensured that they articulated their vision for their companies that had huge ambitions and plans
for global expansion.
Selling or Coaching Style
■ The literature on leadership and situational leadership in particular is clear that it is not enough to have a
vision without translating it into actionable strategies. Research has shown that this style is characterized by
a two-way communication between the leaders and the followers wherein both are influenced by each other
and buy-into each others’ strategies.
■ Further, this style also corresponds to the leader being comfortable in his or her role. In this respect, business
leaders such as Sir Richard Branson ofVirginAtlantic have ensured that the adoption of technology was done
in a big way to further their vision of their companies needing to build internal capabilities which are aligned
to the external drivers such as the imperative to expand globally.
26. Participating or Supporting Style
■ The situational leadership is evolutionary in nature meaning that it is based on the
progression of the leader through successive phases in his or her leadership. Having said
that, the theory also states that some leaders tend to conform to one or more styles better
than the other style(s).This is applicable in the case of the late Steve Jobs of Apple who is
known more for his transitional, transformative, and trailblazing leadership rather than his
participation in day to day running of the company.
The Delegating Style
■ The fourth style of leadership according to the model is that of a leader who does not direct
and monitor the day to day running of the company and is instead, engaged in higher value
adding processes. For instance, Bull Gates who delegated much of the work that he was
initially engaged in now began to focus on global plans for the company especially at a time
when the global macroeconomic environment was unfavourable.
Leadership in the ContemporaryWorld
27. Challenges in Leadership in the Contemporary Leadership
■ The biggest challenge in leadership is to listen to everyone’s opinions and come to a mutually beneficial
solution.
■ need to be impartial towards everyone.
■ Sit with your subordinates, listen to their grievances and always try to come up with innovative solutions.
■ Never ever loose your temper.
■ A leader has to win the trust of his/her subordinates.
■ Never feel bad about the sudden change in the behaviour of your colleagues.
■ Be empathetic
■ Making people work together is a big challenge
■ Lack of projects, scarcity of funds and lack of support from clients are some of the external challenges faced by a
leader.
■ Emergency situations are unpredictable.
28. Tips to overcome the challenges
■ A leader needs to inspire his/her subordinates
■ Encourage communication among team members
■ Extracting quality work from team mates
■ Planning intelligently
29. Role of Communication in overcoming challenges
■ Half of the problems disappear when discussed.
■ Discuss with your team members before reaching to any concrete strategy for the
team.
■ Every employee needs to have a say in major decisions.
■ Let employees talk, share their experiences, discuss work and also gain from each
other’s knowledge.
■ Initiate the concept of weekly meetings where all employees can come together on a
common platform to share their experiences, brainstorm and contribute in strategies
and policies.
30. Role of Management in overcoming challenges
■ Management plays an essential role in not only recruiting the right person
as a team leader but also overcoming the challenges faced in leadership.
Management needs to understand the importance of a leader.
■ Give the team leaders some freedom and authority.
■ Employees would never accept someone as their leader who has never
performed but is management’s favourite.
31. Managing Chaos: A necessary skill for leaders
■ Chaos is inevitable in such a landscape because of the confluence of all these factors.
■ Creating flexible organizational structures and adaptable cultures is mainly to deal with the
fast changing business environment where organizations and the leaders have to be agile
and nimble footed to take advantage of opportunities.
■ Only constant is change and that the only certainty is uncertainty in addition to the
unpredictability of the future means that chaos becomes an integral part of every
manager’s and leader’s life.
■ A case study of a Shipping company
■ What is Amazon/Ola/Uber doing now? https://www.youtube.com/watch?v=thdjOTclxis
■ How are the private taxi owners making their livelihood?
■ How are restaurants thriving?
https://www.hotstar.com/in/news/hotel-owner-sells-biryani-in-a-car/1902000079
32. Leadership during CrisisTimes
■ During tumultuous times, there is a scope for change as well as the
possibility of disasters happening that result in chaotic conditions
prevailing during these times. Hence, the leadership of a nation or an
organization must ensure that change is “managed” in an orderly and
structured manner to avoid the disasters from happening.
■ For instance, the carnage that happened in post-Invasion Iraq is an
example of disasters happening by intention or by accident when the
residents of a nation or the employees of a company are faced with the
prospect of rapid and discontinuous change.
■ The key terms here are “rapid” and “discontinuous” as the rapidity of
change and the non-linear way in which it happens leads to the “law of
unintended consequences” becoming operational and hence the
change must be managed in such a way that it is glacial and controlled.
33. Women and Leadership in the
ContemporaryWorld
■ Women Presidents https://www.youtube.com/watch?v=oaxcgezIqVs
■ Dr. Saundarya Rajesh https://www.youtube.com/watch?v=vRnqsv293pw
■ Lijjad Papad: https://www.youtube.com/watch?v=aAhoeXylVk0
■ Mrs. Kavitha Mishra: https://www.youtube.com/watch?v=-npuE2MpHgo