Management and Leadership in the Modern Appraisal Organization. Nelson Karpa MBA, AACI P.App, AMAA, AAM
|
|
- Lindsey Smith
- 6 years ago
- Views:
Transcription
1 Management and Leadership in the Modern Appraisal Organization Nelson Karpa MBA, AACI P.App, AMAA, AAM
2 AGENDA What defines a manager? What defines a leader? Which is better? Concepts related to management and leadership What concerns leaders? Leadership styles 6/19/2017 2
3 AGENDA A leader s job Situational leadership The new leader When the job doesn t get done Leadership issues Selection of leaders Summary 6/19/2017 3
4 MANAGEMENT & LEADERSHIP Drawn from years of experience & from the wisdom of others 6/19/2017 4
5 Leadership Lessons from Others 6/19/2017 5
6 MANAGEMENT - LEADERSHIP 6/19/2017 6
7 MANAGEMENT Things Systems Organizing Controlling Resourcing 6/19/2017 7
8 LEADERSHIP People Values Morale Direction Vision Why 6/19/2017 8
9 MANAGER 6/19/2017 9
10 MANAGER Preserve the system Defends the way it is done Eliminates risk Perfects / optimizes 6/19/
11 MANAGER Plan, budget and schedule Short term Prioritize Logical Brings order 6/19/
12 MANAGER Organize and staff Structure Roles / responsibilities 6/19/
13 MANAGER Direct and Supervise Day to day What, when, how 6/19/
14 MANAGER Control and problem solve Fix Prevent bad stuff from happening Contain 6/19/
15 MANAGER Order Predictability Stability 6/19/
16 LEADER 6/19/
17 LEADER Challenge the system Disrupt Diverge Add risk 6/19/
18 LEADER A clear and compelling vision directs and inspires action Inspire a shared vision Long term Inspiring Big picture 6/19/
19 LEADER Align key stakeholders Outside / Inside Informal Relationships Pulling people together 6/19/
20 LEADER Enable others Provide skills Provide knowledge Creativity Empowerment 6/19/
21 LEADER Encourage the heart Expand energy Tries to make good things happen 6/19/
22 LEADER Change Uncertainty Risk Vision 6/19/
23 LEADER If the rate of change on the outside exceeds the rate of change on the inside the end is near. Jack Welch 6/19/
24 MANAGE / LEAD 6/19/
25 MANAGE / LEADER Which is better? Leadership Based on principles Management Based on technical abilities 6/19/
26 Leadership Lessons from Space 6/19/
27 CONCEPTS 6/19/
28 AUTHORITY A right to decide A tool to exercise Can be passed (down) 6/19/
29 POWER Ability to enforce Sanction Reward or punish 6/19/
30 TYPES OF POWER INFORMAL Informal Knowledge / expertise Wisdom (seen it before) Experience Connections Persuasion All of these require some form of trust 6/19/
31 TYPES OF POWER FORMAL Positional Seen on the organizational chart 6/19/
32 POWER WHEN TO USE WHICH? 6/19/
33 RESPONSIBILITY Look after Take care of 6/19/
34 ACCOUNTABILITY Who gets the credit or the blame? 6/19/
35 ACCOUNTABILITY 6/19/
36 WHAT PRODUCTIVE EMPLOYEES SAY I know what is expected of me at work I have the materials and equipment that I need to do the work right In the last 7 days I have received recognition or praise for the work that I have done. I have the opportunity to do what I do best every day 6/19/
37 WHAT PRODUCTIVE EMPLOYEES SAY My supervisor seems to care about me as a person Someone at work encourages my development At work, my opinion seems to count The mission or purpose of my company makes me feel my work is important 6/19/
38 WHAT PRODUCTIVE EMPLOYEES SAY My coworkers are committed to doing quality work I have a best friend at work In the last 6 months, I have talked to someone about my progress At work, I have had opportunities to learn and grow 6/19/
39 WHAT SHOULD THE LEADER BE CONCERNED WITH?
40 WHAT SHOULD THE LEADER BE CONCERNED WITH? Performance It s all about
41 WHAT SHOULD THE LEADER BE CONCERNED WITH? Performance People
42 A LEADERS JOB Select Who is on the team What position do they play 6/19/
43 A LEADERS JOB Communicate Expectations Vision The Why 6/19/
44 TRAIN & DEVELOP Build skills Technical /management / leadership Thinking skills Problem Solving 6/19/
45 MANAGE Provide tools Provide resources Remove obstacles 6/19/
46 MOTIVATE 6/19/
47 LEADERSHIP STYLES AUTOCRATIC My call PERMISSIVE Your call DEMOCRACY Our Call Our input Discussion Each gets a vote AUTHORITARIAN Get Input My call Actively consider all input 6/19/
48 LEADERSHIP STYLES Which is Best? 6/19/
49 FACTORS FOR CONSIDERATION Urgency Skill vs. complexity Personality/style (default) 6/19/
50 SITUATIONAL LEADERSHIP Match leadership style to the situation! 6/19/
51 THE NEW LEADER 6/19/
52 THE NEW LEADER The skills that got you there are not the skills you need to move ahead 6/19/
53 THE NEW LEADER Impediments I can do it better/faster Satisfaction (time horizon) 6/19/
54 THE NEW LEADER Relationships Not quite one of the gang 6/19/
55 WHEN THE JOB DOES NOT GET DONE UNDERSTANDING Communications CAPABILITY OBSTACLES/ OPPORTUNITIES Training Skill Development Add resources Remove barriers WILLINGNESS 6/19/
56 WHEN THE JOB DOES NOT GET DONE This is where you need to be involved with your staff! 6/19/
57 STAFF DEVELOPMENT Delegating vs. Tasking 6/19/
58 Delegation vs. Tasking To be an effective delegator you need to be OK with the methods / result if it met the objectives, but was done differently than you would have done it. 6/19/
59 LEADERSHIP ISSUES Courage To do something against your self interest 6/19/
60 LEADERSHIP ISSUES Vision Which way do we go? How do we get there? You are concerned with the outcome. Destination parameters 6/19/
61 PERSPECTIVE 6/19/
62 MODELING THE BEHAVIOUR Self Awareness Walk this way. 6/19/
63 MODELING THE BEHAVIOUR Unity with your team ohang together or hang separately 6/19/
64 CALM 6/19/
65 CALM 6/19/
66 Pressure 6/19/
67 DEVELOPMENT Teach the steps by asking questions Think out loud show them all considerations Don t rob them of the experience Create artificial learning experiences Self Efficacy 6/19/
68 STAY CONNECTED MBWA Need Information 6/19/
69 RECOGNITION Praise in public Correct in private 6/19/
70 SELECTING LEADERS 6/19/
71 LEADERS CHARACTER Select for WISDOM Train for Select for TECHNICAL SKILLS & KNOWLEDGE Train for 6/19/
72 LEADERS A combination of Character Competencies Commitment 6/19/
73 LEADERS CHARACTER Trait/Values COMPETENCIES Organizational / People Strategic / Business COMMITMENT Aspirations Engagement 6/19/
74 LEADERSHIP A journey Work with and through others It s all about people Success is not final, failure is not fatal: it is the courage to continue that counts. Winston Churchill 6/19/
75 Management and Leadership in the Modern Appraisal Organization Nelson Karpa MBA, AACI P.App, AMAA, AAM
76 Thank you Nelson Karpa MBA, AACI P.App, AMAA, AAM
Value-Based Leadership COMMITMENT, COMPASSION, CARE
Value-Based Leadership COMMITMENT, COMPASSION, CARE What will I learn today? Identify the core values of the Situational Response Team (SRT) department. Identify my core values, and how they relate to
More informationDeveloping High Performing Team Members 5/4/2016
Developing High Performing Team Members GAMES 2016 Spring Meeting May 4, 2016 Presented by Richard Davis, SPHR, SHRM-SCP HirePowerHR Why Employees Don't Do What They're Supposed To Do and What To Do About
More informationJohn Kotter. Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency. Slide 2
5 John Kotter Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency Slide 2 Succeeding in a Changing World Did not try to change They tried and failed They tried and succeeded but did
More informationHRQMC First Line Leader Training and Development Program
HRQMC First Line Leader Training and Development Program 1 First Line Supervisor Training Program 1. Introduction/Overview/Assessments 2. Maintains Situational Awareness 3. Communicates 4. Leads 5. Dedicated
More information10/19/2015. CPE Information and Disclosures. Managing and Inspiring Staff: The Real Challenges of Leadership. Learning Objectives.
CPE Information and Disclosures Managing and Inspiring Staff: The Real Challenges of Leadership RADM Scott Giberson declares no conflicts of interest, real or apparent, and no financial interests in any
More informationA Guide to Competencies and Behavior Based Interviewing
A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies
More informationBuilding A Team Who Will Walk Through Walls for You Presented by: Sarah Hanna CEO
Building A Team Who Will Walk Through Walls for You Presented by: Sarah Hanna CEO 252 W. Market Street Tiffin, Ohio 44883 888-811-2250 ext. 102 www.ecsbillingnorth.com sarahhanna@ecsbillingnorth.com A
More informationA Guide to Competencies and Behavior Based Interviewing. HR Toolkit
A Guide to Competencies and Behavior Based Interviewing HR Toolkit 2015 Competency models help make transparent the skills an agency needs to be successful. Start by identifying competencies that predict
More informationLeadership Communications Workshop. Future Leaders Day HNZ Conference 2013
Leadership Communications Workshop Future Leaders Day HNZ Conference 2013 Defining Leadership Leading Different Personalities 4 Leadership Styles Avoiding Leadership Traps What Impacts Motivation? Managing
More informationSupervisor Core - Module 2 - Leadership in the Child Welfare System. Ohio Child Welfare Training Program,
Supervisor Core Module 2 1 Participants can miss no more than 15 minutes during the entire workshop, not per day. If you miss more than 15 minutes, you will be unable to receive credit for attending the
More informationDeveloping the Mind of a Leader: Building Strong Teams
Developing the Mind of a Leader: Building Strong Teams Building Teams Energizing Teams Two Truths & A Lie Building Strong Teams Agenda The Team Tree Fundamentals of Building Teams Team Building Activities
More informationAccording to Osuoha (2010), the problem with organizational power structures is how to accomplish goals with the power and influence needed.
1 2 Power, politics, and conflict are an integral part of organizational behavior. It is important to examine corporate power structures, authority, and the basic forms of power used to influence others
More informationLeadership Strategies for New Supervisors
presents: Leadership Strategies for New Supervisors Presenter: Alan Krieger Owner Krieger Solutions, o LLC www.kriegersolutions.com Leadership Strategies for New Supervisors Objectives / You will better
More informationThe below rating scale is used to determine UW-Stevens Point competency proficiency.
Performance Review Guide Competencies are comprised of defined knowledge, skills, and behaviors needed to be effective in one s role, department, and institution. A competency model provides a guide for
More informationVolunteer Engagement and Management
Volunteer Engagement and Management Disabled Sports USA May 16, 2016 Agenda What is Volunteer Engagement? Matching and Balance of Expectations Assessment Role Design Recruitment Orientation and Training
More informationYour Culture Checklist
Your Culture Checklist Brand new research from the 2018 Global Culture Report shows workplace cultures provide a critical competitive advantage for organizations. Workplace cultures are made up of 6 key
More informationATTACHMENT #1 Value-of-Work Activity
ATTACHMENT #1 Value-of-Work Activity Goals: 1. To assess personal work values 2. To gain insight into personal levels of satisfaction Process 1. Explain that a value is anything to which a person ascribes
More informationHOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS. Leading4Growth Australia
HOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS Leading4Growth Australia Introduction By Peter Cox Leadership 101 Do you wonder why some people can lead a team of hundreds,
More informationBUILDING YOUR CAREER. Reaching your potential. Building your career 1
BUILDING YOUR CAREER Reaching your potential Building your career 1 At tesco we want you TO BUILD YOUR CAREER AND REACH YOUR POTENTIAL, IN A WAY THAT WORKS FOR YOU We want everyone to feel welcome and
More informationTQM and Reliability Engineering
Total Quality Management & Reliability Engineering Dr V. Muralidharan Dept. of Mechatronics SRM University Introduction Total Quality Management TQM is an enhancement to the traditional way of doing business.
More informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationQuality management principles
quality Quality management principles This document introduces seven quality management principles (QMPs). ISO 9000, ISO 9001 and related ISO quality management standards are based on these seven QMPs.
More informationThe Job of A Leader. Look into the future and see the organisation, not as it is but at is should be. Jack Welsh Former CEO of General Electrics
The Job of A Leader Look into the future and see the organisation, not as it is but at is should be Jack Welsh Former CEO of General Electrics 5 Stages of Grief Elizabeth Kubler Ross Denial Anger Bargaining
More informationmyskillsprofile MLQ30 Management and Leadership Report John Smith
myskillsprofile MLQ30 Management and Leadership Report John Smith Management and Leadership Questionnaire 2 INTRODUCTION The Management and Leadership Questionnaire (MLQ30) assesses management and leadership
More informationSales Manager Growth Strategies By Brian Tracy
Sales Manager Growth Strategies By Brian Tracy Becoming a Leader Introduction A clear vision, backed by definite plans, gives you a tremendous feeling of confidence and personal power. (Brian Tracy) Leadership
More information1/11/2017 GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD WHY? PERSONAL AND GROUP
GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD ENDLESS OPTIONS FOR SECONDARY INCOME INCREDIBLY TIME-CHALLENGED ARE LESS LOYAL THAN IN ANY TIME IN OUR HISTORY A SHORT ATTENTION SPAN WANT SUCCESS
More information2012 Color Code International 145 W. Crystal Ave. Salt Lake City, UT MOTIVE
Color Code 1 This guide may not be copied, reproduced, dismantled, quoted or presented without the express written approval of Color Code International. The Color Code, The People Code, and Color Your
More informationMANAGEMENT FUNDAMENTALS. Lesson 4
MANAGEMENT FUNDAMENTALS Lesson 4 Leadership The Nature of Leadership Leading is a process of directing and influencing the task oriented activities of group members or the entire organisation Leadership
More information5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership
5. Leading 5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership 5.5 Personality Types 5.6 Power in Organizations 5.7 Leadership in Teams
More informationITSM Leadership: You Don t Need To Be In Charge To Get Results
ITSM Leadership: You Don t Need To Be In Charge To Get Results David Ratcliffe President, Pink Elephant Pink Elephant Leading The Way In IT Service Management Where Is The Leader? Executive Senior Manager
More informationBC Assessment - Competencies
BC Assessment - Competencies This document provides a list and description of all of BC Assessment s core competencies, as well as the level of competency required for a given position, as defined in each
More informationCHARACTER ELSEVIER COMPETENCY FRAMEWORK
CHARACTER ELSEVIER COMPETENCY FRAMEWORK CHARACTER: DISPLAYS INTEGRITY AND HONESTY DEFINITION: Leads by example; walks the talk ; models core values; follows through on promises; trusted by others; honest
More informationWelcome! Catalog Terminology:
2015 Course Catalog Welcome! Welcome to the NuVeda 2015 Course Catalog. With over 315 bite sized, chunked learning courses, NuVeda provides any organization or learner numerous opportunities to build the
More informationInternal Management Consulting Competency Model Taxonomy
AIMC National Conference April 10-13, 2005 Internal Management Consulting Competency Model Taxonomy Adapted from the ASTD Competency Study: Mapping the Future New Workplace Learning and Performance Competencies.
More informationHarbisonWalker International. Core Competencies
HarbisonWalker International Core Competencies HWI Core Competency Model 1 TABLE OF CONTENTS Core Competencies Accountability/Drive 3 Innovation 4 Collaboration 5 Customer Focus 6 Adapting to Change 7
More informationLeadership in the Practice of Civil and Environmental Engineering
Leadership in the Practice of Civil and Environmental Engineering Topics Leadership Motivation Reading Assignment Textbook Ch. 10 (Leadership) See also http://cms.asce.org/leadership Resources/Leadership
More informationbuilding your career Reaching your potential
building your career Reaching your potential At Tesco we want you to build your career and reach your potential, in a way that works for you We want everyone to feel welcome and valued. We are proud to
More informationLEADERSHIP COMPETENCY FRAMEWORK
LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationCaring and Continuous Learning. Building a Culture of Leadership Within Your Organization
Caring and Continuous Learning Building a Culture of Leadership Within Your Organization Agenda Briefly review the principles of leadership Make the case for the importance of employee engagement in achieving
More informationCompetency Framework
Competency Framework Revised June 2014 Page 2 of 12 Introduction What are Competencies and how are they used? A competency is an ability, skill, knowledge or trait that is needed for the successful performance
More informationThe Self-Empowered Leader: You Don t Need To Be In Charge To Get Results
The Self-Empowered Leader: You Don t Need To Be In Charge To Get Results David Ratcliffe President, Pink Elephant Pink Elephant Leading The Way In IT Service Management Where Is The Leader? CIO Director
More informationLEADERSHIP: THE MANAGER AS LEADER
UNIT 2 LEADERSHIP: THE MANAGER AS LEADER MANAGEMENT FUNCTIONS DECISION MAKING ANYONE CAN STEER THE SHIP, BUT IT TAKES A LEADER TO CHART THE COURSE 1 A FLOCK OF GEESE IS LIKE A TEAM WHAT CAN A FLOCK OF
More informationLeader-centered approaches focus on traits, leader behaviors, and power. They include:
1 CHAPTER 13 2 Learning Objectives slide 1 of 2 1. Define leadership and explain its significance to an organization. 2. Differentiate between the different leader-centered approaches to leadership. 3.
More informationManaging Performance. Performance Management. Performance Management v. Performance Appraisal. Georgia Association of Code Enforcement
Managing Performance Georgia Association of Code Enforcement Performance Management Performance management is an approach that increases the probability of employees achieving success and making a contribution
More informationSupervising for Excellence Training Participant Guide Part II/Module Eleven 22-Jun-06 1
Part II/Module Eleven 22-Jun-06 1 Course Objectives Situational Leadership/Delegation and Empowerment v v v Discuss the Situational Leadership model as it applies to your role as a supervisor. Identify
More informationCORE COMPETENCIES. For all faculty and staff
SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the
More informationLEADING IN A CHANGING WORLD. Tom Flick November 3, 2015
LEADING IN A CHANGING WORLD Tom Flick November 3, 2015 awareness Leadership is the name of the game. The speed of the leader determines the rate of the pack. Opportunities vs. Hazards Leadership vs. Management
More informationTHE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture
denison TM THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture The Denison Model of High Performance A Systems Approach to Understanding and Managing
More informationThe Leadership Code. Five Rules to Lead By. The leadership code identifies the five essential rules that govern what all great leaders do
LEADERSHIP NEWSLETTER Nº3 BY BRADLEY RUF PAGE 1 The Leadership Code Five Rules to Lead By INSIDE THIS ISSUE CHAPTER ONE DEFINING LEADERSHIP CODE PAGE 1 CHAPTER TWO RULE 1: SHAPE THE FUTURE PAGE 2 CHAPTER
More informationCHAPTER 13: LEADING COURSE PROGRESS PLANNING AHEAD CHAPTER 13 STUDY QUESTIONS STUDY QUESTION 1: WHAT IS THE NATURE OF LEADERSHIP?
COURSE PROGRESS CHAPTER 13: LEADING BOH4M Unit 3: Leading Ø Unit 1: Management Fundamentals Ø Unit 2: Planning, Controlling, and Strategizing Ø Unit 3: Leading Ø Chapter 13: Leading Ø Chapter 15: Individual
More informationNelson Mandela s Influence Using Organizational Behaviour Techniques
Nelson Mandela s Influence Using Organizational Behaviour Techniques Leadership and Motivation Megan Latzkowski A leader is like a shepherd. He stays behind the flock, letting them go out ahead, not realizing
More informationDynamic Leadership How to Develop, Inspire and Retain an Effective Team
How to Develop, Inspire and Retain an Effective Team Presenter: Tom Schulte Leadership Summit Engaging the New Faces of APICS MANAGING VS. LEADING Manager A person responsible for controlling or administering
More informationSupervisors as ES&H Leaders
Supervisors as ES&H Leaders Bill Adams, CIH, CSP, CPEA, LEED AP www.safex.us 1-866-SAFEX US 1 Leader Defined A person who rules or guides or inspires others wordnet.princeton.edu/perl/webwn A person that
More informationStudy Guide. Scoring Record. Chapter 12. Name. The Manager as Leader. Perfect score. Date. My score
Chapter 12 Scoring Record The Manager as Leader Name Date Perfect score My score Port A 20 PartB 10 PartC Total Study Guide Part A Directions: Indicate your answer to each of the following questions by
More informationLEADERSHIP IN THE RHC
LEADERSHIP IN THE RHC ROBIN VELTKAMP HEALTH SERVICES ASSOCIATES OBJECTIVES Gain an understanding of the basics of leadership Gain an understanding of effectively motivating staff and building a team Gain
More informationCOMPETENCY FRAMEWORK
COMPETENCY FRAMEWORK Version Produced by Date 1.0 Claire Salter 15.02.2016 MESSAGE FROM THE BOARD The key to success within any organisation is how we recruit, retain and develop our staff. How each individual
More information2016 Course Catalog. Evolve e-learning Solutions (866) Authorized Reseller
2016 Course Catalog Evolve e-learning Solutions (866) 571-4859 Authorized Reseller Welcome! Welcome to the. With over 350 bite sized, chunked learning courses, Vado provides any organization or learner
More informationFor internal circulation of BSNL only
E4-E5 E5 (MANAGEMENT) Leadership & Team Building Leadership Fundamentals Understand.. Learning Objectives why leadership is important the difference between Management v/s Leadership components of effective
More informationManagerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
More informationManagerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
More informationTYPES OF RETREATS PURPOSES
RETREAT WHY HAVE A RETREAT? Sometimes board members need to step outside of the board room to get a better look at the bigger picture. A retreat offers the opportunity to delve more deeply into strategic
More informationTrust, the Foundation of a Functional Team
When Patrick Lencioni set out to write about the attributes and behaviors that determine if a team will be functional (that is accomplish the results it set out to achieve) 1, he described five key attributes
More informationThe Child and Youth Program: Leading the Way for a Bright Future
The Child and Youth Program: Leading the Way for a Bright Future Where We ve Been Over the last year and a half, LCYPCs/CYPCs have: Completed monthly reports Reviewed results from two years of field surveys
More informationFor internal circulation of BSNL only. Mobile Phone:
E3-E4 E4 MANAGEMENT Leadership & Team Building Mobile Phone:09412739203 Email: chaubemc@bsnl.co.in Leadership Fundamentals Understand.. Learning Objectives why leadership is important the difference between
More informationbritish council behaviours
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More informationDelegated Authority Level 5. Human Resources Department. Job Purpose
Post: Delegated Authority Level 5 Team: Responsible to: Responsible for: Human Resources Department Director of HR & OD Recruitment Administrators X Job Purpose To take a lead role in managing and developing
More informationMotivation & Leadership. Section #1: Motivation
Motivation & Leadership Section #1: Motivation 1 S1 Learning Targets 1. I can explain the meaning of motivation 2. I can describe the various theories of motivation. 3. I can explain how expectations affect
More informationNuStar s Approach to Sustainable Culture through Servant Leadership
NuStar s Approach to Sustainable Culture through Servant Leadership NuStar Energy - Corporate Overview One of the largest independent petroleum pipeline and terminal operators in the United States 9000
More informationCapitalizing on the Difference Between Project Management and Project Leadership
OPERATIONAL EXCELLENCE Capitalizing on the Difference Between Project Management and Project Leadership BY FARA LEVINE AND DANIELLE JOINER-MCPHERSON 28 FALL 2013 Are you working with project managers or
More informationTEAM MEMBER ENGAGEMENT
TEAM MEMBER ENGAGEMENT INCREASING ENGAGEMENT WORKSHOP TOPICS Definitions Models Table Discussions Measurement Strategies for increasing engagement Challenge: What will I do differently to increase engagement?
More informationThe Powerful Act of Coaching Employees Profiles International, Inc. All rights reserved.
Who We Are Profiles International Help clients gain competitive advantage by tapping the talents of their people. We provide the necessary information for leaders to coach, manage, and motivate their teams.
More informationStaff engagement Where are we now?
19 November 2013 Staff engagement Where are we now? Presenter: Dr Ruth Hussey OBE, Chief Medical Officer for Wales / Medical Director NHS Wales NHS Wales staff survey 2013 Developed and implemented by
More informationcreating a culture of employee engagement
creating a culture of employee engagement creating a culture of employee engagement 2 Introduction Do your employees report a strong sense of purpose at your company? Do they trust senior management and
More informationPROFILE INVENTORY: PERSONAL THEMES
505 East Hawley Street, Suite 150 Mundelein, IL 60060 (847) 970-9119 Fax (847) 970-94 PROFILE INVENTORY: PERSONAL THEMES Self-Directed Motivation: 9.00 Self-Acknowledgement: ***** Need for Autonomy: *****
More informationLEADERSHIP WHAT IS A LEADER? CHAPTER 12 THE MANAGER AS A LEADER
CHAPTER 12 THE MANAGER AS A LEADER ANYONE CAN STEER THE SHIP, BUT IT TAKES A LEADER TO CHART THE COURSE LEADERSHIP WHAT IS A LEADER? Manager who earns the respect and cooperation of employees to effectively
More informationThe Disney Approach to Leadership Excellence
presents The Disney Approach to Leadership Excellence Preprogram Materials Disney Congratulations! You will soon be an alumnus of Disney Institute Programs. Disney Institute Post Office Box 10093 Lake
More informationCommissioning, Procurement and Contracting
Unit: CPC 519 Provide leadership for your organisation Key Purpose The key purpose identified for those working in commissioning, procurement and contracting is to: Specify, shape and secure quality services,
More informationFundamentals Of Effective Supervision. Situational Leadership
Fundamentals Of Effective Supervision Situational Leadership Situational Leadership If you want to be a successful supervisor, you need to become expert at achieving through others by means of means directing,
More informationL e a d e r s h i p S t y l e S u r v e y
L e a d e r s h i p S t y l e S u r v e y This questionnaire contains statements about leadership style beliefs. Next to each statement, circle the number that represents how strongly you feel about the
More informationAPS343 Exam Notes by FC. Levels of thought as per Colcleugh:
APS343 Exam Notes by FC Levels of thought as per Colcleugh: Levels of thought - a means of guiding sensing to action (rather than the just- do- it approach) Step 0: Sensing (Input) (CPU/Processing) Step
More informationEradicating Conflict in the Hospice Workplace. Using 10 Highly Effective Techniques Presented by: Chief Executive Officer Demetress Harrell MA, LBSW
Eradicating Conflict in the Hospice Workplace Using 10 Highly Effective Techniques Presented by: Chief Executive Officer Demetress Harrell MA, LBSW Speaker Demetress Harrell Speaker s Commentary Demetress
More informationToday s Alternate Agenda. Welcome Groups & Teams Approaches to People A Healthy Organizational Climate (Optional singing of Kum By Ya)
Today s Alternate Agenda Welcome Groups & Teams Approaches to People A Healthy Organizational Climate (Optional singing of Kum By Ya) Themes Mission and leadership are critical The way you treat other
More informationTEAM ALIGNMENT TRUST INSIDE. report. assessments. for Team Name January 30, 2010
TRUST INSIDE assessments TEAM ALIGNMENT report for Team Name January 30, 2010 www.integroleadership.com support@integroleadership.com Copyright Integro Learning Company Pty Ltd, Australia Copyright Integro
More informationChapter Four Discussion Questions
Chapter Four Discussion Questions 1. The first meeting of Wes Douglas and Elisabeth Flannigan, director of nursing, didn t go well. If you were the new administrator, explain ow you might have established
More informationFrontline Leader Learning-Development Plan Competency Guide and Learning-Development Plan Instructions
Frontline Leader Learning-Development Plan Competency Guide and Learning-Development Plan Instructions CAMC supports a shared set of leadership competencies that are aligned with our Mission, Vision and
More informationReports to: Board of Directors of the Macatawa Area Express Transportation Authority
Posting Date: June 11, 2018 Posting End Date: June 22, 2018 Position Title: Executive Director Reports to: Board of Directors of the Macatawa Area Express Transportation Authority Background Information
More informationSTEVEN COHEN COLUMBIA UNIVERSITY: SCHOOL OF INTERNATIONAL & PUBLIC AFFAIRS/ EARTH INSTITUTE
STEVEN COHEN COLUMBIA UNIVERSITY: SCHOOL OF INTERNATIONAL & PUBLIC AFFAIRS/ EARTH INSTITUTE 1. The relationship of leadership to management 2. Selznick s model of the role of the leader 3. The functions
More informationBusiness Studies - Management Notes. Business Studies Study Notes
Business Studies - Management Notes Business Studies Study Notes The Nature of Management: Definition of Management: The process of working with and through other people to achieve business goals in a
More informationSoftware Project Management
Software Project Management Dr. M.E. Fayad, Professor Computer Engineering Department College of Engineering, San José State University One Washington Square, San José, CA 95192-0180 E-mail: m.fayad@sjsu.edu
More informationCHAPTER 12 THE MANAGER AS A LEADER
CHAPTER 12 pp smartboard.notebook CHAPTER 12 THE MANAGER AS A LEADER ANYONE CAN STEER THE SHIP, BUT IT TAKES A LEADER TO CHART THE COURSE 1 WHAT IS A LEADER? Manager who earns the respect and cooperation
More informationLEVEL 10 Leadership. Building High Performing Teams and Creating a Culture for Success. Mike Monson April 2011
Building High Performing Teams and Creating a Culture for Success Mike Monson April 2011 Overview Building Blocks to Building High Performing Teams and Creating a Culture of Success INSPIRING CHARACTER
More informationPerformance Feedback. For Managers. Core Commitments THE MISSION
Performance Feedback For Managers THE MISSION The mission of Baylor University is to educate men and women for worldwide leadership and service by integrating academic excellence and Christian commitment
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationDescription of Module Food Technology Food Business Management
Subject Name Paper Name Paper No. 14 Module Name/Title Module Id Description of Module Food Technology Food Business Management Organizational Leadership FT/FBM/09 Objectives To know about difference between
More informationCOLLEGE OF HARINGEY, ENFIELD AND NORTH EAST LONDON JOB DESCRIPTION AND PERSON SPECIFICATION
COLLEGE OF HARINGEY, ENFIELD AND NORTH EAST LONDON JOB DESCRIPTION AND PERSON SPECIFICATION POST: LOCATION: REPORTING TO: RESPONSIBLE FOR: GRADE: Building Services Hub Manager Cross College Head of School
More informationEmployee Engagement: getting the best from your people A Roevin recruitment guide
Employee Engagement: getting the best from your people Page 1 of 6 Employee Engagement: getting the best from your people Everyone seems to be talking about employee engagement. While most employers would
More informationTriple Crown Leadership: How Ethical Organizations Can Take the Lead
Triple Crown Leadership: How Ethical Organizations Can Take the Lead Bob Vanourek March 30, 2016 Rochester Area Business Ethics Foundation & Conscious Capitalism Rochester Chapter Central Premise Commit
More informationEffective Leadership Skills for Managers
Live Training Class 1: Developing the Leader Within You Today s leaders must be partners with their people. They cannot lead solely based on positional power. As a leader or leader in the making, we have
More informationDay of Learning for Next-Generation HR Leaders
Day of Learning for Next-Generation HR Leaders Don t Bother if You Can t Commit What leaders need to do to make change happen Anne Beutler and Daniel Imbeault Discussion outline Why is change so difficult?
More information