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Leader Styles Jim O’Brien Professional & Educational Activities.

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Presentation on theme: "Leader Styles Jim O’Brien Professional & Educational Activities."— Presentation transcript:

1 Leader Styles Jim O’Brien Professional & Educational Activities

2 Time is the most valuable thing a person can spend. Thanks!!

3 My request of you today: RISK!!! Let’s have a conversation

4 What do you want out of today’s session? WIIFM?

5 What is LEADERSHIP?

6 LEADERSHIP is the art, science, and craft of influencing other people to accomplish a task and to improve the organization.

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10 On a card in front of you…. Write down the name of a friend whom you greatly admire. Write down the thing that you most admire about that friend.

11 WHAT KIND OF LEADER ARE YOU?

12 What does every leader need to be able to do?

13 Model of “The High Impact Leader” (The Jennings Group) I know myself I have a well-defined personal vision I understand others I am a 100% listener and a complete communicator I am an effective leader of change I am a complete coach and mentor I inspire leadership in others (create a culture of leadership) I demonstrate my personal integrity every day in what I do and say

14 How can we understand ourselves and understand others?

15 Leader Styles Only three styles exist (US Army Field Manual, 1973; ) Authoritarian or autocratic Not “bossing people around” Participative or democratic Leader has some info; subordinates have the rest Delegative or Free Reign Leader is responsible but does not make the decision

16 Myers-Briggs Type Indicator (MBTI) Measure of psychological preferences in how people perceive the world & how they make decisions. Based on four-pair dichotomies or preferences Extraversion (E)---Introversion (I) …(Energy and action) Sensing (S)---Intuitive (N) …(Perceiving function) Thinking (T)---Feeling (F) …(Judging Function) Judgment (J)---Perception (P) … (Lifestyle preference) Sixteen pair (e.g., ESTJ or ISFP or others) Expresses a preference for personality (not directly leadership); changes due to …..

17 Inventory of Leader Abilities Strength Deployment Inventory (SDI) A tool for managing conflict & improving relationships Motivational Value Systems (MVS) Motivated by different words, results, and rewards Self-worth enhanced in different ways. Same words—different meanings React differently to change; criticism; conflict; feed back Leadership Practices Inventory (LPI) 360-degree leadership assessment Measures competencies based on Kouzes & Posner’s “5 Practices”

18 Inventory of Leader Abilities (1 of 2) Strength Deployment Inventory (SDI) A self-scoring tool for managing conflict & improving relationships Motivational Value Systems (MVS) Motivated by different words, results, and rewards Self-worth enhanced in different ways. Same words—different meanings React differently to change; criticism; conflict; feed back

19 Motivational Value Systems (MVS) Easy to remember; easy to sense in others Relationship-based People are motivated by different things RED—Compete to win GREEN—Self-reliant and analytical BLUE—Live to enrich others HUB—”Inclusion of others” oriented GREEN-RED—Win with their heads GREEN-BLUE—Explore & question to get it right RED-BLUE—Succeed through people

20 Inventory of Leader Abilities (2 of 2) Leadership Practices Inventory (LPI) Measures competencies based on Kouzes & Posner’s “5 Practices” 360-degree leadership assessment Supervisor Peers Subordinates Others

21 Inventory of Leader Abilities Lots of other ways to become aware of your talents, preferences, capabilities Ask others Search the web

22 Five Practices & Ten Commandments (Kouzes & Posner) 1. MODEL THE WAY 2. INSPIRE SHARED VISION 3. CHALLENGE THE PROCESS 4. ENABLE OTHERS TO ACT 5. ENCOURAGE THE HEART

23 Five Practices & Ten Commandments (Kouzes & Posner) 1. MODEL THE WAY 1. Find your voice (by clarifying personal values) 2. Set the example (by aligning actions with shared values 2. INSPIRE SHARED VISION 3. Envision the future (by imagining exciting & ennobling possibilities) 4. Enlist others (by appealing to shared aspirations)

24 3. Challenge the process 5. Search for opportunities (seek innovative change, growth, &B improvement) 6. Experiment and take risks (small wins & learn from mistakes) 4. Enable others to act 7. Foster collaboration (cooperative goals & build trust) 8. Strengthen others (share power & discretion)

25 3. Encourage the heart 9. Recognize contributions (appreciation for individual excellence) 10. Celebrate values & victories (create a spirit of community)

26 What do they want from me? Can I trust you? Are you committed to excellence? Do you care about me?

27 What questions do you have for “them”? Have I given you reason(s) to trust me? Have I demonstrated my commitment to excellence? Have I shown how much I care about you?

28 What are traits of effective leaders? Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart Kouzes & Posner, “The Leadership Challenge”

29 Model the way Model the behavior expected of others (positive role model). Lead from what you believe. By word & deed, demonstrate your values & beliefs. People follow the person, then the plan.

30 Inspire shared vision Envision the future by imagining exciting & ennobling possibilities. Bring others in to a shared vision by appealing to shared aspirations.

31 Challenge the process Seek innovative ways to change, grow, & improve. Experiment & take risks by generating small wins and learning from mistakes.

32 Enable others to act Promote cooperative goals & build trust Strengthen others by sharing power and discretion

33 Encourage the heart Show appreciation for individual excellence Celebrate values & victories by creating a sense of community

34 Want to make a difference? Begin with a compelling, positive vision (with clear, concrete goals. Add the attitude that communication to all is better. Recruit volunteers (ask them!!) who are receptive to communication and want to achieve the shared vision. Foster teamwork in everything that you do. Inject ongoing encouragement and continually recognize outstanding performance. Provide training and resources to develop others.

35 Let’s move on to developing a compelling vision …..But first, let’s take a break…..

36 Seen on a Tennessee roadside… Everyone wants to go to heaven….. …but no one wants to go right now.


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