Presentation on theme: "Learning Set 2006 Examining Leadership and Yourself Marion Lynch (Associate Dean Oxford Deanery) & Templeton College."— Presentation transcript:
Learning Set 2006 Examining Leadership and Yourself Marion Lynch (Associate Dean Oxford Deanery) & Templeton College
Intro setting the scene. The Theory Bit. Leading, influencing, making the difference and getting what you want. Issues related to making decisions, assertiveness and influencing were aspects noted last time. We will examine the reasons behind these (causes) rather than cures. We will do this with fun.
Leadership archetypes based on Jung/Olivier Mythodrama STATIC DYNAMIC FEMININE MASCULINE NURTURE GREAT MOTHER ORDER GOOD KING ACTION WARRIOR CHANGE MEDICINE WOMAN Deliberate Methodical Logical Practical Empathic Reassuring Receptive Warm Motivating Forceful Confronting Confident Creative Adaptable Visionary Inspired Set objectives Recognise effort Attend to detail Challenge everything Defeat opposition Fight battles Form relationships Build trust Develop others Imagine the future Build visions Create solutions See: Richard Olivier (2001) Inspirational Leadership
Method Experiential Learning We are going to experience each of these ways of working. As a group we will spend five minutes in each climate Once we have accessed all area we will decide which it is that we prefer, which we hate and look at why. We will then review how we work, what goes wrong and see if it can be analysed through our own ways of working
Leadership archetypes gone wrong based on Jung/Olivier Mythodrama STATIC DYNAMIC FEMININE MASCULINE OVER NURTURE DEVOURING MOTHER RIGIDITY BITTER OLD MAN TYRANNY MERCENARY ECCENT- RICITY MAD WOMAN Cynical Weary Burnt-out Naïve Devouring Belligerent Insensitive Crazy Uncritical Attribute blame Obsessed with detail Fight everyone Cause conflict Bully people Destroy relationships Encourage egocentrism Addicted to change Cause confusion Change whats good See: Richard Olivier (2001) Inspirational Leadership
We are all potential leaders within the NHS Leaders have certain strengths that make them effective. Ideas? However, what happens to people when they feel that they are not succeeding? How do they manage / change / adapt? Ideas?
Strengths that can become derailers Diligent Charming Vivacious Shrewd Careful Independent Imaginative Focussed Perfectionist Manipulative Dramatic Mistrustful Cautious Detached Eccentric Passive Aggressive
Bringing it to their reality: Reflections What have you learnt from this session about yourself and others? How do you feel? What are you going to do differently? What will be the implications for you and for others?