Ppt on jack welch leadership style

Lessons in Leadership: Tom Peters Seminar2001 Rollercoaster Days: Learning to … Rock & Roll! Ft Lauderdale/05.22.2001.

own market, perhaps not by traditional competitors but by companies you never heard of 24 months ago.” Jack Welch [07.00/Forbes.com]Forbes.com GE & the Web Purchasing: 2000: $6B; 2001: /in the marketplace.” Norio Ohga “What’s imperative is the creation of a style that becomes a culture linking you to the community. You can only do /Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership Brand Leadership Passion Rules! “Leadership is a performance. You have to be conscious of your behavior, /


Distinct or … Extinct Tom Peters Seminar2000 LESSONS IN LEADERSHIP Detroit 29 September 2000.

s Greatest Managers Do Differently 44 Players = 44 Projects = 44 different success measures = 44 different styles (of you) One [if lucky] “1 in 10 years” [Scout: Great career = /Internet rank in priority? It’s No. 1, 2, 3, and 4.” Jack Welch “One cannot be tentative about this. Excuses like ‘channel conflict’ or ‘marketing and/ Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership Brand Leadership Passion Rules! “Leadership is a performance. You have to be conscious of your behavior, because/


Distinct or … Extinct Tom Peters Seminar2000 LESSONS IN LEADERSHIP Orlando 21September2000.

s Greatest Managers Do Differently 44 Players = 44 Projects = 44 different success measures = 44 different styles (of you) One [if lucky] “1 in 10 years” [Scout: Great career = /Internet rank in priority? It’s No. 1, 2, 3, and 4.” Jack Welch “One cannot be tentative about this. Excuses like ‘channel conflict’ or ‘marketing and/ Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership Brand Leadership Passion Rules! “Leadership is a performance. You have to be conscious of your behavior, because/


The Re-imagination Imperative: A Passion for Passion ! Tom Peters/ National Leadership Summit 2004/ Minneapolis/26June04.

every measure” Title, Special Report, BusinessWeek, 11.20.00 Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback;/“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch !


Effective leadership 10/3/2015 DSM 504 1. What are some typical leadership behaviors that come to mind? 10/3/2015 2.

Saw: Principles of Balanced Self-Renewal 10/3/2015DSM 504 31  The traits of an effective leader -Jack and Suzy Welch  Four Es of effective leadership ( Old Es)  Four Es of Effective Global Leaders ( New Es) 10/3/2015DSM 504 32 /, support or acceptance  Fiedler concluded through his research that the favourableness of the situation in combination of the leadership style determines leadership effectiveness 10/3/2015DSM 504 99  Based on the analysis of Fiedler findings from all types of situations, Fielder/


Breakthrough Leadership for Organisational Excellence

change or they become victims of change. - Unknown Change can be reactive or proactive Change before it comes. - Jack Welch Planned Change Involves activities that are intentional and goal- oriented The goals of planned change Improve the ability of the /in a specific situation Partnering for performance The ability to reach a mutual understanding with each follower regarding the leadership style which most effectively meets his/her present needs in a specific situation. This opens up communication and helps/


MODULE 16 LEADERSHIP “A leader lives in each of us” What are the foundations for effective leadership? What are current issues and directions in leadership.

FOR EFFECTIVE LEADERSHIP Leadership Styles Fiedler’s Contingency Theory Suggests that the best leadership style depends on the situation FOUNDATIONS FOR EFFECTIVE LEADERSHIP Leadership Styles Fiedler believes that leadership success requires the right style–situation match. He classifies leadership styles as either /people. MORE DRUCKER Why Peter Drucker’s leadership advice still matters When Peter Drucker died at the age of 95 in the year 2005, the former CEO of GE, Jack Welch, said: “The world knows he was/


Presentation on ‘leadership styles’ Presented to: Miss. Najmunnisa Made by: Qazi Mohammad Hasnain Syeda Nida zehra Syeda Sabeen Mir Waqas Pervez Shiekh.

to Jack Welch, and Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Understanding Leadership Styles The leadership styles we look at here are: Autocratic leadership. Bureaucratic leadership. Charismatic leadership. Democratic leadership/participative leadership. Laissez-faire leadership. People-oriented leadership/relations-oriented leadership. Servant leadership. Task-oriented leadership. Transactional leadership. Transformational leadership. Autocratic/


Welcome to session on Leadership What is Leadership ? “ The process of influencing the activities of an organized group in its efforts toward goal setting.

Leadership What is Leadership ? “ The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement” (Stogdill, 1950, p. 3) “Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members” Before We Begin… Which famous leaders can you think of? 1. Bill Gates (Microsoft) 2. Jack Welch/


+ Energizing Leadership Teams. + Welcome!!! Imagine … if you could do ANYTHING in your ministry with NO LIMITS what would you do? Dream …

honestly discuss the work styles represented by your team members and proactively plan for ways to work in harmony and reduce conflict. What can I do to energize my leadership team? LEADERSHIP COMPASS North Action East Vision South Empathy West Analysis LEADERSHIP Good leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. - Jack Welch I cant change the/


Copyright 2007 – Biz/ed Meaning of Leadership Process of influencing people, understanding their needs and aspirations, setting.

Leadership is all about values, vision, enabling and coaching. Leaders create followers by their far sightedness, knowledge and sensitivity. eg- Jack Welch of GE-pioneered empowerment, boundaryless organization, Tata pioneered the concept of CSR in India As a property leadership/Power- Extent to which the leader has reward power. Fiedler assumes that an individual’s leadership style is fixed, so if situation and leader style don’t match either change the leader or change the situation. http://www.bized.co.uk/


BUSINESS MANAGEMENT BUT111C The Nature of Leadership Week 21.

how to motivate them often influence a leader’s behaviour. Two approaches to leadership TRANSACTIONAL LEADERSHIP TRANSFORMATIONAL LEADERSHIP Leadership style based on leading by exchange. Transactional leaders often excel at the management functions by stressing/(such as falsifying performance reports) rather than improving their performance. “Change before you have to…” – Jack Welch 3. Referent power Definition: Influence based on followers personally identifying with the leader. Followers tend to like/


COMBS: S MAHELAL LEADERSHIP “A leader lives in each of us” What are the foundations for effective leadership? What are current issues and directions in.

are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct FOUNDATIONS FOR EFFECTIVE LEADERSHIP Leadership Styles /Types Democratic: May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the /themselves with talented people. MORE DRUCKER Why Peter Drucker’s leadership advice still matters When Peter Drucker died at the age of 95 in the year 2005, the former CEO of GE, Jack Welch, said: “The world knows he was the greatest /


Leadership:Way2Wow! University of Delaware Professional and Continuing Studies presents.

a Leader Leading Self Leading Others Leading Organization Before you become a leader, success is all about growing yourself. When you become a leader, success is all about growing others - Jack Welch Develop and Maintain Self-Awareness What is your leadership style? What happens to your style when under stress? How does it affect your behavior? How does your behavior affect others? Source: G. Yukl/


Tom Peters’ EXCELLENCE. ALWAYS. Leadership. 21 April 2009

Organizations exist to serve. Period. Leaders live to serve. Period. The Basic Mechanism. 2. Leadership Is a … Mutual Discovery Process. “Ninety percent of what we call ‘management’ consists of / listen? [Are you sure?] Do you listen? [Are you sure?] What is your style of “hashing things out”? Are you perceived as (a) arrogant, (b) abrasive (/ rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch 51. Leaders Relentlessly Pursue … Excellence Source: Anon. (Posted @ tompeters.com by /


Tom Peters’ Re-imagine ! The Leadership 50 Belo Horizonte/27September2005.

hear, smell or taste,’ writes CEO Howard Schultz.” —Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness Marketing “Magic”*/Followers”: THEY CREATE LEADERS! “I start with the premise that the function of leadership is to produce more leaders, not more followers.” — Ralph Nader “AS LEADERS/rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch 51. Leaders (and Management Gurus) Know WHEN TO LEAVE! “In classical times/


Unit 8 - Team Leadership. Aims of this Unit To understand how different leadership styles impact on team performance To understand how to be an effective.

vision and relentlessly drive it to completion.“ Jack Welch – CEO General Electric What makes a good leader? http://youtu.be/gr_OpFxCx-A Braveheart – The famous speech from William Wallace Leadership Qualities A leader must be able to communicate/ talents Raises aspirations Negative: Decreased morale Alienation Negativity Conflict Stress Reduced productivity P2 Explain how two different leadership styles impact on team performance. You must use examples from different types of team in an aviation environment/


Conrad Hilton …. Excellence NOW NOW Tom Peters/09 October 2012 Tom Peters/09 October 2012 Fall Conference-Leadership Summit Nyenrode Business Universiteit.

Jack Welch/Jeff Immelt on GE’s #1 strategic skill ( !!!! ) 70 cents “ Development can help great people be even better— but if I had a dollar to spend, I’d spend 70 cents getting the right person in the door.” — Paul Russell, Director, Leadership/’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive- collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution/


1 Leadership 2.0 Patrick A. McNutt www.patrickmcnutt.com.

vision, they live and breathe it’ Jack Welch 4 Leadership in Theory Choosing the Right People Retaining and Motivating Employees /leadership is signalled to the market. 9 Leadership: Style v Type Leadership style: business leadership Leadership type: leadership in business 10 Leadership style STYLE Strategy Consultants Transition & Threats Revered past 11 Leadership type TYPE CEO chief strategist Mystery & Opportunity Visionary 12 Leadership style Myopic short term Threats Transition to new roles 13 14 Leadership/


Leadership is the capacity to translate vision into reality Warren Bennis.

Message By Jack Francis Welch Difference between leaders & Managers LeadersManagers InnovateAdminister DevelopMaintain InspireControl Long Term ViewShort term view Ask what and whyAsk, how and when OriginateInitiate Challenge the status quo Accept the status quo Do the right thingsDo Things right Different Styles of Leadership Autocratic leadership Bureaucratic leadership Charismatic leadership Democratic leadership or Participative leadership Laissez-faire leadership People-oriented leadership or Relations/


PERSONAL LEADERSHIP A framework for exploring and evaluating Leadership Competency for the 21 st Century. COMMUNICATION Visioning Inspiring STRATEGY DevelopingEnabling.

other “styles” during the interaction. Leadership Competencies Includes both Personal competency and Inter- Personal competency in four specific areas: –Communication  Accomplishment –Strategy  Stewardship and Accountability The Learning Team will first build an understanding of the overall framework, provide initial feedback to each other as a baseline, and gain clarity around each of the areas. This module also includes integration of the Jack Welch – Right/


1 Contingency Approaches. 2 Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership Universalistic Approach Contingency Approach.

3 Contingency Approaches Contingency approaches : approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively The answer then is: That the answer depends on leader, follower, and situation variables/ the “GAPS” JACK WELCH “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others and filling the Gaps.” Through Individualized Leadership Vertical Dyad Linkage /


STS International, Inc. PERSONAL LEADERSHIP A framework for exploring and evaluating Leadership Competency for the 21 st Century. COMMUNICATION Visioning.

the opportunity to share their own data, interact with the group, and learn about other “styles” during the interaction. STS International, Inc. Leadership Competencies  Includes both Personal competency and Inter-Personal competency in four specific areas:  /of the Jack Welch – Right Way – Right Results model and an exploration of Transformational Leadership which will be used in greater detail later in the workshop. STS International, Inc. Personal Leadership Framework Personal Leadership requires a/


1 Contingency Approaches. 2 Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership Universalistic Approach Contingency Approach.

Contingency approaches : approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively Fiedler’s contingency model : a model designed to diagnose whether a leader is task-oriented/ Filling the “GAPS” JACK WELCH “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others and filling the Gaps.” Through Individualized Leadership Vertical Dyad Linkage Leader /


1 Questions of Leadership Elizabeth Kelley, PhD. March 3, 2007.

– make time for others as individuals, MBWA, assign tasks on the basis of individual abilities and developmental needs RRSP MODEL 30 Transformational Stories Ordinary Guy Stacey, the teacher Jack Welch…not? 31 Question #8 What kind of leadership will organizations need in the future? 32 Future Leadership Style Helping others succeed Flexible Collaborative Inclusive Participative Relationship-oriented Encourage knowledge sharing and creation Encourage innovation TRANSFORMATIONAL/


Gender Diversity and Leadership in Tomorrow’s Organisations Colleen Chesterman ATN WEXDEV Developing Tomorrow’s Leaders Conference University of Wollongong,

and how best to accomplish their goals in life Stereotypes of Male Leadership Styles Traditional leadership is defined as male (eg forthcoming Leadership Summit in Sydney has only 1 woman speaker) Seen as hierarchical, “decisions from on high” (‘Neutron Jack Welch) Working long hours Competitive and aggressive Limited emotional engagement with staff Stereotypes of Female Leadership Styles Collaborative Consultative Working towards consensus Discouraging competitive behaviours Creating friendly and/


Leadership Perspectives : An Evolutionary Framework, and Personal Lessons Learned.

of great leaders 6.2 Important Skills; 6.2.5. Develop professional habits to effectively prepare for leadership roles Jack Welch GE CEO 1981-2001 Increased company market value 4,000% –1980 market value $14B, revenues $26B/et. al. Situational Theories Characteristics of the situation determine the successful leader based on leadership style authoritarian democratic laissez-faire Style and situation categorization according to Fred Fiedler 1967 relationship-oriented task-oriented Necessitates clarification of/


ISM 158 Business Strategy and Information Systems Jack Callon.

Peter Keen - IS Management and Trends Jim Collins - Successful Businesses Jack Welch - Business Management My Personal “Expert Profile” Oral Presentations Introduce or summarize/of the presentation 5. Organization and content of presentation. 6. Presentation style (how well actually presented) 7. Timing of presentation. 8. Enthusiasm/the correct industry designation? Significance of Steve Jobs leadership? Significance of Steve Jobs leadership? Significance of Internet to drive product development and /


Motivation. “A leader is best when people barely know he exists, when his work is done… they will say: We did it ourselves.” ~ Lao-Tzu, c. 600 B.C. “Leadership.

and deliver on promises Source: Jack Welch Tells It Straight from the Gut, Anderson Assets, Winter 2002 Managerial Styles Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation Autocratic Style Democratic Style Free-rein Style Motivation and Leadership in the Twenty-first Century Motivation/


UNIT 2: Leadership. Transformational Leadership ● Is the inspirational leadership that gets people to do more towards achieving high performance; it encourages.

and women, the organization benefits. http://www.hullonline.com/2013/01/16/male-vs-female-leadership-styles/ Video: TED - Sheryl Sandberg ●Sheryl Sandberg: COO and Board of Directors Member for /● People possessing true charismatic leadership qualities are relatively rare ● Tendency towards narcissism; insensitive to others ● Unpredictable; potentially dangerous to organization Video Clips: Charismatic Leaders Richard Branson: Virgin Video Clips: Charismatic Leaders Jack Welch: General Electric (GE) /


Project Management Leadership. By leadership we mean the art of getting someone else to do something that you want done because he wants to do it. - Dwight.

When you become a leader, success is all about growing others.“ – Jack Welch You do not lead by hitting people over the head — thats assault, not leadership." — Dwight D. Eisenhower Leadership is getting your team to accomplish a lot more than they ever could/page on this movie. Evidently there was a TV Series too For decades a case study for teaching leadership – civilian and military Distinctively demonstrates 4 leadership styles (S1 – S4) Watch out for the “nice guy paradox” at beginning and end of the /


Leadership Development Plan of Gary Martindale at Fox and Hound Restaurant Group.

style of leadership to needs of the employees  Continue to utilize affiliative  Utilize Coaching, Pacesetting, and Authoritative as necessary  (Blanchard, Zigarmi, and Zigarmi, 1985)  Hierarchy of organization is needed for accountability purposes  Hierarchy can limit flow of ideas  Need to allow ideas to be raised from all parts of the company  Utilize the diverse workforce to achieve a strategic advantage  GE under Jack Welch/


Leadership Skills & Professional Behavior for Career Success TOTA Annual Conference November 8, 2014 Sophie Rydin, OTR, PhD.

clinicians - Leadership Defined O Good business leaders create a Vision, articulate the Vision, passionately own the Vision, and relentlessly drive it to completion – Jack Welch Leadership Skills /leadership style Leadership Resources - Journals O Leadership Quarterly O Journal of Management Development O Journal of Leadership and Organizational Studies O Journal of Organizational Behavior O Journal of Applied Psychology Leadership Resources – Professional Associations O The Center for Association Leadership/


Engineering and Technology Management ETM 5110/5341 LEADERSHIP STRATEGIES FOR TECHNICAL PROFESSIONALS Summer 2003 Instructor: Mr. C. Michael Carolina Dates:

Watch in 2001, Business Week. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Case Studies Case Study 1: “GE’s Two-Decade Transformation: Jack Welch’s Leadership” (Bartlett), Harvard Business Review, Product Number 301040. Case Study 2: / Week VReview and wrap-up. (7/09) Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Better understanding of leadership styles and their impact on an organization Better understanding of, and differentiation between, a leader and /


TRANSFORMATIONAL LEADERSHIP A students perspective Cerisha Singh.

the time, you just nurture and tend. Then watch everything bloom. Jack Welch 3 CARE DIGNITY TRUTH PARTICIPATION PASSION Impact on students Transformational leadership practices are skills that build and sustain human relationships that empower others to accomplish extraordinary things on a regular basis (Kouzes & Posner, 2002a). Transformational leadership embodies an interaction style that elevates others to higher levels of motivation and morality (Burns, 1978/


MSETM 5110 – LEADERSHIP STRATEGIES Session 2 Review “Rules of Engagement” Summary of Student Profiles Recap Session 1 Management/Leadership Divergence.

Cola, North America Reengineering Leadership MSETM 5110 – LEADERSHIP STRATEGIES Course Structure Review of Leadership Styles Examples of Recognized Leaders Examples of Emerging Leaders A Look at Values and Virtuality Use of HBR Case Studies for Relevancy and Application Presentations by Guest Executives MSETM 5110 – LEADERSHIP STRATEGIES Case Studies Case Study 1: Harvard Business Review (Bartlett), “GE’s Two-Decade Transformation: Jack Welch’s Leadership.” Product Number 301040. Case/


LONG Tom Peters’ X25* EXCELLENCE. ALWAYS. Bloomberg Leadership Series/School of Public Health Johns Hopkins University/02 April 2007 *In Search of Excellence.

Education vs Popular Education Germans vs English Wickliffe Rose vs William Welch Haaavad vs JHU Why in the World did you go to / ECLIPSE OF MALES (Old/Retire; Young/Poorly educated) The Perfect Answer Jill and Jack buy slacks in black… Selling to men: The TRANSACTION Model Selling to Women: /Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing/


Re-imagine’s Requisites: The Leadership 11 Tom Peters Banco Leon/ Santo Domingo/31March2004.

: Ed Michaels, War for Talent “In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people/BusinessWeek, 11.20.00 Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory,/


COURSE INTRODUCTION “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Jack.

, success is all about growing others.” Jack Welch Learning Objectives: Importance of developing leadership skills Course supports Venturing Leadership skills vs: leadership attributes WHAT MAKES A LEADER? INTRODUCTION TO LEADERSHIP SKILLS FOR CREWS (ILSC) Leading Self / is progress. Working together is success.” Henry Ford Learning Objectives: Stages of team development Leadership style for team development Describe regression in team development LEADING CREWS Team Development Activity LEADING CREWS Team/


1 Importance of leadership and management in improving organizational performance Jennifer Astaphan, Executive Director,CARICAD November 2, 2009.

Execute Jack Welch (Former CEO General Electric)  Ability to execute  Ability to energize others  The edge to make tough decisions  High energy 12 ROADMAP FOR IMPROVING LEADERS Attributes x Results = Roadmap for Improving Leaders Demonstrate LEADERSHIP ATTRIBUTES Emanate/ Public Service Agencies Organizational Architecture: -Strategy -Structure -Systems -Styles -Shared Values -Staffing -Skills Styles of leadership Social Capital NGOs Participation Change and Transformation Human Capital Management and/


VERTICAL PERFORMANCE - TOGETHER: BETTER PEOPLE. BETTER ORGANIZATIONS. BETTER COMMUNITY. 1 Presentation Leadership in the Workplace: Leadership by Influence.

Joe Namath Level 3 Leadership: PRODUCTION John C. Maxwell VERTICAL PERFORMANCE - TOGETHER: BETTER PEOPLE. BETTER ORGANIZATIONS. BETTER COMMUNITY. 13 “When you become a leader, success is about growing others.” Jack Welch Level 4 Leaders become /.  This style avoids reacting – great advice includes “never responding to attack with attack!”  This style is focused on retention, not rejection. 24 VERTICAL PERFORMANCE - TOGETHER: BETTER PEOPLE. BETTER ORGANIZATIONS. BETTER COMMUNITY. 25 Leadership from within… /


Chapter 2: Level 5 Leadership

was CEO, he turned Kimberly-Clark to a stunning transformation. Very few people knew anything about Darwin. When asked about his leadership style, he would only reply, “Eccentric”. People thought he was shy. Smith was diagnosed with nose and throat cancer. Smith made/ a plow horse.” -Alan Wurtzel, Former CEO (Circuit City) The Window and the Mirror Luck Alan Wurtzel- Circuit City Jack Welch- GE Sam Walton- Walmart The number one factor for success was Luck The Window and the Mirror The emphasis on luck /


Lessons in Leadership: Tom Peters Seminar2001 RollerCoaster Days: Learning to Rock & Roll! Hartford/05.07.2001.

, perhaps not by traditional competitors but by companies you never heard of 24 months ago.” Jack Welch [07.00/Forbes.com]Forbes.com GE & the Web Purchasing: 2000: $6B; 2001/the marketplace.” Norio Ohga “What’s imperative is the creation of a style that becomes a culture linking you to the community. You can only/ hands affair. Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership Leadership2001 Talent-obsessed (Great>>>Good) Opportunity Structure (Fast, Cool, Accountable, Rewarding) Pursuit/


Lessons in Leadership: Tom Peters SeminarM3 Rollercoaster Days: Learning to … Rock & Roll! St Louis/24Jan2001.

.” Daniel Pink, Free Agent Nation “Our education system is a second-rate, factory-style organization, pumping out obsolete information in obsolete ways. [Schools] are simply not connected /by traditional competitors but by companies you never heard of 24 months ago.” Jack Welch [07.00/Forbes.com]07.00/Forbes.com “We’ve put the/ Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership Brand Leadership Passion Rules! “Leadership is a performance. You have to be conscious of your behavior, because /


Vaughan Burnand Leadership VEB Lean Ltd 0771 3069624

? 3 most common Jean Luc Picard Ronald Reagan Anita Roddick Sitting Bull Jack Welch Martin Luther King Abraham Lincoln Effective Leaders … Have willing followers!!!! And it’s the engagement of those followers that is important Situational Leadership You can’t always be the leader Teams select own leaders? Adopt an appropriate style “The Admirable Crichton” Knowledge, Skills and Attitude Failure! The one experience you/


Building Effective Leadership Skills Creating Your Own Leadership Legacy 2007 CANE Spring Meeting Dan Hogan Vice President, Personal and Small Business.

leadership legends, you will hear ideas and strategies that you can incorporate into your personal leadership style to help drive winning results in your organization. Historically, the training of actuaries has underserved the leadership component. Using effective leadership/ Effective Leadership Skills | Creating your own leadership legacy 15 Continuous Learning Leadership Profile: Jack Welch Building Effective Leadership Skills | Creating your own leadership legacy 16 The Profession of Leadership requires/


Entrepreneurial Leadership Presentation to: Leadership Symposium KU Edwards Campus Wally Meyer November 19, 2008.

 New learning is always involved Destroy, disrupt, reinvent Differences in Leadership Types Difference in Leadership Styles TransactionalTransformationalEntrepreneurial Focus Day-to-day activities Organization Change Opportunity Building/creating Approach Development/corporate identity (Jack Welch) (Nanus, Visionary Leadership, 1992) “Single most important factor in organization’s success is leaders’ adherence to core values ( Thomas Watson, Ideas That Helped Build IBM, 1986) Leadership Values Leaders/


Study Question 4: What is transformational leadership?

Management Fundamentals - Chapter 13 Study Question 4: What is transformational leadership? Examples of Transformational Leaders Jack Welch MichaelDuke (former) Lee Scott Herb Kelleher Meg Whitman (former) Michael Dell Jeff / in leadership development? Gender and leadership. Both women and men can be effective leaders. Women tend to use interactive leadership. A style that shares qualities with transformational leadership. Men tend to use transactional leadership. Interactive leadership provides /


a leader, your job is to take people who are already great and make them unbelievable.” Jack Welch Former CEO General Electric “Leadership development is perhaps one of the most important duties that I have.” Peter Brabeck-Letmathe CEO Nestl/ Treat each direct report differently, but hold all of them to the same standards. Inspirational Leadership and Vision Credibility of Leadership Style and Skills Credibility of Business Management Experience Gives Freedom for Others to Make Their Own Decisions Treats/


1 MSETM 5110 – LEADERSHIP STRATEGIES LECTURE 4 FEBRUARY 7, 2002.

LECTURE 4 FEBRUARY 7, 2002 2 MSETM 5110 – LEADERSHIP STRATEGIES Session 4 Recap/Common Threads Guest Lecture “Series” – Jack Welch (GE), Craig Weatherup (Pepsi), Jerry Ennis (Boldt Construction), Peter Drucker et. al. (/Leader” (Insights on the Art of Influence, by Ken Blanchard) 3 MSETM 5110 – LEADERSHIP STRATEGIES Course Structure Explore the Concept and Practice of Leadership Review of Leadership Styles Examples of Recognized Leaders Examples of Emerging Leaders Focus on Values and Alignment Use of HBR /


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