logging in or signing up 11 SLIDES edited 6 7 Bianca Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 550 Category: Education License: All Rights Reserved Like it (1) Dislike it (0) Added: April 07, 2008 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: ivantheterrible (43 month(s) ago) Bianca I like your work and would like to be able to download as a Powerpoint to share with my colleagues who have a great need to learn how they are perceived as leaders in my organisation. Thanks Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide1: “Leadership is the art of mobilizing others to want to struggle for shared aspirations.” Jim Kouzes & Barry Posner The Leadership ChallengeSlide2: “The real test of quality in the early part of the next century is going to be what I call the quality of leadership.” Bob Galvin Chairman, Executive Committee Motorola, Inc. How We Learn: How We LearnDisengaged Workers: Disengaged WorkersCharacteristics of an Admired Leader: Characteristics of an Admired Leader _21%_ Ambitious _40%_ Broad-minded _20% Caring 66% Competent _28%_ Cooperative _20%_ Courageous _33%_ Dependable _24%_ Determined _42%_ Fair-minded 71% Forward-looking 88% Honest _23%_ Imaginative _ 6% _ Independent 65% Inspiring _47%_ Intelligent _14%_ Loyal _17%_ Mature _ 8% _ Self-controlled _34%_ Straightforward _35%_ SupportiveDesired Characteristics of a Leader: Desired Characteristics of a Leader Honest Forward-looking Competent Inspiring Source Credibility: Source Credibility Trustworthiness Expertise DynamismThe Five Practices of Exemplary Leadership®: The Five Practices of Exemplary Leadership® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the HeartModel the Way: Model the Way Find your voice by clarifying your personal values. Set the example by aligning actions with shared values.Inspire a Shared Vision: Inspire a Shared Vision Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.Challenge the Process: Challenge the Process Search for opportunities by seeking innovative ways to change, grow, and improve. Experiment and take risks by constantly generating small wins and learning from mistakes. Slide12: Enable Others to Act Foster collaboration by promoting cooperative goals and building trust. Strengthen others by sharing power and discretion. Encourage the Heart: Encourage the Heart Recognize contributions by showing appreciation for individual excellence. Celebrate the values and victories by creating a spirit of community.How Zárate Enabled Others: How Zárate Enabled Others Established new credo to live by: QWL = TPQ + TQC + LDS Abolished reserved parking for executives Eliminated time clocks Eliminated quality-control inspectors Eliminated job titles Eliminated needless paperwork Had work teams keep own attendance records Reduced 7 layers of management to 4Results at Metalsa: Results at Metalsa Before Questionable future 1 plant $23 million in domestic sales No exports 1,000 employees 10% rejection rate After Worldwide recognition 6 plants $140 million in domestic sales and exports 40% exports 2,000 employees 0.1% rejection rate 200% productivity increase Numerous supplier awards for qualityShared Values Make a Difference: Shared Values Make a Difference Less personal and job-related stress That organizational policies are guided by ethical standards That organizational goals are important More personally successful More committed to the organization and to key stakeholders More willing to work harder and longer hours Clearer about organizational values People feel:The Impact of Values Clarity on Commitment: The Impact of Values Clarity on Commitment High High Low Clarity of Personal Values 4.9 Low Clarity of Organizational Values 4.9 6.3 6.1 Align Actions with Values: Align Actions with Values Spending Time Critical Incidents Stories Communications and Interactions Symbols and Rituals Rewards !?High Management Credibility: High Management Credibility Be proud to tell others they’re part of the organization Feel a strong sense of team spirit See their own personal values as consistent with those of the organization Feel attached and committed to the organization Have a sense of ownership of the organization When constituents perceive their managers to have high credibility, they are more likely to:Low Management Credibility: Low Management Credibility Produce only if they’re watched carefully Be motivated primarily by money Say good things about the organization publicly, but criticize it privately Consider looking for another job in tough times Feel unsupported and unappreciated When constituents perceive their managers to have low credibility, they are more likely to:Slide21: DWYSYWDInspire a Shared Vision: Inspire a Shared Vision Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.What Is a Vision?: What Is a Vision? Ideal Unique Image Future oriented Common purposeWhen Visions Are Clear: When Visions Are Clear Job satisfaction Commitment and loyalty Esprit de corps Clarity about organizational values Pride in the organization When executives effectively communicate the vision, people report significantly higher levels of:Imagine the Ideal: Imagine the Ideal “We uplift people’s spirits!”Intuit the Future: Intuit the Future Read cutting-edge magazines Notice popular games Read articles, books and trends by futurists Identify themes in talk shows, sitcoms and movies Watch trends in the bestseller book list Ask your team what trends they think the future holds Communicating a Vision: Communicating a Vision Metaphors Examples Word pictures Theme songs Quotations Pictures Analogies Anecdotes Slogans Poetry Humor SymbolsUse Outsight: Use Outsight Be open Stay in touch Step outside of boundariesApplaud Mistakes: Applaud Mistakes Blunder Bounty What blunder have you announced boldly lately??Approach Stress Positively: Approach Stress Positively High Stress, High Illness Consider challenge taxing Feel powerless View change as a threat High Stress, Low Illness Consider challenge interesting Feel that they can influence the outcome of a situation View change as an opportunity for developmentExpect the Best in Others: Expect the Best in Others Set a high standard Find people doing things right Be creative Make recognition publicLink Performance and Rewards: Link Performance and Rewards Make sure people know what is expected of them Provide feedback on performance Reward only those who meet or exceed the standardsCheer Key Values: Cheer Key Values Put celebration on the schedule Be spontaneous Have funSlide34: “It shows what happens when the team rallies around an inspiring vision.” Thurman Conrad, Store Manager, The Kroger Co. Slide35: “In a more volatile and dynamic business environment, the controls have to be conceptual. They can’t be human anymore: Bob Haas telling people what to do. It’s the ideas of a business that are controlling, not some manager with authority. Values provide a common language for aligning a company’s leadership and its people.” Bob Haas, Chairman, Levi Strauss Slide36: “Anything worth doing is worth doing poorly.” Ralph Stayer, CEO and Owner, Johnsonville Foods Slide37: “A desk is a dangerous place from which to watch the world.” John le Carré Slide38: “If you think it’s OK, then it’s probably right.” Kim Greer, Vice President Property Services Household Credit Services Slide39: “I may not be the most knowledgeable person... but I know how to get people to think well about themselves.” Joyce Clifford, Executive Director, Institute for Nursing Healthcare Leadership, formerly Senior Vice President and Nurse-in-Chief Beth Israel Deaconess Hospital Slide40: “Without ceremonies, there are no beginnings, no endings. Life becomes an endless series of Wednesdays.” David Campbell, Senior Fellow Center for Creative Leadership Slide41: “Productivity levels went up 12% overnight... it was like hitting a light switch.” Dick Nettell, Vice President, Bank of America Slide42: “It really took a number of times of me going out, and going out with my team for people to really believe, well I think this guy could really be serious about changing this thing.” Dick Nettell, Vice President, Bank of America Slide43: “Those who follow you are only as good as the model you present them with.” Jason Hegland Water Polo Team Captain Slide44: “Leadership is not about being heroic. It’s about inspiring people to believe that the problem can be solved by working together.” Filip Morovich, Participant, Class Project Slide45: “When the process challenges you, challenge back.” Allison Avon, Coordinator School’s Annual Fashion Show Slide46: “When I asked what they thought, others got excited, took on responsibilities, and acted like leaders—and the job got done!” Peter Freeman, Participant, Work Team Slide47: “Encouraging my teammates was one of the easiest and most beneficial things I could do to make the team better.” Kirsten Cornell Leader, Volleyball Team You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
11 SLIDES edited 6 7 Bianca Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 550 Category: Education License: All Rights Reserved Like it (1) Dislike it (0) Added: April 07, 2008 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: ivantheterrible (43 month(s) ago) Bianca I like your work and would like to be able to download as a Powerpoint to share with my colleagues who have a great need to learn how they are perceived as leaders in my organisation. Thanks Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide1: “Leadership is the art of mobilizing others to want to struggle for shared aspirations.” Jim Kouzes & Barry Posner The Leadership ChallengeSlide2: “The real test of quality in the early part of the next century is going to be what I call the quality of leadership.” Bob Galvin Chairman, Executive Committee Motorola, Inc. How We Learn: How We LearnDisengaged Workers: Disengaged WorkersCharacteristics of an Admired Leader: Characteristics of an Admired Leader _21%_ Ambitious _40%_ Broad-minded _20% Caring 66% Competent _28%_ Cooperative _20%_ Courageous _33%_ Dependable _24%_ Determined _42%_ Fair-minded 71% Forward-looking 88% Honest _23%_ Imaginative _ 6% _ Independent 65% Inspiring _47%_ Intelligent _14%_ Loyal _17%_ Mature _ 8% _ Self-controlled _34%_ Straightforward _35%_ SupportiveDesired Characteristics of a Leader: Desired Characteristics of a Leader Honest Forward-looking Competent Inspiring Source Credibility: Source Credibility Trustworthiness Expertise DynamismThe Five Practices of Exemplary Leadership®: The Five Practices of Exemplary Leadership® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the HeartModel the Way: Model the Way Find your voice by clarifying your personal values. Set the example by aligning actions with shared values.Inspire a Shared Vision: Inspire a Shared Vision Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.Challenge the Process: Challenge the Process Search for opportunities by seeking innovative ways to change, grow, and improve. Experiment and take risks by constantly generating small wins and learning from mistakes. Slide12: Enable Others to Act Foster collaboration by promoting cooperative goals and building trust. Strengthen others by sharing power and discretion. Encourage the Heart: Encourage the Heart Recognize contributions by showing appreciation for individual excellence. Celebrate the values and victories by creating a spirit of community.How Zárate Enabled Others: How Zárate Enabled Others Established new credo to live by: QWL = TPQ + TQC + LDS Abolished reserved parking for executives Eliminated time clocks Eliminated quality-control inspectors Eliminated job titles Eliminated needless paperwork Had work teams keep own attendance records Reduced 7 layers of management to 4Results at Metalsa: Results at Metalsa Before Questionable future 1 plant $23 million in domestic sales No exports 1,000 employees 10% rejection rate After Worldwide recognition 6 plants $140 million in domestic sales and exports 40% exports 2,000 employees 0.1% rejection rate 200% productivity increase Numerous supplier awards for qualityShared Values Make a Difference: Shared Values Make a Difference Less personal and job-related stress That organizational policies are guided by ethical standards That organizational goals are important More personally successful More committed to the organization and to key stakeholders More willing to work harder and longer hours Clearer about organizational values People feel:The Impact of Values Clarity on Commitment: The Impact of Values Clarity on Commitment High High Low Clarity of Personal Values 4.9 Low Clarity of Organizational Values 4.9 6.3 6.1 Align Actions with Values: Align Actions with Values Spending Time Critical Incidents Stories Communications and Interactions Symbols and Rituals Rewards !?High Management Credibility: High Management Credibility Be proud to tell others they’re part of the organization Feel a strong sense of team spirit See their own personal values as consistent with those of the organization Feel attached and committed to the organization Have a sense of ownership of the organization When constituents perceive their managers to have high credibility, they are more likely to:Low Management Credibility: Low Management Credibility Produce only if they’re watched carefully Be motivated primarily by money Say good things about the organization publicly, but criticize it privately Consider looking for another job in tough times Feel unsupported and unappreciated When constituents perceive their managers to have low credibility, they are more likely to:Slide21: DWYSYWDInspire a Shared Vision: Inspire a Shared Vision Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.What Is a Vision?: What Is a Vision? Ideal Unique Image Future oriented Common purposeWhen Visions Are Clear: When Visions Are Clear Job satisfaction Commitment and loyalty Esprit de corps Clarity about organizational values Pride in the organization When executives effectively communicate the vision, people report significantly higher levels of:Imagine the Ideal: Imagine the Ideal “We uplift people’s spirits!”Intuit the Future: Intuit the Future Read cutting-edge magazines Notice popular games Read articles, books and trends by futurists Identify themes in talk shows, sitcoms and movies Watch trends in the bestseller book list Ask your team what trends they think the future holds Communicating a Vision: Communicating a Vision Metaphors Examples Word pictures Theme songs Quotations Pictures Analogies Anecdotes Slogans Poetry Humor SymbolsUse Outsight: Use Outsight Be open Stay in touch Step outside of boundariesApplaud Mistakes: Applaud Mistakes Blunder Bounty What blunder have you announced boldly lately??Approach Stress Positively: Approach Stress Positively High Stress, High Illness Consider challenge taxing Feel powerless View change as a threat High Stress, Low Illness Consider challenge interesting Feel that they can influence the outcome of a situation View change as an opportunity for developmentExpect the Best in Others: Expect the Best in Others Set a high standard Find people doing things right Be creative Make recognition publicLink Performance and Rewards: Link Performance and Rewards Make sure people know what is expected of them Provide feedback on performance Reward only those who meet or exceed the standardsCheer Key Values: Cheer Key Values Put celebration on the schedule Be spontaneous Have funSlide34: “It shows what happens when the team rallies around an inspiring vision.” Thurman Conrad, Store Manager, The Kroger Co. Slide35: “In a more volatile and dynamic business environment, the controls have to be conceptual. They can’t be human anymore: Bob Haas telling people what to do. It’s the ideas of a business that are controlling, not some manager with authority. Values provide a common language for aligning a company’s leadership and its people.” Bob Haas, Chairman, Levi Strauss Slide36: “Anything worth doing is worth doing poorly.” Ralph Stayer, CEO and Owner, Johnsonville Foods Slide37: “A desk is a dangerous place from which to watch the world.” John le Carré Slide38: “If you think it’s OK, then it’s probably right.” Kim Greer, Vice President Property Services Household Credit Services Slide39: “I may not be the most knowledgeable person... but I know how to get people to think well about themselves.” Joyce Clifford, Executive Director, Institute for Nursing Healthcare Leadership, formerly Senior Vice President and Nurse-in-Chief Beth Israel Deaconess Hospital Slide40: “Without ceremonies, there are no beginnings, no endings. Life becomes an endless series of Wednesdays.” David Campbell, Senior Fellow Center for Creative Leadership Slide41: “Productivity levels went up 12% overnight... it was like hitting a light switch.” Dick Nettell, Vice President, Bank of America Slide42: “It really took a number of times of me going out, and going out with my team for people to really believe, well I think this guy could really be serious about changing this thing.” Dick Nettell, Vice President, Bank of America Slide43: “Those who follow you are only as good as the model you present them with.” Jason Hegland Water Polo Team Captain Slide44: “Leadership is not about being heroic. It’s about inspiring people to believe that the problem can be solved by working together.” Filip Morovich, Participant, Class Project Slide45: “When the process challenges you, challenge back.” Allison Avon, Coordinator School’s Annual Fashion Show Slide46: “When I asked what they thought, others got excited, took on responsibilities, and acted like leaders—and the job got done!” Peter Freeman, Participant, Work Team Slide47: “Encouraging my teammates was one of the easiest and most beneficial things I could do to make the team better.” Kirsten Cornell Leader, Volleyball Team