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The Impact of Leadership

The Impact of Leadership. Rosemarie Peikes. Outcomes. Identify the behaviours and attitudes which demonstrate positive leadership and team building. Value the opportunities you have in your roles to positively influence and guide individuals and teams. Leadership.

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The Impact of Leadership

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  1. The Impact of Leadership Rosemarie Peikes

  2. Outcomes • Identify the behaviours and attitudes which demonstrate positive leadership and team building. • Value the opportunities you have in your roles to positively influence and guide individuals and teams.

  3. Leadership • Effective leaders help to keep the people around them connected and energized • Clemmer

  4. Leadership • Leadership is a verb, not a noun. Leadership is action, not position. Leadership is defined by what we do, not the role we are in. • Clemmer

  5. Leadership • The new story of leadership is based on nurturing, teaching, growing, caring, listening, empathizing and respecting. • Secretan

  6. Paired Exercise • In a few minutes you will take turns interviewing each other • Person A will interview Person B for 10 minutes • Person B will interview Person A for 10 minutes

  7. Interview Process • The interviewer will • Ask the questions • Ask follow-up questions, e.g. tell me more about… • Listen deeply • Take some notes about high points. (Later each interviewer will be asked to briefly tell the other person’s story.) • NB It is an interview, not a back and forth dialogue

  8. Interview Process Cont’d. • You will have 20 minutes to find a quiet spot, conduct your interview and return to the large group

  9. Group Exercise Part 2 • Form groups of three pairs (same pairs) = 6 • Choose a facilitator • Choose a recorder/presenter • Choose a timekeeper

  10. Group Exercise cont’d. • Each person takes turns briefly (2 minutes each) sharing his/her partner’s story about exceptionally positive moments in leadership • Discuss & agree on the 3 to 5 themes or threads that these exceptionally positive moments have in common, that hold the most positive energy for the group

  11. Large Group • Each group reports back on their themes • Large group discussion

  12. Appreciative Inquiry • Process for engaging people in building the organization they want to work in • Assumes that our untapped stories, when explored and shared, release positive energy

  13. Appreciative Inquiry Cont’d. • Invites people to seek these forces out and explore their hopes and dreams for the future • Enables people to weave their discoveries into the fabric of the organization, enabling it to re-conceptualize and transform. • Bernard J. Mohr & Jane Magruder Watkins

  14. As a leader… • You can bring out the best in people by • Discovering, honouring and amplifying the best • Developing an appreciative lens • You can help others • Focus on the positive so that together you can create more of the best in the team and the organization

  15. When we change ourselves, we change how other people see us and how they respond to us. When we change ourselves, we change the world. • Robert E. Quinn

  16. The Fundamental State of Leadership • Other-Focused • Externally Open • Internally Directed • Purpose-Centred • Robert E. Quinn

  17. Other-Focused • Putting the common good and welfare of others first • Increasing in authenticity and transparency • Nurturing trust • Enriching levels of connectivity

  18. Externally Open • Moving outside comfort zone • Experimenting • Seeking real feedback • Adapting

  19. Internally Directed • Continuously examining oneself • Closing the gaps between values and behaviour • Reaching higher levels of security and confidence

  20. Purpose-Centered • Clarifying what result one wants • Committed and engaged • Holding an unwavering standard

  21. When we change ourselves, we change how other people see us and how they respond to us. When we change ourselves, we change the world. • Robert E. Quinn

  22. Man who waits for roast duck to fly into mouth must wait very, very long time. Chinese Proverb

  23. People who want milk should not seat themselves in the middle of a field in hope that a cow will back up to them. • Elbert Hubbard

  24. “Half this game is 90% mental.” -Danny Ozark, Manager Philadelphia Phillies

  25. In This Session, We • Used an Appreciative Inquiry process • Identified how as leaders we have significantly influenced individuals and teams • Explored characteristics of effective leadership via our own experiences and via the literature

  26. So, in conclusion... • You know how to be good • Never lose sight of that vision. • Never lose sight of that purpose • Meg Wheatley

  27. References • T. A. Kayser. Mining Group Gold. How to Cash in on the Collaborative Brain Power of a Group. 2nd Ed. 1995 • R. E. Quinn. Building the Bridge As You Walk on It, A Guide for Leading Change, 2004 • B. J. Mohr & J. Magruder Watkins. The Essentials of Appreciative Inquiry: A Roadmap for Creating Positive Futures. 2002

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