Leadership and 7 habits of highly affected peoples
Download as PPTX, PDF0 likes609 views
The document discusses various definitions and concepts of leadership. It provides definitions from sources such as James Burns' book on leadership, which describes a leader as someone who instills purpose and inspires followers rather than controls through force. Additionally, it discusses characteristics of quality leaders such as emphasizing improvement, prevention, and collaboration. The document also covers ethics, root causes of unethical behavior, and principles of personal and interpersonal leadership such as proactivity, time management, and finding win-win solutions.
Leadership and 7 habits of highly affected peoples
- 2. LEADERSHIP
- 3. GROUP MEMBERS Muddassar Latif Awan Muhammad Bilal Awais Mehmood MC-6
- 4. LEADERSHIP A process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task"
- 5. For example, some understand a Leader simply as somebody whom people follow, or as somebody who guides or directs others LEADERSHIP
- 6. LEADERSHIP while others define leadership as "organizing a group of people to achieve a common goal"
- 8. BOOK LEADERSHIP BY JAMES M BURNS James describes a leader as one who instills purposes, Not one who controls by brute force. A leader strengthen and inspire the follower to accomplish shared goal. A leader • Shape • Promote • Protect • Exemplify The organizational values Ultimately Burns says: “Leaders and followers raise one an other to higher levels of motivation and morality”
- 9. Leadership By DAIMLER CHRYSLER’S ceo Bob-Eaton Some one who can take a group of people to a place they don’t think they can go. “Leadership is we, not me ; mission not my show ; vision not division; and community ,not domicile”
- 10. VISIONARY LEADERSHIP MALCOLM BALDRIGE NATIONAL QUALITY AWARD An organization senior leader should Set direction Customer focus High expectations Balanced direction, values and expectation for all stakeholders A Leader ensures creation of Strategies Systems Methods for achieving excellence Stimulating innovation Building knowledge and capabilities
- 11. VISIONARY LEADERSHIP MALCOLM BALDRIGE NATIONAL QUALITY AWARD A senior leader should be inspiring and motivated Senior leader should serve as a role models through their ethical behavior and their Personal involvement in Planning Communication Coaching Development of future leader Review of org. performance Employee recognition
- 12. CHARACTERISTICS OF QUALITY LEADERS
- 13. CHARACTERISTICS OF QUALITY LEADERS There are 12 behaviors of characteristics that successful quality leaders demonstrate: 1. Attention to customer needs 2. Empowerment rather then control subordinates 3. Emphasize improvement 4. Emphasize prevention 5. Encourage collaboration rather then competitions 6. Train and Coach rather then direct
- 14. CHARACTERISTICS OF QUALITY LEADERS 7. Learn from problems 8. Continually improve communication 9. Commitment to Quality 10. Choose supplier on the basis of quality 11. Support quality efforts 12. Encourage and support team efforts
- 16. CONCEPTS OF LEADERSHIP In order to become a successful, leadership requires understanding of human nature , basic needs, wants and abilities of people. To be effective, a leader understand that Peoples need security and independence at same time Peoples are sensitive to external rewards and punishments yet are also strongly self-motivated Peoples like to hear a kind word of praise, Catch people doing something right, so you can pat them on the back Peoples can process only a few facts at a time; thus, a leader needs to keep things simple Peoples trust their gut reaction more than a statistical data Peoples distrust a leader’s rhetoric if the words are inconsistent with the leader’s action
- 18. ETHICS Ethics is a body of principles or standards of human conduct that govern the behavior of individuals and organization.
- 19. ETHICS Ethics can mean something different to different people , especially given an organization’s international workforce and the varying cultural norms. Because individuals have different concepts of what is right, the organization will need to develop the standards or code of ethics for the organization.
- 20. ROOT CAUSES OF UNETHICAL BEHAVIOR Much of the unethical behavior in organization occurs when : Organization favor personal interest over Customer well-beings Organization reward behavior violating ethical standards increasing sales through false advertisement
- 21. Organization encourage separate standards versus honesty ROOT CAUSES OF UNETHICAL BEHAVIOR Individuals are willing to abuse their position and power such as excessive compensation ,unfair sharing
- 22. ROOT CAUSES OF UNETHICAL BEHAVIOR Managerial values exist that undermine integrity, pressure on employee to cover mistake and get the job done Organization over emphasizes short-term result at expense of themselves and others
- 23. ROOT CAUSES OF UNETHICAL BEHAVIOR Organization believe their knowledge is infallible and miscalculated the true risks Unethical behavior is specially prevalent if employee morale is low. Poor working conditions, Employee downsizing, denied promotions, unacknowledged good work.
- 25. Principles of Personal Visio
- 26. While the word proactivity is now fairly common in management literature, it is a word you won't find in most dictionaries. The first and most basic habit of a highly effective Peoples/Persons in any environment, the habit of Proactivity.
- 27. Look at the word Responsibility “Response-Ability" The ability to choose your response. Highly proactive people recognize that Responsibility. • Circumstances, They Do Not Blame • Conditions, • or Conditioning for their Behavior
- 29. Circle of Concern Circle of Influence
- 30. Circle of Concern Circle of Influence
- 31. Principles of Personal Leadership
- 32. To Begin with the End in Mind means to start with a clear understanding of your destination. It means to know where you're going so that you better understand where you are now and so that the steps you take are always in the right direction. Document your own vision in life
- 33. Principles of Personal Management
- 34. Some tasks that appear not to be urgent, are in fact very important. Habit 1 says that you are the programmer. Habit 2 says to write the program. Habit 3 says to run the program. Delegation is an important part of time management.
- 35. • Identify your important roles • Identify each role you will play in your weekly plan • Identify items on your weekly plan that do not support your personal mission statement • Delegate or delete such items • How are your daily activities serving your long term personal mission
- 36. Principles of Interpersonal Leadership
- 37. Win-win sees life as a cooperative, not a competitive arena. With a win-win solution, all parties feel good about the decision and feel committed to the action plan. Win-win is a belief in the Third Alternative. It's not your way or my way; it's a better way, a higher way.
- 38. Six Paradigms of Human Interaction • Win • Win/lose • Lose/Win • Lose/Lose • Win/Win • Win/Win or No Deal
- 39. Principles of Mutual Understanding
- 40. Principles of Creative Cooperation
- 41. • Find ways of working in teams. • Apply effective problem solving. • Apply collaborative decision making. What is synergy? Simply defined, it means that the whole is greater than the sum of its parts.
- 42. Principles of Balanced Self-renewal
- 43. Finally, the seventh habit is one of Renewal and Continual Improvement, that is, of Building one's personal capability.
- 44. Exercise, nutrition, stress management Value clarification, commitment, meditation, study, perspective Reading, visualizing, planning, writing, autonomy Service, empathy, synergy, intrinsic security, be a good friend Physical Social Spiritual Mental
- 45. • YOUR QUESTIONs
Editor's Notes
- #9: Communications, Cooperation, Coordination, Standardization Communications Up, down, and sideways within the company, with customers and vendors, in terms of openness, frankness, clarity, frequency, accuracy, timeliness, and brevity. Cooperation (Teamwork) Among individuals, departments, divisions, branches, and so on. Coordination Horizontally between departments in terms of plans, activities, and systems. Standardization In terms of forms, files, procedures, reports, performance evaluations, equipment, training, recruitment, orientations, communications, and so on.
- #10: Communications, Cooperation, Coordination, Standardization
- #11: encouraging
- #19: is the branch of philosophy that involves systematizing, defending, and recommending concepts of right and wrong conduct.
- #36: Do you spend most of your time in your important roles. Is there a relationship between time spent and importance End of independence