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CLASS 1 & 2. Leadership styles

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alexandra stoian

on 3 March 2015

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Transcript of CLASS 1 & 2. Leadership styles

why
what
how
does it
matter?
leadership styles
are there?
do great leaders
inspire action?
Leadership awareness
What are you taking from today?
raise your hand if you consider yourself to be
in the top 20% smartest people in this room
a leader needs the guts to stand out and be ridiculed
the leader embraces and nurtures the first follower as an equal
the first follower is what transforms a lone nut into a leader
new followers emulate the first followers
WHY DO YOU FOLLOW?
Attributes
Leadership competency
obtains results
by moving people
in uncertain contexts
why do people work?
$
challenge
teamwork
respect
autonomy
satisfaction
influence
meaning
personal development
achievement
etc
values
mechanicist perspective*
organic perspective*
humanistic perspective*
Transactional leadership
Command and control
Transformational leadership
Delegation & Empowerment
Transcendental leadership
Responsibility & Ownership
Assumptions
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.
The prime purpose of a subordinate is to do what their manager tells them to do.
Style
Aim: Creating clear structures and reward systems.
Discipline is usually in place.
Contractual agreement: company has authority over the subordinate.
When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding).
Management by exception: if something is operating to defined (and hence expected) performance then it does not need attention.
Assumptions
People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Style
They put passion and energy into everything. They care about you and want you to succeed.
Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers.
Constantly selling the vision. This takes energy and commitment.
In order to create followers, the Transformational Leader has to create trust, and their personal integrity is a critical part of the package that they are selling. They are selling themselves as well as the vision.
Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exploration of possible routes to the promised land.
Finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures along the way. As long as they feel progress is being made, they will be happy.
transactional
transformational
* Leaders are aware of the link between the effort and reward


* Leadership is responsive and its basic orientation is dealing with present issues

* Leaders rely on standard forms of inducement, reward, punishment and sanction to control followers

* Leaders motivate followers by setting goals and promising rewards for desired performance

* Leadership depends on the leader’s power to reinforce subordinates for their successful completion of the bargain
* Leaders arouse emotions in their followers which motivates them to act beyond the framework of what may be described as exchange relations

* Leadership is proactive and forms new expectations in followers

* Leaders are distinguished by their capacity to inspire and provide individualized consideration, intellectual stimulation and idealized influence to their followers

* Leaders create learning opportunities for their followers and stimulate followers to solve problems

* Leaders possess good visioning, rhetorical and management skills, to develop strong emotional bonds with followers

* Leaders motivate followers to work for goals that go beyond self-interest.
As an organization, our core values are driven by a desire to improve human life, achieve scientific excellence, operate with the highest standards of integrity, expand access to our products and employ a diverse workforce that values collaboration.
Charles de Gaulle
Richard Branson
Jack Welch
Octavian Bellu
Gandhi
Nelson Mandela
Bauke Rouwers
February 2009
Chairman of Unilever
Thailand & Indochina
Turnover growth:
2006 = 1,4%
2007 = 3 %
2008 = 1,5 %
Challenges:
Pricing inconsistencies
Low morale
High Attrition
Strong competitors
Cultural differences
Immediate actions:
Not blame them or the culture. Change people´s attitudes, make business cool and relevant for them;
Don´t accept the status quo;
Share your dreams: a good vision must have a big impact and contrast with the status quo;
Give people confidence;
Do that with heart;
First things first: reorganized the company twice in 9 months;
As a leader, your biggest role is to reduce complexity - If you can´t say it simply, you don´t understand it well enough.
Immediate results:
Turnover growth:
2006 = 1,4%
2007 = 3 %
2008 = 1,5 %
2009 = - 0,5%
target for 2010 = 6% IMPOSSIBLE
Further actions:
YES WE CAN!!!
IMPOSSIBLE IS NOTHING
DON´T FOCUS ON THE GOAL, FOCUS ON THE ACTION
DON´T GET DISTRACTED
FOCUS ON SMALL SUCCESSES
Turnover growth:
2006 = 1,4%
2007 = 3 %
2008 = 1,5 %
2009 = - 0,5%
2010 = 9,8%
Results:
We are already # 1 in Thailand. Now what?
DREAM MORE TO BECOME UNBEATABLE!
SHOW PEOPLE THE ´WHY´?
GENERATE BIGGER MEANING - ´WE SHOULD TRANSFORM THE COUNTRY´
WHY NOT QUESTIONS?
We want to protect the environment because we love our children.
as a result
Turnover growth:
2006 = 1,4%
2007 = 3 %
2008 = 1,5 %
2009 = - 0,5%
2010 = 9,8%
2011 = 7 %
2012 = 13,2 %
estimates 2013 = 12,2 %
Boosted employee engagement
Most admired company in Thailand in 2012
Leader
Coach
Manager
Expert
¨When we asked thousands of followers, they were able to describe exactly what they need from a leader with remarkable clarity:
trust, compassion, stability, and hope
.¨ GALLUP
Commitment & motivation
Competency
employee profile
wants but,
doesn´t know
doesn´t want,
doesn´t know
knows, but doesn´t want
wants & knows
situational leadership
http://www.andrews.edu/~tidwell/bsad560/Case-Merck.html
why
what
how
Scope of the program
YOURSELF
THIS
PROGRAM

get out of your comfort zone & participate
reflect upon your reactions
Technicalities
Alexandra Stoian
Organizational Development Specialist
at Unilever Europe
Employee Engagement
Talent Management, Performance Management
Leadership Development
Organizational Development
Romanian, 29
Living in BCN for 6 years
Already taught >400 students in EAE in the last 3 years
Your mark will be based on:

30%
- your interventions in class activities and debates
30%

- presentation of business leaders class
40%

- solving the case study ´Employees first, customers second´ – team project to be handed in at the end of May latest
EVALUATION
1. Leadership styles
2. Leadership & Innovation - building an
innovation culture
3. Developing my Authentic Leadership Style
4. Communicating Assertively
5. Developing talent & delegating
6. Negotiation
7. Decision making
8. Time management & getting things done
9. Managing High Performing Teams
10. Leadership & Entrepreneurship
Full transcript