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Leadership

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on 21 November 2013

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Transcript of Leadership

Leadership
Agenda
Brainstorm and definition
Managing authenticity
Different styles of leadership
Leadership and narcissism
Competing values framework
Conclusion
Managing authenticity
"Of undisputed origin and not a copy; genuine" - Oxford Dictionary

Striking a balance between distinctiveness and managing

"People want to be led by someone real"
Self-knowledge and self-disclosure (the ability to share)
Comfortable displaying one's origins
Right balance of conformity to the corporate culture
Leadership and narcissism
"it is (toxic) behavior that, over the long-term, destroys the ability of people to work together productively in an organization" (Benson and Hogan, 2008)

Abuse of power, inflicting damage on others, over-controlling, rule breaking

Productive and destructive narcissism

Short-Term: little evidence of negative impact but affects internal climate negatively
Long-Term: adverse impact on performance outcomes
Definition
"The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals"

- (Jones & George, 2013)
Different styles of leadership
"Management 101: Be less coercive and more collaborative. "
Brainstorm
"He who has never learned to obey cannot be a good commander"
- Aristotle
Conclusion
What makes an effective leader?

Authenticity and the right balance of conformity
Broad range of leadership motives and styles
Being a little narcissistic at times
Adapting to the need of the situation
Choosing a personally fitting leadership style
BREAK



Style is determinded by a managers dominant motive and pressure in the workplace
Better results by choosing different styles for different circumstances
Motives
Achievement
Affiliation
Power
"I had no idea that being your authentic self could make me as rich as I've become. If I had, I'd have done it a lot earlier"
- Oprah Winfrey
Personalized
Socialized

Leadership styles
Reducing negative effects
Finding a trusted colleague
Persuade the leader to undertake therapy
Aligning views with the ones of the leader
Move from heroic to relation model
Points of improvement
Recognise motives to broaden view
Overachievers can channel their achievement drive to other areas
Organisations can influence executives actions by creating a strong work climate
Integrates four different perspectives into one framework
Illustrates how opposing values can coexist
Clarifies contradictory but interrelated values of organisational life
Competing values framework
What makes an effective leader?

Examples: Obama, Ghandi
What is authenticity?
What is the paradox of authenticity?
Why does it matter and how do you stay authentic?

What types of motives and leadership are there?
Continous improvement recession dot-com era
Focus on the bad side of leadership
How does a narcissistic CEO affect the company?
Main themes of bad leadership
Two types of narcissism
What are the short and long-term effects?


References
Jones, G. R., & George, J. M. (2013). Contemporary management. New York, NY: McGraw-Hill/Irwin.
Yang, O. & Shao, Y.E. (1996). Shared leadership in self-managed teams : A competing values approach. Total Quality Management, 7, pp 524-527
Spreier, S.W., Fontaine, M.H. & Malloy, R.L. (2006) Leadership run amok: the destructive potential of overachievers. Harvard Business Review, 84 (6), pp 72-82
Higgs, M. (2009) The good, the bad and the ugly: leadership and narcissism. Journal of Change Management, 9, pp 165-178
Goffee, R. & Jones, G. (2005). Managing authenticity. The paradox of great leadership. Harvard Business Review, 83, pp 86-94
Transformational Leadership. (n.d.). Retrieved from http://www.c2econsulting.co.uk/services_transformational.asp

authentic: definition of authentic in Oxford dictionary (British & World English). (n.d.). Retrieved from http://oxforddictionaries.com/definition/english/authentic
Leadership Vision: A leadership game to illustrate facilitative leadership. (n.d.). Retrieved from http://www.experiential-learning-games.com/leadershipvision.html


Thank you for your attention
Game: leadership vision
1. Only the leader has the complete picture
2. Tasks can be achieved without force
3. Leading the example will increase team strength
Discussion
Have you ever met a narcissistic leader/person?

The world is becoming more narcissistic (facebook, instagram, botox)

Full transcript