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Leadership and Trust
Transcript of Leadership and Trust
What kind of leader is Sue Vardon?
What makes a strong leader?
How can leaders like Sue encourage leadership in others?
As Sue Vardon explained in this case study, “you have to create an environment where people will want to give their best, you turn a culture around and people suddenly want to come to work. They have a sense they can achieve”.
Madeleine Batkin-Walkerden 4326 3550
Matthew Alessi 4328 6801
Joshua Mizzi 4326 6789
Saarah Khalessi 4327 6660
What barriers might stop employees
from seeking senior leadership roles?
Desire to lead
Honesty and integrity
The Seven Traits of Effective Leaders
Out of all the characteristics of leaders mentioned, which are the most important for an effective leader?
Can any characteristics cause a leader to be ineffective?
Barriers in the workplace
Institutional, structural and cultural barriers
1. A Lack of formal, articulated personal goals and an idea of how to meet them. These should be written and close at hand, not just rolling around in your head as loose thought.
2. No clear understanding of one's own strengths and weaknesses (this often calls for input from others, plus a plan for improving).
3. Lack of generosity - not sharing ideas, time, encouragement, respect, compliments, and feedback with others - resulting in exactly the same treatment from them.
4. Leading from the rear - this embodying being tentative, fence sitting and never taking responsibility.
5. Always being stressed about what others can't do well rather than building on their strengths and focusing on what they do consistently well.
6. Lacking a positive approach to serious issues and failing to present suggested solutions to combat the problem.
7. Not taking charge of one's own personal learning and development which could also refer to the level of emotional intelligence in which someone possesses.
Do you feel self-imposed barriers or institutional barriers are more prominent in impeding employees from seeking senior leadership roles in contemporary society?
If so why?
Examining motivation, trust and the four major contingency leadership theories, what do you think is the most effective in creating an environment like Sue has created in Centrelink, where employees will want to give their best?
What type of leadership behaviour does Sue use?
How involved should leaders be in day-to-day operations?
Utilise managerial authority
2. Desire to lead
3. Honesty and intergrity
6. Relevant knowledge
7. Extravert personality
Employees are involved in decision making
Employees are encouraged to participate
Employees help set future business goals
When Barriers Are Broken
Increased employee commitment
More competitive workplace
Highly productive employees
Highly motivated employees
Increased company morale
Business performance rises
Organisations are liberated
Sexism and the barriers keeping women from top management
‘Centrelink’s culture is driven by the values: solving problems, listening, respect, exploring new horizons and behaving with integrity. You can be a male or female employee here, but these are the values we expect’
Characteristics of a good leader?
- Directive leadership, in which a leader lets subordinates know all expectations
- Supportive leadership, a leader who shows concern and empathy towards others
- Participative leadership, which involves a leader who often looks to others for advice and feedback
- Achievement orientated leader, someone who sets goals and expects all followers to perform at a high level
The Four Democratic
1. Hierarchical structures that restrict, constrict, box people in.
2. Corporate cultures that encourage mediocrity and reward playing it safe.
3. Corporate cultures and practices that kill the messenger.
4. Racism and sexism that stand as unacknowledged and unaddressed.
5. Unclear lines of accountability.
6. Lack of a clear differentiation between governance and management, and between policy and operations, with no clearly defined roles and responsibilities.
7. Not having a mentoring plan for promising staff members.
8. Having a bottom-line mentality which does not see the people as the company's greatest asset.
9. Failing to build, a richly diverse, pluralistic organization that includes diversity on the board of directors and top management teams.
10. Static staffing structures, with no job rotation, or job expansion.
11. Lack of a formal and or articulated plan for succession
Institutional, Cultural and Structural Barriers
Sue Vardon is the CEO of Centrelink.
Centrelink is the combination of government organisations: the Department of Social Security (DSS) and the Department of Employment, Education, Training and Youth Affairs (DEETYA).
Vardon eradicated the corporate culture of DSS and DEETYA and replaced it with a culture based on "solving problems, listening, respect, exploring new horizons and behaving with integrity."
Case Application: Leading from the Front
Leaders and Leadership
A leader is someone who can influence others and who has managerial authority.
Leadership is a process of leading a group and influencing that group to achieve its goals.
Consult with employees
Ask for suggestions
Consider all employees opinions
Sue uses a democratic style and is a participative and supportive leader.
What kind of leader is Sue Vardon?
Sue Vardon Centrelink CEO
Trust is the basis for leadership as people wont follow someone they don’t trust. The five dimensions of trust are integrity, competence, consistency, loyalty and truthfulness. Integrity refers to ones honesty and truthfulness.
The Four Main Contingency Theories
1. Fiedler’s model attempted to define the best style to use in particular situations.
2. Hersey and Blanchard’s developed a situational leadership theory focused on followers’ readiness.
3. The leader-participation model relates leadership behaviour and participation to decision making. It uses a decision tree format with seven contingencies and five alternative leadership styles.
4. The path-goal model developed by Robert House identified four leadership behaviours: directive, supportive, participative and achievement-orientated.
Motivation refers to the process by which a persons efforts are energized, directed and sustained towards attaining a goal. Motivation has three key elements – energy, direction and persistence.
- The energy element is a measure of intensity or drive. A motivated person puts forth effort and works hard. However, high levels of effort don’t necessarily lead to a favourable job performance unless the effort is channeled in a direction that benefits the organisation. Finally, motivation includes a persistence dimension. Leaders want employees to persist in putting forth effort to achieve these goals.
The best-known motivation theory is Abraham Maslow’s hierarchy of needs theory. Maslow proposed that within every person is a hierarchy of five needs –
- Physiological needs such as food and shelter
- Safety needs such as security and protection
- Social needs such as belonging and affection
- Esteem needs such as self respect and autonomy
- And Lastly, Self-actualisation needs such as growth, achieving one’s potential and self-fulfillment which inevitably is the drive to become what one is capable of becoming.
- The expectancy theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome.
- Goal setting theory says that specific goals increase performance and that difficult goals, when accepted, result in higher performance than easy goals.
- Job design refers to the way tasks are combined to form complete jobs.
- The equity theory, developed by J.Stacey Adams, proposes that employees compare the outcomes of the job, to what they put into that job.
Contemporary Motivation Approaches
Telling: leader defines roles and telles people, what, how, when and where to do various tasks
Selling: the leader provides both directive and supportive behaviour
Participating: the leader and followers share in decision making; the main role of the leader is facilitating and communicating
Delegating: the leader provides little direction or support
Leading from the front