Leadership quiz 1

Leadership: Session 1

• Leadership is about managing energy, first in yourself, then in those around you. (Quote by James G. Clawson)

Course Evaluation

• Group Presentations (30%): Groups are formed in Session 1. International teams present 10-minute presentations on leadership topics during the final session. Evaluation grids are available on the K2 site.

• Group Case Evaluation (30%): Students receive a case study a week before the 4th session (available on K2). Groups complete a 2-3 page case analysis. Submissions are due on the K2 website. A 10% deduction will be applied for each 15-minute delay.

• Individual Final Exam (40%): Covers all course topics, including PowerPoint slides, in-class discussions, assigned readings, and videos. The exam is multiple-choice with no penalty for wrong answers.

Great Leadership

• The images show various historical and contemporary leaders.

What is a Leadership Point of View?

• A great leader's task is to guide people from their current state to a desired future. Leaders must create a compelling vision. Failure to do so results in leaders being judged as failures despite possible popularity.

• (Quote from Henry Kissinger)

The Leadership Point of View (3 elements)

• Observing and addressing needs.

• Identifying all the forces at play in a situation.

• Taking courageous action to improve things.

Why Take This Course?

• Understand leadership theory and practice. It is a lifelong process of self-reflection.

• Identify purpose and inspire others in your organization/role.

• Connect with, inspire and empower others. Understand leading and being led.

• Effectively facilitate organizational change. Gain skills for influencing others and understanding corporate culture.

• Learn and utilize proven collaboration skills to gain support for your ideas.

• Leverage your leadership strengths.

Session Structure for This Course

• Leadership course introduction

• The changing context of global leadership

• The global business leader

• Case analysis in groups

• Leadership within different organizational cultures

• Power, influence, and motivation

• Leadership: Interpersonal skills and active listening

• In-class group presentations

Characteristics of Great Leadership

• Students should list their 3 most important elements, characteristics, traits or skills of great leadership.

• Groups rank these characteristics in order of importance(1st-3rd).

• Discussion of traits (intelligent, honest, creative, confident, driven, courageous).

Connecting With People

• Be present in conversations. Give your full attention (put away your phone). Show engagement.

• The ability to empathize. Recognizing and understanding emotions of others strengthens connections, especially with positive emotions helping the other person more.

• Emphasize positives. Catch people doing the right thing and appreciate them.

• Control tone of voice. Recognize that how you say something is as crucial as what you say.

• Negotiate with a problem-solving mindset. Collaboration, not competition produces stronger connections.

6 Ways to Succeed as a Leader

• Inspiring commitment (recognizing others, motivating employees)

• Leading employees (delegating effectively, acting fairly)

• Strategic planning (translating vision into reality)

• Change management (facilitating organizational adaptation, managing resistance)

• Employee development (coaching to improve performance, guidance and encouragement)

• Self-awareness (recognizing personal limits, learning from mistakes)

The Diamond Model of Leadership

• The model highlights elements and relationships among the leader, the task, others/people, and the organization. It shows how successful leaders consider factors outside just the individuals or the task.

GM Leadership Problems/Background on General Motors(GM)

• GM's 1950s strategy created new, non-union plants in the southern and western U.S. Unions viewed this as an attempt to distance themselves from union-controlled states.

• This strategy resulted in conflict within the new plants.

The 1982 GM Fremont Plant and 1986 GM NUMMI Plant

• Provided quantitative data showing significant differences in employee issues (absenteeism, grievances, etc.) between the two factories.. NUMMI showed much better performance.

How Culture Changes

• Organizational culture can be changed by modifying observable artifacts (actions, behaviors). Effective change requires leaders to define what actions and behaviors are desired, and putting in place the supporting systems.

• Edgar Schein model is a framework for understanding how cultures work, and how to change them.

Levels of Leadership

• There are 3 levels of leadership: Visible behavior, conscious thought and Values, Assumptions, Beliefs, and Expectations. These progressively become less visible.

Knowing the Heart– Understanding Needs

• Effective leaders understand the needs of the people they lead. This involves being thoughtful about factors such as motivation and helping those in need.

This quiz explores the significance of vision in leadership and the importance of connecting with others. Test your understanding of these crucial aspects that contribute to effective leadership. Discover how these elements impact a leader's ability to inspire and guide their team.