Leadership Lectures PDF

LEADERSHIP Lectures – Agnieszka Raczek, PhD Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Objective of the course...

LEADERSHIP Lectures – Agnieszka Raczek, PhD Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Objective of the course The course deals with one of the most important issues in modern business management, which is leadership. In the course, we focus our attention on the issue of leadership in the organization. The evolution of the concept and approaches to the issue of leadership will be discussed, with particular emphasis on the issue of leadership in a turbulent environment. Consideration will also be given to the relationship and role of leadership in the process of organizational change and innovation. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Course content 1. The concept of leadership (leadership vs. authority, leadership vs. management). 2. Effectiveness of leadership. 3. Evolution of leadership approaches (classical, transactional, visionary and organic paradigms). 4. Leadership concepts at the individual level. 5. Concepts of leadership at the interpersonal and group level - situational models of leadership. 6. Leadership concepts at the organizational level. 7. Leadership in turbulent times. 8. Leadership in the process of organizational change. 9. Leadership and the process of innovation in the organization. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  General information Type of classes - Lectures – 15h 4 meetings on the following dates: ✓ 08.10.2024 (Tuesday) – 3h: 13:00 - 15:15; ✓ 09.10.2024 (Wednesday) – 3h: 08:00 – 10:15; ✓ 07.11.2024 (Thursday) – 3h: 15:45 – 18:00; ✓ 08.11.2024 (Friday) – 6h: 10:30 – 12:45, 13:00 – 15:15. Crediting – test on the CloudA platform. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  1. The concept of leadership (leadership vs. authority, leadership vs. management) Leadership – is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal. Kevin Kruse Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Key points of the leadership definition ▪ Leadership stems from social influence, not authority or power. ▪ Leadership requires others, and that implies they don’t need to be „direct reports”. ▪ No mention of personality features, attributes, or even a title; there are many styles, many paths, to effective leadership. ▪ It includes a goal, not influence with no intended outcome. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.forbes.com/sites/kevinkruse/2013/04/09/what-is- leadership/#29e176205b90  Leaders - are people who can influence the behavior of others without the need to resort to force; people accepted by others as leaders. Griffin Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Leadership and management are interrelated but do not overlap. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Management involves budget planning and preparation. Leadership involves setting a direction. Management involves organizing and assigning employees to appropriate roles and tasks. Leadership involves uniting people around set goals. Management consists in controlling and solving emerging problems. Leadership is a source of motivation. John P. Kotter Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 9  ▪ A manager is a person in an organization who is responsible for carrying out the four functions of management, including planning, organizing, leading and controlling. ▪ The manager’s primary concern is to accomplish organizational goals. ▪ Managers get paid to get things done in organizations. ▪ The managers are accountable for themselves as well as the behavior and performance of their employees. ▪ The manager has the authority and power to hire, promote, discipline and fire employees based on those behaviors and performance. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 10  ▪ The greatest separation between management and leadership is that leaders do not have to hold a management position. ▪ A person can become a leader without a formal title. ▪ The leader will show passion and personal investment in the success of his or her followers reaching their goals, which may be different from organizational goals. ▪ A leader has no formal, tangible power over their followers. ▪ Power is awarded to the leader on a temporary basis and is contingent upon the leader's ability to continue to Wstecz z wypełnieniem pełnym motivate and inspire followership. Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 11  Leadership is about effectiveness through trust, inspiration and people. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 12  Someone can be a manager or a leader, or a manager and a leader at the same time, or can not be neither manager nor leader. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 13  Organizations need both management and leadership to function efficiently. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 14 Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  According to Daniel Goleman, a guru of world psychology, outstanding leaders are characterized by high emotional intelligence. IQ and education are responsible for their success in only 15%. The remaining 85% are due to emotional competence. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Research shows that the most effective leaders have skills in the following areas of emotional intelligence: ❖ Self-consciousness, ❖ Self-control ❖ Motivation, ❖ Empathy, ❖ Social skills. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  But what exactly is it emotional intelligence EMOTIONAL INTELLIGENCE of human being is the ability to effectively manage his or her behavior and relations with the environment. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Emotional intelligence consists of four basic areas: SELF-CONSCIOUSNESS WORKING ON YOURSELF PUBLIC AWARENESS SOCIAL SKILLS Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  SELF-CONSCIOUSNESS ❖ Emotional self-awareness: the ability to recognize and understand one's own emotions and to see their impact on work efficiency, interpersonal relationships, etc. ❖ Accurate self-assessment: objective evaluation of one's strengths and weaknesses. ❖ Confidence: strong self-esteem. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  WORKING ON YOURSELF ❖ Self-control: the ability to control negative emotions and impulses. ❖ Being a trustworthy person: consistently maintaining an honest and integral attitude. ❖ Scrupulousness: the ability to control your behavior and discharge your responsibilities. ❖ Adaptability: the ability to adapt to new situations and overcome obstacles. ❖ Achievement oriented: striving to meet the internal criteria for good work. ❖ Initiative: willingness to seize the opportunities that arise. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  PUBLIC AWARENESS ❖ Empathy: the ability to sense other people's emotions, understand their point of view, and show a keen interest in their problems. ❖ Organizational awareness: the ability to see the dynamics of an organization's life, build decision-making networks, and orientate in internal policy. ❖ Servant attitude: the ability to see and meet customer needs. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  SOCIAL SKILLS ❖Visionary leadership: the ability to embrace leadership and inspire others with a convincing vision. ❖ Influencing: the ability to use a number of persuasive techniques. ❖ Developing the capacity of others: a tendency to increase the potential of other people by providing feedback. ❖ Communication: the ability to listen to and convey clear, suggestive and tuned messages to the recipients. ❖Being a catalyst of change: the ability to generate new ideas and show people new directions. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  ❖Conflict resolution: ability to resolve disputes and resolve. ❖ Creating relationships: the ability to build and maintain relationships with many people. ❖ Teamwork and collaboration skills: promoting collaboration and team building. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  1. Do you... A. Set targets and goal? B. Create a vision for the future? 2. Do you... A. Manager or Leader Accept reality? B. Investigate reality? 3. Do you... A. Ask 'what' and 'why'? B. Ask 'how' and 'when'? Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  4. Do you... A. Focus on the bottom line? B. Focus on the horizon? 5. Do you... Manager or Leader A. Innovate? B. Administer? 6. Do you... A. Develop? B. Maintain? Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  7. Do you... A. Do things right? B. Do the right things? 8. Do you... Manager or Leader A. Inspire trust? B. Control situations? 9. Do you... A. Accept the status quo? B. Challenge the status quo? https://www.proprofs.com/quiz- school/story.php?title=are-you-leader--manager Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  3. Evolution of leadership approaches “Management is doing things right; leadership is doing the right things.” Peter Drucker (1909-2005) Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  LEADERSHIP CONDUCT OF STYLE FEATURES FROM OPTIMAL RESULTS GENERAL THE EMOTIONAL IMPACT ON THE STYLE THE LEADER ESSENCE INTELLIGENCE JOB ATMOSPHERE IMPERATIVE He demands „Do what I say” Focus on In a crisis situation or Negative immediate achievements, dealing with difficult submission initiative, self-control employees He mobilizes „Follow me” Confidence, empathy, When change requires a Generally very people to realize a catalyzing change new vision or when a clear positive AUTHORITARIAN common vision direction is needed UNIFYING He cares for „People are Empathy, relationship When you need to unite a Positive harmonious building, team or motivate interpersonal first” communication discouraged employees relations and creates emotional bonds DEMOCRATIC Creates a „What do you Working together, When it comes to gaining Positive consensus through leading teams, support, building a complicity think ?” communicating consensus or finding valuable employees to work with NORMATIVE Set high quality "Do what I do - Scrupulousness, When you need to achieve Negative criteria for work achievement fast results with a team of without orientation, initiative highly motivated and thinking" competent employees EDUCATIONAL Develops other „Try in this Developing others, If you need to help an Positive people in terms of empathy, self- employee to improve their their professional way” awareness performance or develop Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym perspectives their lasting strengths  2. Effectiveness of leadership "A leader is one who sees more than others, looks further than others, and who sees things before others see them." Eims LeRoy Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  GENERAL CLASSIFICATION OF LEADERSHIP STYLES ACCORDING TO M. ARMSTRONG: ▪ A charismatic leader – a leader without charisma; ▪ Autocratic leader – democratic leader; ▪ Inspirational leader – controlling leader; ▪ Transactional leader – transformational leader. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  A CHARISMATIC LEADER LEADER WITHOUT CHARISMA A charismatic leader Leaders without charisma interacts through his are based on self- personality, inspirational confidence, a cool, qualities and „aura". analytical approach to Such leaders are often problems and on their visionaries. They are goal-oriented, risk- knowledge (power is aware and communicate wielded by those who well with their environment. know - know-how). Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  AUTOCRATIC LEADER DEMOCRATIC LEADER An autocratic leader The democrat leader imposes his own encourages people to decisions, using his cooperate and makes position, forcing people to decisions together with follow orders. them. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  INSPIRATIONAL LEADER CONTROLLING LEADER An inspiring leader infects The controller others with his own vision manipulates people to of the future and gives force obedience. strength to fulfill team roles. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  TRANSACTIONAL LEADER TRANSFORMATIONAL LEADER The transaction leader The transforming leader exchanges money, work motivates people to set and security for themselves more compliance with his ambitious goals. authority. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  ❖ The more leadership styles a leader uses, the better. ❖ Leaders who have mastered at least four leadership styles - especially authoritarian, democratic, unifying and educational styles – create the best work atmosphere and have the best results. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  ❖There is no universal leadership style that is the best in all circumstances. ❖ The most effective leaders juggle different styles depending on their needs. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  ❖The heroic leader who „always knew, knew everything and solved every problem" is gone. ❖A postheroic leader comes to the fore, who poses the question „how to solve the problem so that others can learn how to deal with it.” Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Features of a good leader (according to John Adair) : 1. ENTHUSIASM - can communicate with people in such a way that others do what he talk about. 2. TRUST - self-confidence but not arrogance.. 3. STRENGTH - resilience and perseverance, striving to meet high demands, expecting respect but not necessarily popularity. 4. CONSISTENCY - honesty towards yourself - a well-integrated personality, wisdom and honesty that inspires trust. 5. WARM - care for people and tactful behavior in personal relations.. 6. HUMILITY - willingness to listen to others, accepting accusations, lack of arrogance and authority. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  What leaders do according to John Adair (1973) Three fundamental challenges for a leader: ▪ Define the task - the leader explains to the team what expectations he sets for them; ▪ To accomplish the task - this is the purpose of the team's existence. Leaders make sure that the group's goal is achieved. If this does not happen, frustration, lack of harmony, criticism and finally the team's disintegration appear; ▪ Maintain important relationships - between yourself and other leaders and team members, and between team members themselves. Relationships are effective when they contribute to Wstecz z wypełnieniem pełnym the achievement of the goal. Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Adair suggested that the demands placed on leaders are best expressed in terms of three areas of need that they must meet: ▪ Task needs - how to get the job done; ▪ Individual needs – how to balance the needs of team members with the needs of the task and the needs of the group; ▪ Team maintenance needs - how to build and nurture a team spirit. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Adair presented these requirements as three overlapping circles – John Adair Model Task needs Team maintenance needs Individual needs Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  And what kind of leader's behaviour is valued by employees Ranking has been conducted by the Industrial Society. Respondents were to select the 35 most important characteristics of leaders' behaviour. CONCLUSIONS: ▪ There is a lively link between how effectively a manager handles tasks and the trust placed in him by employees. ▪ A manager who wants to be seen as a leader and involve people in his or her tasks must gain their trust. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Place in the Leader’s behaviour ranking 1 She/he is enthusiastic 2 Supports people 3 Appreciates the efforts of employees 4 Listens to the ideas and problems of employees 5 Directs 6 Coherent and honest 7 She/he does what she/he says 8 Encourages cooperation in a team 9 She/he is happy to provide feedback 10 Cares for the development of subordinates Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Leadership myths Everyone can be a leader. Not true Not all managers know each other and possess the authenticity necessary to become a good leader. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 46  Leadership myths The company's results depend on the leaders. Not always There are companies that achieve great results more through efficient management than excellent leadership. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 47  Leadership myths People who reach the top of the hierarchy are leaders. Not necessarily People can reach the top, for example, due to political agility, although they do not have real leadership qualities. In addition, real leaders can be found at all levels of the organization. Leaders are people who have supporters, and Wstecz z wypełnieniem pełnym the position has nothing to do with it. Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 48  Leadership myths Leaders are excellent trainers. This is rarely the case It is possible for great leaders to be great trainers at the same time, but this is rare. Robert Goffee, Gareth Jones Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 49  Five levels of leadership hierarchy ▪ The fifth level leader is at the top of the hierarchy of managerial skills. ▪ His presence is necessary to transform a good company into an excellent company. ▪ The fifth level leader has the skills that appear at all other levels, supplemented by special features that are unique to this category of leaders. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 50  ✓ 1 level A very talented employee He contributes well to the company's results, using his talent, knowledge, skills and way of working. ✓ 2 level A valuable member of the team He significantly contributes to the team's tasks; he can effectively cooperate with others. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 51  ✓ 3 level A competent manager He is able to organize people and resources in such a way as to effectively achieve the set goals. ✓ 4 level An effective leader He triggers commitment to pursue his clear vision of the future; he stimulates the team to work at top speed. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 52  ✓ 5 level Fifth level leader Has the ability to lead a company for long- term success. His character is a mixture of personal modesty, professional determination and courage. Jim Collins Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 53 Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Maxwell's five levels of leadership consist of five ‚P’: Level 1- Position. Level 2- Permission. Level 3- Production. Level 4- People Development. Level 5- Pinnacle. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.johnmaxwell.com/blog/the-5-levels-of-leadership1/  Maxwell's five levels of leadership consist of five ‚P’: Level 1- Position: The lowest level of leadership—the entry level; It’s the only level that requires no ability or effort to achieve; At Level 1, people only follow if they believe that they have to; It is a prime place for you to begin investing in your growth and potential as a leader. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.johnmaxwell.com/blog/the-5-levels-of-leadership1/  Maxwell's five levels of leadership consist of five ‚P’: Level 2- Permission: Level 2 is based on relationship; At this level, people choose to follow because they want to. In other words, they give the leader Permission to lead them; To grow at this level, leaders work on getting to know their people and connecting with them; Level 2 is where solid, lasting relationships are built that create the foundation for the next level. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.johnmaxwell.com/blog/the-5-levels-of-leadership1/  Maxwell's five levels of leadership consist of five ‚P’: Level 3- Production: The best leaders know how to motivate their people to GTD – get things done; Getting things done is what Level 3 is all about; On this level, leaders who produce results build their influence and credibility; The Production level is where leaders can become change agents; Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.johnmaxwell.com/blog/the-5-levels-of-leadership1/  Maxwell's five levels of leadership consist of five ‚P’: Level 4- People Development: Level 4 can be summed up in one word: reproduction; Your goal at this level is to identify and develop as many leaders as you can by investing in them and helping them grow; When there are more leaders, more of the organization’s mission can be accomplished; The more you raise up new leaders, the more you will change the lives of all members of the team. As a result, people will follow you because of what you’ve done for them personally.. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.johnmaxwell.com/blog/the-5-levels-of-leadership1/  Maxwell's five levels of leadership consist of five ‚P’: Level 5- Pinnacle: The highest level of leadership is also the most challenging to attain; If you continually focus on both growing yourself at every level, and developing leaders who are willing and able to develop other leaders, you may find yourself at the Pinnacle; Level 5 leaders create opportunities other leaders don’t; They create a legacy in what they do; People follow them because of who they are and what they represent; Their leadership gains a positive reputation. Level 5 leaders often transcend their position, their organization, and sometimes their industry. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.johnmaxwell.com/blog/the-5-levels-of-leadership1/ Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.linkedin.com/pulse/5-levels-leadership-john-maxwell-akshaya-jain/  Modesty + strong will = fifth level of leadership 62 Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Leadership at Scale ▪ Leadership at Scale defines a new approach. ▪ Experts at McKinsey, the world's number one leadership factory, expose the secrets of how to drive leadership development that reaches the entire organization, adapts to diverse contexts and achieves impact at scale. ▪ Thanks to the concept of large-scale leadership (Leadership at Scale) the best companies in the world develop management staff and build their leadership potential. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 63  The first discipline for leadership at scale is trust. As an organization grows and a leader’s distance from the mission’s frontline widens, that leader’s direct contributions may become less impactful to the overall operation. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  The second discipline for leadership at scale is agility. As business expands, so does the margin for chaos. New markets pose new problems, more people carry more risk and so on. Leaders must ensure an operation, and culture, of agility across the organization (running defense). This means welcoming threats that will surely arise, letting go of control where appropriate and embracing risk. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  The third discipline for leadership at scale is vision. As expansion conquers a greater scope of business and an organization becomes a larger machine, the “who,” “what,” “when,” “where” and “how” of its design will naturally evolve. While the organization implements new business units, adopts new verticals and enters new markets, a leader’s focus must be less about granular operational details and more about upholding the “why” (the big picture). Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.forbes.com/councils/forbescoachescouncil/2020/10/23/three-disciplines-for-leadership-at-scale/  Human-centric Leadership ▪ Human-centric leadership - defined as leadership characterized by authenticity, empathy and adaptability. ▪ Human-centered leadership is an emerging approach that emphasizes understanding and supporting employees professionally and personally. ▪ It’s more than a moral imperative; it is a strategic advantage that directly influences an organization's bottom line, innovation capacity, and ability to attract and retain top talent. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym 67  Implementing human-centered leadership requires: ▪ cultivating emotional intelligence, ▪ open communication, ▪ staff empowerment, ▪ professional development, ▪ leading by example with integrity and care. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Main benefits of Human-centric leadership: ▪ increased engagement, ▪ innovation, ▪ ethical reputation, ▪ stronger talent retention. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://hospitalityinsights.ehl.edu/human-centered-leadership-organizations Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Cultural differences in traits expected of good leaders: France: thoughtfulness, empathy and self- reflection are most important. Germany: thoughtfulness, listening and cooperation are most important. Spain: team development, empathy and care are most important. Great Britain: thoughtfulness, empathy and listening are most important. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym https://web-assets.bcg.com/b4/67/551c4d9340a78a15ad08db02cf15/bcg-humancenteredleadersarethefutureofleadership-20210204-vf.pdf Wstecz z wypełnieniem pełnym  4. Leadership concepts at the individual level https://www.ccl.org/articles/leading-effectively-articles/6-ways-to-succeed-as-a-leader/ Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  1. Inspire commitment. Managers who recognize and reward employees’ achievements are able to inspire commitment from their subordinates. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  2. Lead employees. Leaders who have good skills in directing and motivating people know how to interact with staff in ways that motivate them. They show trust to their team by delegating effectively. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  3. Plan strategically. This skill involves translating vision into realistic business strategies. Competent managers articulate long-term objectives and strategies, develop plans that balance long-term goals with immediate needs, update plans to reflect changing circumstances. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  4. Manage change well. Skilled leaders have developed effective strategies for facilitating organizational change. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  5. Develop your employees. A manager skilled in the area of employee development usually coaches employees to improve performance, provides employees with guidance, encourages employees to develop careers etc. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  6. Practice self-awareness. This skill involves recognizing your personal limits and strengths. Self-aware managers admit weaknesses, learn from mistakes, seek ongoing feedback, and know themselves well. https://www.ccl.org/articles/leading-effectively-articles/6-ways-to-succeed-as-a-leader/ Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  5. Concepts of leadership at the interpersonal and group level - situational models of leadership The Situational Leadership Model is also called the Hersey-Blanchard Model. The situational leadership style was developed by author Paul Hersey and leadership expert Ken Blanchard, author of “The One Minute Manager” in 1996. The model is not a static leadership style. Instead, it is flexible; the manager adapts their management style to various factors in the workplace, including their relationship with employees. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  The Situational Leadership Model suggests that no leadership style is better than another. The model suggests that managers should adapt their leadership style to the tasks of the individuals (or team) they lead and their employees 'skill sets. The model’s leadership styles are related directly to employees’ different maturity categories. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Managers who live by the model must choose a leadership style related to their followers’ maturity. If an employee’s maturity is high, the model suggests the leader provide minimal guidance. If their maturity is low, the manager may need to provide explicit directions and supervise work closely to ensure the group has clarity on their goals — and how they are expected to achieve them. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  The maturity level of followers is divided into four categories: High maturity: Highly capable and confident individuals who are experienced and work well independently; Moderate high maturity: Employees who are capable but lack enough confidence to take on the responsibility of the work; Moderate low maturity: Employees with the confidence to complete the task but not the willingness; Low maturity: Employees who are not skilled enough to do the task but are very Wstecz z wypełnieniem pełnym enthusiastic. Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp  Hersey and Blanchard developed four types of leadership styles based on the tasks and relationships that leaders experience in the workplace. According to the model, the following are styles of leadership that managers can use: Delegating style: A low-task, low-relationship style in which the leader allows the group to take responsibility for task decisions. This is best used with high-maturity followers. Participating style: A low-task, high-relationship style that emphasizes shared ideas and decisions. Managers can use this style with moderate followers who are experienced but may Wstecz z wypełnieniem pełnym lack the confidence to do the tasks assigned. Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp  Selling style: A high-task, high-relationship style in which the leader attempts to sell their ideas to the group by explaining task directions in a persuasive manner. This is used with moderate followers. Unlike the previous style, these followers have the ability but are unwilling to do the job. Telling style: A high-task, low-relationship style in which the leader gives explicit directions and supervises work closely. This style is geared toward low-maturity followers. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp  6. Leadership concepts at the organizational level The foundation of leadership lies in four cornerstones: Truth telling: Leaders prioritize honesty and transparency in their interactions. Promise keeping: They are reliable and fulfill their commitments. Fairness: Leaders treat individuals equitably, considering their unique circumstances and needs. Respect for the individual: They value and acknowledge the contributions, perspectives, and dignity of each person. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.tdktech.com/tech-talks/key-components-of-organizational-leadership/  7. Leadership in turbulent times Worth remembering – now is not the time for heroes Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  What is Resilient Leadership? Resilience is the ability to handle and adapt to adversity. Resilience is not innate (something that you are either born with or not), it's a skill that can be developed. Leaders can start practicing behaviors and initiating actions that can support them in becoming more resilient in what is currently a turbulent and challenging environment. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Practices for developing resilient leadership skills: 1. VUCA-bility 2. Never stop learning 3. Hybrid team management 4. Be an empathetic leader 5. Fine-tune your communication style 6. Build a support network 7. Be realistically optimistic and set S.M.A.R.T goals 8. Delegate and streamline to optimise efficiency 9. Develop healthy habits inside and out of the workplace 10.Develop a professional development plan https://hospitalityinsights.ehl.edu/resilient-leadership Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  V U VUCA stands for volatility, uncertainty, complexity, and ambiguity. It describes the situation of constant, unpredictable change that is now the C norm in certain industries and areas of the business world. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym A  “Do not pray for an easy life, pray for the strength to endure a difficult one.” ~ Bruce Lee Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  8. Leadership in the process of organizational change Managers and leaders are key to any change in an organization. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Managers and leaders play the following roles: 1. Communicator - Employees prefer to hear messages about how the change directly impacts them and their team from the person they report to. 2. Liaison - The role of liaison involves interacting with the project team, taking direction and providing feedback. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  3. Advocate - If the manager opposes the change, chances are their team will too—and vice versa. The first step the change management team must take is to get people managers on board with the change. Only then can they expect managers and supervisors to fulfill their roles in change management. 4. Resistance manager - Research shows that the best intervention to mitigate resistance comes from the employee's immediate supervisor because they know their people best and can work to prepare, equip and support them based on their unique needs and challenges. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  5. Coach - Helping employees through their personal transitions is the essence of change coaching people managers do. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://www.prosci.com/blog/core-roles-in-change-management  Managing change in a company is primarily about proper communication. The change must be properly justified – the employee should know that the planned actions are necessary and see sense in them. It is worth making the team aware of the company's future. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  9. Leadership and the process of innovation in the organization. Leadership plays an integral role in driving innovation within an organization; Leaders often set the tone, create an enabling environment, and inspire employees to think creatively and take calculated risks. Effective leaders provide a clear vision and purpose that motivate teams to strive for excellence. They can act as the catalysts that transform the status quo and guide their organizations into exciting, uncharted territories. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://executive.berkeley.edu/thought-leadership/blog/leadership-innovation  Qualities of Effective Innovation Leaders Authenticity: Genuine leaders inspire trust, encouraging teams to step outside their comfort zones and contribute their best ideas. Their authenticity fosters open communication and collaboration, key components for innovation. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Servant Leadership: Leaders who put the collective good above personal ambitions create an atmosphere of unity and cooperation. This approach inspires teams to work collaboratively, boosting collective problem-solving and innovation. Growth Mindset: Leaders with a growth mindset view failures as opportunities for learning and growth. They instill this mindset within their teams, cultivating a culture that embraces mistakes as stepping stones to innovation. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym  Innovation Mindset: Leaders open to novel ideas, processes, and approaches inspire creativity and risk-taking. They challenge the status quo, sparking innovative thinking among their teams. Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym https://executive.berkeley.edu/thought-leadership/blog/leadership-innovation  The end Thank you for your attention ☺ Wstecz z wypełnieniem pełnym Dom z wypełnieniem pełnym Wstecz z wypełnieniem pełnym