Leadership HU_Final
0 likes272 views
The document is a presentation on leadership given by Rico van Leeuwen. The presentation covers definitions of leadership, what leaders do, and personal leadership basics. It discusses leadership as a social and influential process involving motivating groups towards objectives. It describes how leaders inspire action by articulating a vision that stresses audience values, involve people in achieving the vision, and support followers. The presentation encourages attendees to reflect on their strengths and passions to identify how they can develop authentic leadership qualities.
Leadership HU_Final
- 2. Rico van Leeuwen • Change Consultant – Higher & Company – Aveleon • Leadership theses – the effect of leadership on team success -‐ Accenture • Change Leader – Honour student – Twente University Be the change you wish to see in the world. Mahatma Gandhi Who am I?
- 3. The case for Leadership Rico van Leeuwen
- 4. Todays objectives… q … Give insight in the theory of leadership q … IdenAfy what leaders do. q … Teach you personal leadership basics q … Point you towards addi7onal informa7on
- 5. You don’t lead by poin7ng and telling people some place to go. You lead by going to that place and making a case. Ken Kesey What is Leadership?
- 6. • Is this leadership? If your ac7ons inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams Or..?
- 7. • What is leadership? • What do leaders do? • What do you expect from a leader? • … Are you one? To lead people, walk behind them. Lao Tzu Well..
- 8. • There are a number of compeAng theories on leadership ! • Before, we used to think that one person was special, had a giR. – à Great Man Theory • StarAng to shiR Leadership.. Leadership is the capacity to translate vision into reality. Warren Bennis
- 9. Ver7cal Leadership Shared Leadership V F F F S S S S VerAcal leader is someone who is appointed or selected as the leader for a group or organizaAon. Shared leadership is leadership that emanates from the members of the team. Old à New Tough, both are social influence processes. We also know that…
- 10. Focus for today’s session… • We know that leadership is an: o “influence process involving determinaAon of the group’s or organizaAon’s objecAves, moAvaAng task behavior in pursuit of these objecAves, and influencing group maintenance and culture” (Yukl, 1989, p.5) • This means that, being a leader is: – Inspiring commieed acAon that engages people in taking intelligent steps, in a direcAon you have chosen, to achieve something that has significant meaning for all relevant parAes – to win, in other words. Individuals can do this whether they are at the top, middle, or boeom of an organizaAon or group (Friedman, 2014). – Make people want to do things, instead of forcing them. – Taking care of the needs and wants of the group (Haslam, Reicher, Platow, 2011) – Being ethical and fair (Haslam, Reicher, Platow, 2011) Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others Jack Welch
- 11. Thus leadership is… • … a social, moAvaAonal and influenAal process • … task & relaAon oriented • … serving a group • … vision and values based He who has never learned to obey cannot be a good commander. Aristotle
- 12. • That leadership can be learned. – Tough some are naturally beeer leaders than others. • But.. – How do you have influence? The key to successful leadership today is influence, not authority. Kenneth Blanchard That means..
- 13. • AuthenAcity – Passion for a purpose (your ‘why’) – Values (what do you find important in life) – Lead with hearts and heads (logic & emoAon) – Long-‐term and meaningful relaAonships – Self-‐discipline to get results (George, Sims, McLean, Mayer, 2007) The art of leadership is saying no, not saying yes. It is very easy to say yes. Tony Blair Strong factor…
- 14. WHAT LEADERS DO
- 15. • Leaders stand for the group (in-‐group prototypes and champions) – Prototype example: poliAcs. • Ruee: Fairly normal, and stereotypical Dutch man. – Champion: knowing what the group needs • Apple: for some reason, we need it. • Leaders are entrepreneurs and embedders of iden7ty – Shaping a sense of ‘who we are’ – Apple: ‘think different’ As we look ahead into the next century, leaders will be those who empower others Bill Gates In general…
- 16. • MoAvate and inspire people – Power through v.s. power over. • MoAvaAon and inspiraAon energize people, not by pushing them in the right direcAon as control mechanisms do but by saAsfying basic human needs for achievement, a sense of belonging, recogniAon, self-‐esteem, a feeling of control over one’s life, and the ability to live up to one’s ideals. Such feelings touch us deeply and elicit a powerful response (Koeer, 2001) • Know their strengths and weaknesses – Delegate properly Outstanding leaders go out of their way to boost the self-‐esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish. Sam Walton In general...
- 17. The three ‘R’s of identity leadership. ReflecAng RepresenAng Realizing You don’t lead by poinAng and telling people some place to go. You lead by going to that place and making a case. Ken Kesey Observe and listen to the group in order to understand its culture Create a vision, take acAon and ensure that your acAons reflect and advance the group’s values. Deliver, and be seen to deliver, things that maeer for the group. • They.. • Do this before they lead, and during their leadership.
- 18. • They.. • ar7culate a vision in a manner that stresses the values of the audience they are addressing. This makes the work / the message important to those individuals. • regularly involve people in deciding how to achieve the vision (or the part most relevant to a parAcular individual). This gives people a sense of control. • support followers’ efforts to realize the vision by providing coaching, feedback, and role modeling, thereby helping people grow and enhancing their self-‐esteem. • recognize and reward success, which not only gives people a sense of accomplishment but also makes them feel like they belong. I start with the premise that the funcAon of leadership is to produce more leaders, not more followers Ralph Nader Leaders generate other leaders
- 19. ENOUGH THEORY!
- 21. Think about… Your energizers • Which subjects get you moving? • When do you go home energized? What did you do? • What makes you feel good, feel happy, full of vigor? Your quali7es • What are you good at? • What are your strengths? • Strength test: Gallups strength finder or VIA strength test. • What kind of complements do you get from others? Your Victories • What achievements are you proud of? • What did you do? • What separates you from others? Why were you successful? __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ ___________________________________ _________________________________ __________________________________ __________________________________ __________________________________ __________________________________ __________________________________
- 22. Discuss… • Form groups 3 – 4 • Prefer to work with people whom you know. • Discuss your energizers, strengths and successes. – Think about why your: • subjects e.a. energize you • Approx. 10 minutes
- 23. • Discuss your energizers, strengths and successes. – Give compliments! – Think about why your: • Subjects etc., that energize you – What is the reason behind your acAons, choices..? – What can we wake you up for? – What would you (like to) change in work, study, society)? A great leader’s courage to fulfill his vision comes from passion, not posiAon. John Maxwell Discuss…
- 24. • AuthenAcity: – It is up to you to find your: • Passion for a purpose • Values (what you find important in life) • Great leaders do acAviAes that are intrinsically rewarding to them. – Whether it is in business, sports, poliAcs,.. A great leader’s courage to fulfill his vision comes from passion, not posiAon. John Maxwell Earlier, we spoke about…
- 25. Todays objectives were to… q … Give insight in the theory of leadership q … IdenAfy what leaders do. q … Teach you personal leadership basics q … Point you towards addi7onal informa7on
- 26. R.vanleeuwen@higher.nl Learning music by reading about it is like making love by mail. Luciano Pavaror Mahatma Gandhi Questions?
- 27. WHAT WILL YOU DO DIFFERENT TOMORROW (I.E. WHAT HAVE YOU LEARNED)? Final QuesAon:
- 28. QuesAon to think about: WHAT IS GOOD FOLLOWERSHIP? IT IS NOT: LISTENING & OBEYING WITHOUT THINKING..
- 29. THANK YOU!
- 30. Additional literature. Books: • Haslam, S. A., Reicher, S. D., & Platow, M. J. (2013). The new psychology of leadership: Iden>ty, influence and power. Psychology Press. • Sinek, S. (2009). Start With Why. Penguin Putnam Inc. Free Ar7cles: • George, B., Sims, P., McLean A.N. & Mayer, D. (2007). Discovering Your AuthenAc Leadership. Retrieved on December 6 2014, from: heps://hbr.org/2007/02/discovering-‐your-‐authenAc-‐leadership • Koeer, J.P. (2001). What Leaders Really Do. Retrieved on December 1, 2014, from: heps://hbr.org/2001/12/what-‐leaders-‐really-‐do TED Talks • Casey, C. (2010). Looking Past Limits: hep://www.ted.com/talks/caroline_casey_looking_past_limits#t-‐914983
- 31. J