Goal Setting PowerPoint PPT Content Modern Sample Why Extraversion May Not Matter Recent research evidence suggests that while extraversion is predictive of many positive social outcomes, it may not be extraversion itself that matters. Instead, it may be possession of social skills or competencies that are better predictors of social outcomes than personality constructs such as extraversion. Let me explain. Extraversion is a core personality trait that is associated with high levels of energy, expressing emotions, and seeking the company of others. Extraverts seek out social situations. Intraverts are more low-key, deliberate, and often seek solitude. However, social skills come into play. In a very recent study, we found, consistent with previous research, that extraversion was related to both the attainment of leadership positions and a self-rated measure of leader effectiveness. This makes sense. Think about some of the extraverted folks in entertainment—the Robin Williams, or Jim Carrey types. Riggio, R.E., & Reichard, R.
How to Master Situational Leadership There is a saying repeated often in the U.S. Army: “Where you stand is where you sit.” It means, in essence, that your perspective depends on the position you occupy in an organization. When 19th century general Braxton Bragg was serving simultaneously as a company commander and company quartermaster—the officer tasked with approving requisitions—he famously wrote a memo in his commander role requesting resources, then wrote a memo as quartermaster refusing that order. Bragg-as-commander appealed, was again refused by Bragg-as-quartermaster, and finally Bragg requested that the post commander intervene and settle the dispute. Bragg represented an extreme case, but in making each of these decisions, he was looking out for the interests of his team. "You’ve got to be very, very careful not to do the job you used to do, but the job that you’re there to do." For Col. Think: Two Up/Two Down In the U.S. “When I get my assignment, I not only have to understand my mission,” Halloran says.
The Strategic Pyramid What’s the difference between a mission and a vision? How’s a purpose different from a goal? Does the corporate mission last forever, or does it change over time? If you’re confused about any or all of these, it’s not your fault. Here’s a simple model that puts the major concepts of the last 20 years into a clearly defined hierarchy. Notice in the pyramid that mission and vision are on the same level. That’s it. image credit: wikipedia.com Articles - Leadership (Listed Alphabetically) The 10 Greatest CEOs of All Time What these extraordinary leaders can teach today's troubled executives. And the Walls Came Tumbling Down Leading Beyond the Walls, a book edited and produced by the Peter F. The most productive relationships are partnerships rooted in a freedom of choice vested in both parties to participate only in that which is mutually beneficial and uplifting. Building Companies to Last Inc. In a world of constant change, the fundamentals are more important than ever. Building Your Company's Vision (not available online) Harvard Business Review (with Jerry I. This HBR cover story explains how companies that enjoy enduring success have core values and a core purpose that remain fixed, while their business strategies and practices endlessly adapt to a changing world. Change Is Good—But First, Know What Should Never Change Companies Need Not Hire Outside CEOs to Stimulate Fundamental Change Directorship (with Jerry I. Inc. This article is part of Inc.'
Collaborative Style of Leadership There are probably hundreds of definitions of leadership. However, at its essence, leadership is influencing others to accomplish results. Leadership is not so much about what you do and accomplish on your own. It is about what you are able to help others accomplish. It is about how you are able to influence other people to raise their level of performance to new and better heights and contribute more than they previously thought possible. In 1978 a biographer by the name of James McGregor Burns wrote a book entitled Leadership, in which he described the lives of people he felt were world class leaders—Ghandi, Mao, Woodrow Wilson, Franklin Roosevelt, Stalin and Hitler. According to Burns, power-wielders impose external control on their followers. Transformational leaders, on the other hand, care about the needs and interests of their followers as well as their own. Expanding on Burn’s theme, I want to introduce a two dimensional model of leadership behavior. Four Styles of Leadership
Articles - The Death of the Charismatic Leader Inc. Almost by definition, an enduring great company has to be built not to depend on an individual leader, because individuals die or retire or move on. What's more, when a company's identity can't be separated from the identity of its leader, it can't be known for what it stand for. So the charismatic-leader model has to die. Building mechanisms is one of the CEO's most powerful but least understood and most rarely employed tools. The old role is still seductive, though. However hard the transition to architect might be, there are three issues, affecting every CEO, that encourage it—and eventually may even force it. First, let's discuss creativity. The second concern is time span. The last concern, scale, is the most crucial. Copyright © 1997 Jim Collins, All rights reserved.
This Highly Decorated University President Shares the 8 Attributes of Great Leadership There are leaders, and then there are leaders of leaders. Dr. Christopher Howard, a member of the Young Presidents' Organization (YPO), knows a lot about growing leaders. He was named one of the "20 Most Interesting College Presidents" by The Best Schools in 2015. During Dr. Howard's six and a half years as president at Hampden-Sydney College in Virginia, enrollment, retention and alumni giving all increased, and the college produced its first Truman and Goldwater scholars in 20 years. Dr. Now as the eighth president of Robert Morris University, he is grooming young leaders to work in a variety of fields and in a variety of situations. "Many talented and well-educated men and women have never made the journey to become effective leaders of character. 1. "Leaders require not only self-knowledge but the capacity to stand apart from oneself and accurately assess one's motives and actions and, when necessary, self-correct." 2. "Leaders understand their place within their environment. 3. 4.
Leader 101 Leadership lessons from the Royal Navy - McKinsey Quarterly - Organization - Strategic Organization Britain’s Royal Navy is a disciplined command-and-control organization that moves across 140 million square miles of the world’s oceans. Although few environments are tougher than a ship or submarine, I’ve been struck, while conducting research on the Royal Navy, by the extent to which these engines of war run on “soft” leadership skills. For officers leading small teams in constrained quarters, there’s no substitute for cheerfulness and effective storytelling. In fact, I’d go so far as to say that naval training is predicated on the notion that when two groups with equal resources attempt the same thing, the successful group will be the one whose leaders better understand how to use the softer skills to maintain effort and motivate. I believe that the same principle holds true for business. Among the many softer leadership skills important to the Royal Navy, I highlight here the aforementioned cheerfulness and storytelling, which to me were both unexpected and broadly applicable.
8 Habits of Remarkably Successful People I'm fortunate to know a number of remarkably successful people. I've described how these people share a set of specific perspectives and beliefs. They also share a number of habits: 1. They don't create back-up plans. Back-up plans can help you sleep easier at night. You'll work a lot harder and a lot longer if your primary plan simply has to work because there is no other option. If somehow the worst does happen (and the "worst" is never as bad as you think) trust that you will find a way to rebound. 2. You can be good with a little effort. But you can't be great--at anything--unless you put in an incredible amount of focused effort. Scratch the surface of any person with rare skills and you'll find a person who has put thousands of hours of effort into developing those skills. There are no shortcuts. So start doing the work now. 3. ...and they work a lot more. Forget the Sheryl Sandberg "I leave every day at 5:30" stories. Better yet, they want to put in lots of time. 4. 5. 7. 8. To fail.
The container for the “U-process dive” is essential – DIAMOND LEADERSHIP Why do I strongly believe that before starting any “U-process dive” we need to create impeccable container? At the very beginning, I want to point out that this writing comes purely from our experience and practices in the real world. At knowing-circles we liberate creativity and innovation in people and organizations by choreographing (our word for designing) transformative journeys, using the methodologies such as “U-theory”, the Diamond Approach and the generative dialogues models described by David Bohm, Bill Isaacs and Nick Udal. For simplicity, in the rest of the text, I will use the term “U-proces dive” every time I refer to these processes. In his book “Dialogue – and the art of thinking together” Bill Isaacs writes: …Leadership is the capacity to create and maintain a container of safety, support and cooperation, in which there is a room for a lot of different transformational ideas. What does he mean by “container”? – Picture taken from the work of The Whole Partnership Like this:
Leadership Secret Three: Two Skills Great Leaders Master