From words and understanding leadership to actively practicing and getting feedback!

1. Leadership Workshop
w w w . n a c h u m k a t z . c o . i l
A practical understanding-to-action workshop!
Presented by Nachum Katz

2. Icebreaking games
w w w . n a c h u m k a t z . c o . i l
What’s
On my back?

3. Leadership Workshop
w w w . n a c h u m k a t z . c o . i l

4. Hopes and Expectations
w w w . n a c h u m k a t z . c o . i l

5. The Influencer
w w w . n a c h u m k a t z . c o . i l
Think about someone who
influenced your life meaningfully
• Not Parents
• Paint it in live colors
• How did they look, dress?
• How did they talk, behave?
• What influenced you?

6. Born or Learned?
w w w . n a c h u m k a t z . c o . i l
Can leadership be taught or learned?
Are leaders born as such?

7. Born or Learned?
w w w . n a c h u m k a t z . c o . i l
A leader is born, developed, skilled in communications,
and cultivated through life experiences.
The best estimate offered by research is that leadership
is about one-third born and two-thirds made.

8. Power in Leadership
w w w . n a c h u m k a t z . c o . i l
Where does it come from?

9. The Sources of Power in Leadership
w w w . n a c h u m k a t z . c o . i l
Personal power:
• Expert
• Referent
• Information
• Connection
Positional power:
• Legitimate
• Reward
• Coercive
• Process
John French and Bertram Raven (1959)

10. Leadership characteristics
w w w . n a c h u m k a t z . c o . i l
List the good characteristics

11. Top 10 Leadership Characteristics
w w w . n a c h u m k a t z . c o . i l
of a Good Leader
• Shares a common Vision, Goals & Objectives
• Intelligent/Expert/Knowledgeable
• Good Listener and Empathetic
• Communicates well
• Motivates others, Involves & Empowers others
• Brave/Bold/Courageous
• Honest
• Optimistic/Positive
• Makes good decisions, can admit failure and knows
when to change direction

12. Leadership characteristics
w w w . n a c h u m k a t z . c o . i l
List characteristics for Bad Leaders

13. Characteristics of bad/lousy Leadership
w w w . n a c h u m k a t z . c o . i l
• Negative/Pessimistic (Always)
• Not supportive of staff
• Dishonest
• Finger pointing
• Inability to motivate
• Incompetent (not an expert)
• Does not delegate tasks evenly
• Unable to take risks
• Cannot make decisions
• Cannot admit failure
The Top 10

14. Some Leadership Theories
w w w . n a c h u m k a t z . c o . i l

15. Old Leadership Models
w w w . n a c h u m k a t z . c o . i l

16. The Situational Leadership Theory
w w w . n a c h u m k a t z . c o . i l
Ken Blanchard and Paul Hersey
The Three Steps of the Model:
1. Identify the Most Important Tasks or Priorities
2. Diagnose the Readiness Level of the Followers
3. Decide the Matching Leadership Style

17. Managerial Grid Model
w w w . n a c h u m k a t z . c o . i l
Blake, R.; Mouton, J. (1964)

18. Servant Leadership
w w w . n a c h u m k a t z . c o . i l

19. Servant Leadership
w w w . n a c h u m k a t z . c o . i l

20. Transactional Leadership
w w w . n a c h u m k a t z . c o . i l
James MacGregor Burns, 1978

21. Transformational Leadership
w w w . n a c h u m k a t z . c o . i l
Transformational leadership occurs when one or
more persons engage with others in such a way
that leaders and followers raise one another to
higher levels of motivation and morality.
James MacGregor Burns, 1978 Bernard M. Bass, 1985
Idealized
Influence
Inspirational
Motivation
Intellectual
Stimulation
Individualized
Consideration

22. The Additive Effect of
Transformational Leadership
w w w . n a c h u m k a t z . c o . i l
James MacGregor Burns, 1978 Bernard M. Bass, 1985

23. w w w . n a c h u m k a t z . c o . i l
Bernard M. Bass, 1985

24. Where Does
Transformational Leadership Fit?
w w w . n a c h u m k a t z . c o . i l

25. Three Levels of Leadership
w w w . n a c h u m k a t z . c o . i l
Scouller, J., 2011
Four Dimensions (for Public and Private):
• Shared, motivating group purpose or vision.
• Action, progress and results.
• Collective unity or team spirit.
• Individual selection and motivation.
Three Aspects (for Personal):
• Developing one’s technical knowhow and skill.
• Cultivating the right attitude toward other people.
• Working on psychological self-mastery.

26. Holistic Management
w w w . n a c h u m k a t z . c o . i l
Mission Vision
Long term Goals Basic Assumptions
Objectives Values
Standards And Rituals, Language
Criterion Behaviors
Annual Working Implementation
Plan Plan
Managerial Role Leadership Role
Production Meaning & Commitment
High Performance

27. Leadership Mind Map
w w w . n a c h u m k a t z . c o . i l
Mind maps – Tony Buzan, 1974

28. My Preferred Definition
w w w . n a c h u m k a t z . c o . i l
• When a person motivates people (internal) to
perform by using minimal authority or coercive
power. (Bass, 1985)
• Managerial leadership – the motivational process
that is created in management, where the
manager influences his people through his
behavior and personality and the emotion he
creates amongst them.

29. My Preferred Leadership Model
w w w . n a c h u m k a t z . c o . i l
Demanding
Yielding
People NOK People OK
S.O.B
TraitorNobody

30. How to give a proper feedback?
w w w . n a c h u m k a t z . c o . i l

31. How to give a proper feedback?
w w w . n a c h u m k a t z . c o . i l
Be Kind
Be Specific
Be Helpful
Prepare
Compliment
Coach
Encourage
Follow up
Create Safety
Be Positive
Be Specific
Be immediate
Be Tough, not Mean

32. Some Leadership Exercises
w w w . n a c h u m k a t z . c o . i l

33. Leadership Exercises
w w w . n a c h u m k a t z . c o . i l
The Magic Carpet
The roles:
• One time keeper
• 3 Groups:
• One Leader
• Two Observers
• Players
The rules:
• Turn the carpet over with all team on it.
• No touching the ground surrounding carpet
• First, plan and brief
Debriefing:
• Using the “Preferred Model”

34. Feedback
w w w . n a c h u m k a t z . c o . i l
Be Kind
Be Specific
Be Helpful
Prepare
Compliment
Coach
Encourage
Follow up
Create Safety
Be Positive
Be Specific
Be immediate
Be Tough, not Mean
Who will be the “Feedback Observer?”

35. My Preferred Leadership Model
w w w . n a c h u m k a t z . c o . i l
Demanding
Yielding
People NOK People OK
S.O.B
TraitorNobody

36. Leadership Exercises
w w w . n a c h u m k a t z . c o . i l
Room Crossing Strategy

37. Leadership Exercises
w w w . n a c h u m k a t z . c o . i l
Room Crossing Strategy
The rules:
• Touch all numbers by order, with foot only
• First, plan and brief
• After first briefing, no talking near the rectangle
• Only one person inside rectangle at any one time
The roles:
• One time keeper
• 3 Groups:
• One Leader
• Two Observers
• Players
Debriefing:
• Using the “Preferred Model”

38. Feedback
w w w . n a c h u m k a t z . c o . i l
Be Kind
Be Specific
Be Helpful
Prepare
Compliment
Coach
Encourage
Follow up
Create Safety
Be Positive
Be Specific
Be immediate
Be Tough, not Mean
Who will be the “Feedback Observer?”

39. My Preferred Leadership Model
w w w . n a c h u m k a t z . c o . i l
Demanding
Yielding
People NOK People OK
S.O.B
TraitorNobody

40. Back to “Hopes and Expectations”
w w w . n a c h u m k a t z . c o . i l
Remember them?

41. So, what do we “Take Home?”
w w w . n a c h u m k a t z . c o . i l

42. Great leaders don’t tell you what to do,
they show you how it’s done
w w w . n a c h u m k a t z . c o . i l + 9 7 2 - 5 0 - 7 2 3 - 0 5 8 5