Bec doms ppt on leadership management

1. Leadership Management

5. Leadership Qualities What makes a good leader?

10. Leadership Styles

13. Eight Leadership Styles

15. ACTIVE BLUE People-oriented, motivator, builds personal relationships, likeable, interpersonal skills, cares for others When to use Commitment from others is critical, or sensitive situations When not to use Decisions need to be forced through, conflict is being avoided

17. REFLECTIVE BLUE Value-driven, passion, focuses , champions the cause When to use Lost its sense of identity When not to use There is a problem that needs to be solved with objectivity

19. ACTIVE GREEN Tries new things, prototypes, introduces change, looks for unexpected outcomes, creates new opportunities, experiments When to use The group is ‘ stuck in a rut', or the status quo needs to be challenged When not to use There are already too many initiatives under way and some stability is needed

21. REFLECTIVE GREEN Visionary, produces radical ideas, foresees the future, anticipates what is outside current knowledge. When to use Radical change is needed, change is a long term activity When not to use There are immediate dangers, the group may not survive in the short term

23. ACTIVE YELLOW Takes action, produces results, leads from the front, sets an example, does what is asked of others When to use Lack of achievement has destroyed motivation When not to use The group is being too expedient, current success maybe low in the future

25. REFLECTIVE YELLOW Observes, listens, clarifies goals, establishes realistic expectations, makes aims crystal clear When to use The direction is vague or expectations have not been articulated When not to use Already too many goals or too much information

27. ACTIVE RED Organizes, makes plans, sets measurable goals, coordinates work of different people, manages resources When to use There is chaos/lack of organization, or there are no measures of achievement When not to use There are so many processes that creativity has been stifled

29. REFLECTIVE RED Analyses, uses models, produces explanations, compares other situations, engages in intellectual debate When to use The situation is complex or driven by technical solutions When not to use People's feelings are paramount, or the group go round in circular arguments

33. Management Performance and Change Management

36. Measurement Establish performance measures sales turnover Establish measurable behavioral goals 30 calls a day Measure current behaviors

38. Appraisal Compare the current behaviors 20 phone calls Behavioral goals 30 calls a day The difference 10 calls

40. Action Actual behavior 20 phone calls Behavioral goals 30 calls a day Improve Performance I. Revised script II. Shortening calls III. Enable more calls Implement the plan I. Issue revised script II. Train Staff

42. Monitoring Check new plans I. Revised script II. Shortening calls III. Enable more calls New Plans I. Review calls to see if script is followed II. Check to see if its workable Return to Appraisal Compare the current behaviors Behavioral goals The difference

43. Performance Management Principles Measurement Appraisal Monitoring Action

48. Change Management

58. Establishing a Team How to functions as a team

59. Team Building

68. Team Dynamics

75. Accountability Owning It: How Personal Accountability Can Transform an Organization

78. Accountability Deficiencies