Session 1.Chapts 1
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Transcript of Session 1.Chapts 1
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Human Capital
Development &Leadership
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Course Objectives
Teach you the theory and concepts of
leadership
Develop your ability to apply the leadershiptheory through critical thinking
Develop your leadership skills in your
personal and professional life
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Course Overview
The Leader as IndividualOverview of Unit
Definitions of Leadership
Leadership Traits and Behaviours
Leadership Roles and Contingency Theories
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Course Overview
Team LeadershipLeaders and Followers
Leaders and Teams
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Course Overview
Organizational LeadershipTransformational Leadership
Global and Strategic Leadership
Exam Review
Team Presentations
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Assessments Individual Project: Leader Profile Essay : Essay: 1500
words (font size 12; 1.5 spacing) 20% of final mark
Presentation (20 minutes) 10% of final mark
Leader profile: living; two leaders compared: onefamous and the other not famous
What makes this person an effective/ineffective
leader? Analyse at all three levels (individual, teamor group, organizational)
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Assessments
Quiz 20% of final mark
Two Short Essay Questions
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Leadership
DevelopmentLecture 1
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Leadership Competencies
Development Formal training
Developmental Activities
Self-Help Activities
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Formal Training
Defined Time Period, few hours to one
year (executive MBA)
Off the job site at University or TrainingCenter
Led by consultants, in-house trainers, or
other professionals
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Developmental Activities
Embedded within job assignmentsCoaching or mentoring
On the job training
Special assignments
Job rotations
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Self Help Activities
Career assessments
Computer based skill development
Books and videos
Sabbaticals or time off for education
Special interest voluntary sessions suchas brown bag seminars
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Factors to consider when designing a
program
Organizational goals, objectives, and strategy
Number and classification of participants
Current and expected knowledge, skills and
experience of the participants (performancegap and expected outcomes)
Time allocated
Budget allocated/available Specific content and strategies
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Program Design
Formulate aims and objectives
Needs assessment (participants and
supervisors) Program features and timing tied back to
aims and objectives
Evaluation timing and criteria
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Designing Effective Training
Clear Learning Objectives Clear, Meaningful Content
Appropriate Sequencing of Content Appropriate Mix of training methods Opportunity for active practice Relevant, timely feedback High trainee self confidence Appropriate follow-up activities
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Techniques for Training
Traditional Classroom Delivery
Behavioural Role Modelling
Case Discussion
Games and Simulations
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Activities for Facilitating Leadership
Development Multisource Feedback Developmental Assessment Centres Developmental Assignments Job Rotation Programs Action Learning Mentoring
Executive Coaching Outdoor challenge programs Personal Growth programs
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One year Scholars program:
Job Rotations (Supervisor Training) Monthly meetings/seminars
Internet based mini-courses Special topic workshops Career assessments and Individual Career
Plans developed with counsellor Mentoring program
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Chapter 1
Textbooks Definition of Leadership
Leadership is the influencing processof leaders and followers to achieve
organizational objectives through
change
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A Managers Job Includes
Planning
Organizing
Leading Controlling
But are all leaders managers?But are all leaders managers?
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Managerial Leadership Roles
InterpersonalInterpersonalInterpersonalInterpersonal
InformationalInformationalInformationalInformational
DecisionalDecisionalDecisionalDecisional
1.Figurehead: representational2. Leader: hiring, coaching, evaluating
3. Liaison:committees, trade associations
4.Monitor:gather information
5. Disseminator: share information
6. Spokesperson:report information
7.Entrepreneur: innovate, initiate8. Disturbance handler: put out fires
9. Resource allocator: scheduling. budgeting
10. Negotiator: represent organization
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IndividualIndividual
Group
Group
Orga
n
izational
Orga
n
izational
33
LevelsLevels
OfOf
LeadershipLeadership
AnalysisAnalysis
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Individual Level (chapters 1-5)
Focuses on the individual leader and the
relationship with individual followers
Called the dyadic process Reciprocal influence over time
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Group Level (chapters 6-8)
Focuses on the individual leader and thecollective group of followers
Called the group process How leader contributes to group effectiveness
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Organizational Level
Focuses on how the top managementinfluences organizational performance
Called the organizational process Deals with organizational adaptability and
transformation (learning, change, crisis)
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BehavioralBehavioralDistinctive styles,Distinctive styles,
Define nature of workDefine nature of work
IntegrativeIntegrativeRelationship between leadersRelationship between leaders
and followersand followers
TraitTraitCharacteristics of leadersCharacteristics of leaders
ContingencyContingencyMatching the traits andMatching the traits and
behaviours to the situationbehaviours to the situation
The 4 LeadershipThe 4 Leadership
Theory ClassificationsTheory ClassificationsInclude:Include:
The 4 LeadershipThe 4 Leadership
Theory ClassificationsTheory ClassificationsInclude:Include:
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From Management to Leadership
Management
Autocratic
Make all decisions Control over followers
Leadership
Participative
Share managementfunctions
Mutual influence with
followers
Today, managers must be able to lead as well as manage- do you agree?Today, managers must be able to lead as well as manage- do you agree?