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High Impact Leadership
Introduction
Researchers, academics and practitioners in their quest to revise and update the leadership course asked leaders the same question being asked all the time. "What's new, and what's different?". Whether in their early twenties, late seventies, or anywhere between, leaders remarked that the fundamentals of leadership are the same today as they were in the 1980s, and they've probably been the same for centuries.
Yet the leaders were quick to add that while the content of leadership has not changed, the context, and the implications for the practice of leadership has changed. From heightening uncertainty across the world to an intense search for meaning, our connections as people and as leaders are part of this context. The ability to motivate people in this context to "give their all" is leadership. Creating followers is an art. Change, Results, Values are al the result of effective leadership.
Leadership can make the critical difference. The research in leadership challenges discovered through studies involving more than 350,000 leaders that exemplary leadership improves morale and productivity. Exemplary leaders are perceived by others to be more effective.
They are able to:
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be more effective in meeting job-related demands. |
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be more successful at representing their units to upper management. |
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create higher performing teams. |
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increase motivational levels and willingness to work hard. |
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reduce absenteeism and turnover rates. |
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possess high degrees of credibility. |
Anyone can take the helm in calm seas. In times of turbulence, chaos, change - times like ours - we need skilled and experienced leaders to guide us through stormy seas. As Jim Kouzes and Barry Posner remarked: "What we have discovered, and rediscovered, is that leadership is not the private reserve of a few charismatic men and women. It is a process ordinary people use when they are bringing forth the best from themselves and others".
Good leadership is perhaps the most important competitive advantage an organisation can have. This workshop seeks to inspire participants, and through them, their families and work teams, to leverage their strengths and opportunities to create successful lives through effective leadership, by adding value and making a difference to the world in which we live.
Who Should Attend
This programme is designed for supervisory and managerial positions that are developing into leaders' level.
Competencies Addressed
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Team Leadership |
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Impact and Influence |
Workshop Objectives
As a result of participating in this program, you will be guided to:
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Identify your own leadership strengths and areas to improve. |
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Consider your fundamental values and beliefs by completing the Leadership Practices Inventory. |
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Understand the building blocks of inspiring a shared vision. |
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Identify opportunities to take the risks needed for growth. |
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Examine enabling and disabling behaviours. |
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Explore the effects of personal recognition. |
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Have fun while working hard. |
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Manage Performance by engaging employees. |
Learning Approach
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The session will be practical and intensive. |
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Experiential learning tools. |
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Lectures, discussion, case studies, small group activities and videos. |
Duration
2 Days
Course Outline
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| The Five Leadership Practices |
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Model the Way |
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Inspire a Shared Vision |
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Challenge the Process |
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Enable Others to Act |
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Encourage the Heart |
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| The Ten Commitments of Leadership |
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Model the Way
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Find Your Voice by clarifying your personal values. |
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Set the Example by aligning actions with shared values. |
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Inspire a Shared Vision
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Envision the Future by imagining exciting and ennobling possibilities. |
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Enlist Others in a common vision by appealing to shared aspirations. |
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Challenge the Process
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Search for Opportunities by seeking innovative ways to change, grow and improve. |
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Experiment and Take Risks by constantly generating small wins and learning from mistakes. |
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Enable Others to Act
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Foster Collaboration by promoting cooperative goals and building trust. |
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Strengthen Others by sharing power and discretion. |
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Encourage the Heart
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Recognize Contributions by showing appreciation for individual excellence. |
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Celebrate the Values and Victories by creating a spirit of community. |
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The LPI based on the ten commitment of Leadership ware developed by Kouzes and Posner.
What does the LPI measure?
The LPI provide information on how you rate your leadership behaviours and how others rate you on leadership behaviours. The LPI does not evaluate IQ, style, management skill or personality.
The LPI asks people to indicate how frequently they engage in 30 leadership behaviours using a ten-point scale, where 1 indicates rare or almost never use of the behaviour and 10 indicates a very frequent or almost always use of the behaviour. These statements cover five independent leadership practices: Model the Way, Inspired a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. (Independent means that a ranking in one practice does not affect other practices.)
It is natural to feel surprised, sometimes even disappointed by LPI scores. It takes courage to listen openly to honest feedback, but the potential payoff is great. Honest feedback is the foundation for improvement. You are to be congratulated for taking the first and hardest step in improving your leadership practices.
What do the scores mean?
Our research demonstrates that the more frequently you are perceived as doing the behaviours indicated in the Leadership Practices Inventory, the more likely you will be identified as an effective leader. Studies have shown that the higher your scores on the LPI-Observer, the more others perceive you as:
In addition, those working with you feel significantly more satisfied with your practices and strategies, more committed and more powerful and influential.
The LPI is a product developed by Kouzes and Posner.
Model the Way
"Example is not the main thing in influencing others. It is the only thing." Albert Schweitzer
Words and plans are never enough. Leaders must demonstrate their beliefs through practising what they preach. They show others by their own example that they are congruent. Positions may give leaders authority but it is the behaviour that earns them respect and builds their credibility.
Inspire a Shared Vision
"When you identify with your organisation's purpose, when you experience ownership in a shared vision, you find yourself doing your life's work instead of just doing time." J.Naisbitt and P. Aburdene
Leaders look forward to the future. They hold in their minds, visions and ideals of what can be. Leaders have a sense of purpose. They are optimistic. They share their dreams. Leaders communicate their visions and influence and others to understand and accept them. They listen to others and show them how their interests can be served by the vision of shared future. They develop enthusiastic followers.
Challenge the process
"Leadership is getting people to look beyond their own job description for ways to improve and challenge the process." Maureen Fries
Maintaining status quo breeds mediocrity. Leaders see challenge as an opportunity for greatness. People rise to the occasion when there's the chance to change the way things are.
Leaders venture out; they are pioneers who are willing to venture into the unknown. The willingness to experiment, find reward better ways to do things are the hallmark qualities of leaders. They learn and support others to learn; they help exceed the limits people get for themselves.
Enable Others to Act
"It's always exciting for me to see what people can do when they are given an opportunity. So often they far exceed anyone's expectations, even their own." Judy Koch Buchanan
Leaders believe in a WIN:WIN. They fasten collaboration. They get people's heart and soul; not just hands and feet. They strengthen their constituents. They share power and information. By giving others visibility and recognition, leaders develop their followers.
Leaders clean obstacles from constituent paths.
Encourage the Heart
"If you don't cure, then they won't care."
Encouraging the Heart is about celebrating the effort of the entire group. "Ceremonies act as cohesive glue, giving expression to common beliefs; they provide a source of stability by marking calendar events, milestones in our lives by setting aside special occasions and accomplishments." |
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