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LEADERSHIP
MASTERMINDCONFERENCE
2010
Abraham B. Akpalu
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LEADERS
strategic thinkers look forward and create visions
challenge motivate
inspire
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LEADERS MUST BE
DREAMERS Its a dreamers world. The future you cannot picture you
cant feature. Life without a dream is doomed.
Great leaders always live in the reality of their futurebefore they arrive there. A dream is a picture of the future.
I believe it is your mental picture that determines your
actual future for the bible says; as a man thinketh in his
heart so he is.
Show me a greater thinker and I will show you a leader in
the making. This is because every great dreamer ends up a
world changer.
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INFORMATION In my opinion, nothing empowers like knowledge. To be
informed is to be transformed. Information is the gateway
for mans advancement and a cure for all his frustrations.A leader must be well informed and have great level of
judgment. You cant fail with facts.
Every candidate writes something in an exam but it is
those who write facts that get the marks. There is no
substitute for information in your quest to be a great leader.
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INFORMATION Being informed is not just knowing some facts. It is the
possession of a working knowledge. Until you know how
your information is applied, it holds no value to you.Information is the force that rules the world. Your speed in
life is determined by the quality of information at your
disposal.
How far you can see determines how far you can go. The
more informed you are the more results you command.Information is the currency of every leader. It determines
your purchasing power.
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LEADERS CONTINUE TO
LEARNThe news you acquire today determines the moves you
generate. The moves you generate determines the waves
you cause and the waves you cause determines the newsyou make. You cant be genuinely informed and without
making appropriate moves. Many people stop learning as
soon as they graduate from school. Abraham Lincoln said:
I dont think much of a man who is not wiser today
than he was yesterday. We live in ever changing worldso you have to keep pace with current knowledge. If the
information at your disposal is obsolete, then it cant
produce any current results.
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LEADERS CONTINUE TO
LEARN Henry Ford said: anyone who stops learning is old,
either at twenty or eighty. Anyone who keeps learning
is young. The greatest thing in life is to keep your mindyoung.
T L Osborn said: from the day you stop learning you
start dying that is to keep ones mind open to new
insight and information that will bring solutions to you as a
leader in your area of endeavor.
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LEADERS CONTINUE TO
LEARN Information demands discipline, as it doesnt jump on
people. It is only available to explorers. It is a product of
intelligent search. Nobody is responsible for where you are today but you;
not even the devil. The main problem is lack of appropriate
information. Jesus said you shall know the truth and the
truth shall make you free. But the discovery of the truth
always demands discipline.
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LEADERS ARE READERS People will say I dont have time to read. The question is
do you find time to eat? Everybody gets time to eat.
It has been proven beyond any doubt that committed
readers are those who become leaders. Remember common
sense at its best will only produce common results.
Dedicated readers and information hunters are the ones
that become great leaders.
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LEADERS ARE READERS Even the gift of wisdom can become stale if you dont
learn from others because iron cannot sharpen itself; it has
to be sharpened by another. If you dont rub your mindwith others, it will soon become dull.
With common sense, a leader will only head for a common
future. Everyone aiming at outstanding future must be
committed to rubbing his little mind with greater minds
thereby becoming sharper by the day.
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LEADERS ARE READERS Even the gift of wisdom can become stale if you dont
learn from others because iron cannot sharpen itself; it has
to be sharpened by another. If you dont rub your mindwith others, it will soon become dull.
With common sense, a leader will only head for a common
future. Everyone aiming at outstanding future must be
committed to rubbing his little mind with greater minds
thereby becoming sharper by the day.
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LEADERS ARE READERS You will be the same that you are this year in five years
time except for two things-the books you read and the
people with whom you walk.
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LEADERS ARE
DISCIPLINED You will be the same that you are this year in five years
time except for two things-the books you read and the
people with whom you walk.
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LEADERS ARE
DISCIPLINED I believe discipline is the capital price you pay for every
desired change you seek in your quest to be a leader.
Discipline in my view is doing what is required to get whatis desired. It is doing what is demanded not what is
convenient.
George Washington said, Discipline is the soul of an
army; it makes small number formidable, it procure
success to the weak and esteem all
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LEADERS ARE
DISCIPLINED Discipline I believe is all about accepting full
responsibility for every outcome for ones pursuit.
Someone has said you are not a failure until you look for
whom to blame. Leaders are proponents of change with
discipline. Only those who believe in the need for change
remain in charge. Leaders lead with example.
Mahatma Gandhi said, we must strive to become the
change we want to see.
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LEADERSHIP THEORIES
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TRAI
T THEORY
Based on great men you can examine
their personalities and behaviour to
develop traits of leaders
Plausible BUT flawed
Little correlation in attempting to
identify and model behaviours
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POWER & INFLUENCE
THEORY Approach concentrates on networks of
power and influence generated by the
leader
Based on assumption that all roads lead
to the leader
Negates role of followers & strength oforganizational culture
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BEHAVIOURIST T
HEORY
Emphasizes what leaders do rather
than their characteristics
So we look at what they do and how
they behave
Advocates- Blake and Mouton (creators
of the Management Grid) and RennisLikert
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SITUA
TIONAL
THEORY
Views leadership as specific to a situation
rather than a particular sort of personality
Based on plausible notion different
circumstances require different forms of
leadership
Champions Kenneth Blanchard & PaulHersey Situational Leadership Theory
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CONTINGENCY
THEORY
Developing from Situational Theory,
contingency approaches attempt
to select situational variables
which best indicate the most
appropriate leadership tosuit the circumstances
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TRANSAC
TIONAL
THEORY
Emphasizes relationship betweenleaders and followers
Examines the mutual benefit from anexchange-based relationship
Leader offers certain things like rewards
or resources, in return leaders getfollowers commitment or acceptance ofleaders authority (extrinsic motivation)
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ATTRIBU
TION
THEORY
Elevates followers to new importance
Concentrates on factors which lie
behind the followers attribution of
leadership to a particular leader
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TRANSFORMATIONAL
THEORY In contrast to Transactional (extrinsic
motivation) this theory emphasizes intrinsic
motivation
Emphasis on commitment rather than
compliance from the followers
Transformational leader proactive andinnovative visionary.
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VALUES-BASED
LEADERSHIP Helps to rebuild employee commitment,
performance and productivity
Offers a vision to reinvigorate and restore theheart and soul of organizations
Employees need a reason to believe in the
values and mission of an organization if not
profits and productivity will decline.
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VALUES-BASEDLEADERSHIP
Susan Smith Kuczmarski & Thomas D. Kuczmarski
How to replace the feeling of anomie disillusionment, isolation and hopelessness
How to reenergize employees with a renewed
sense of belonging, commitment and connectionto their organizations.
How to reduce employee problems like lack ofmotivation, low morale, I dont care attitude,
and low productivity How to eliminate 10 factors that decrease
employee satisfaction
Tools to help employees and employers to work
together for a more satisfying relationship.
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MODERNLEADERSHIP
Suggest leadership as a skill or characteristic is
distributed generously among the population
Successful leadership is not dependent on the
possession of a single universal pattern of inborn
traits and abilities. It seems likely that leadership
potential is broadly rather than narrowly
distributed in the population Douglas Macgregor
The Human Side of Enterprise
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Warren BennisEach of us contains the capacity forleadership and has leadership experienceBecoming an effective leader is not d uttranslating is not straightforward but it can bedone given time and application
Leaders: The Strategies for Taking Charge (withBurt Nanus) 1985
On Becoming a Leader, 1989
Why Leader cant Lead, 1989
An Invented Life: Reflections on leadership andChange, 1993
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THE
NEW
LEADER
Todays leaders understand that you
have to give up control to get results
they act as coaches not as the boss
Robert Waterman The Frontiers of
Excellence
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MANAGEMENTS
TYLES
Exploitative Authoritarian management by fear
Benevolent Autocracy top-down with emphasis
on carrots rather than sticks
Consultative UP-down communication with
decisions coming mainly from the top
Participative decision-making based on workinggroups that communicate with each other
(Rennis Likert 1903-1981)
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The Learning Organization
The new recipe for
leadership centres
on five keyareas:Learning,
Energy, Focus,
Inner Sense
- Phil Hodgson -
In the learning
organization the act of
learning is continuousand affects , and
involves everyone
- Stuart Crainer -
Key Management Ideas
1996
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The Learning Organization WHY? People are taking broader ranges of
responsibility e.g Managers today are faced with
new environment responsible for more people
working in a process-oriented organization Growth of knowledge workers-marketplace
is teeming with highly qualified people
Need to constantly develop skills with
changing times-recruiting, retaining,retraining, motivate, develop skills etc,
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NOTHINGDIES
FASTER THAN
ANEWIDEAIN
ACLOSEDMIND
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NEVERSTOP
LISTENING
NEVERSTOP
LEARNING
NEVERSTOPTRAINING
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REFERENCES
Crainer, S. (1996). Key Management Ideas
Bennis, W & Nanus, B (1985)Leaders
Ghosal,S. (1990). Organizational Theory and the
Multinational Corporation Handy,C (1994). The Empty Raincoat
Kuczmarski, S.S. & Kuczmarski, T.D. (1995).Values-Based Leadership
Macgregor,D. (1960) The Human Side ofEnterprise
Pascale, R. (1990).Managing on the Edge
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THANK
YOU
FOR YOUR KIND ATTENTION