Please enable JavaScript.
Coggle requires JavaScript to display documents.
WE (HILT (High Impact Leadership and Teaming) (Decide and inform, 1on1…
WE
HILT (High Impact Leadership and Teaming)
Decide and inform
1on1 consultation and then decide
Group consultation
Pose challenge to group, facilitate consensus
Pose challenge to group and delegate right to decide
RANK vs POWER
Power of CEO
How use this power?
Old economy style: Exclusive, directing and coercive
New economy style: Inclusive, participative and influencing
Types of ranks
Structural, Social, Psycological, Spiritual, Earned
Power – vermoe om te beinvloed, ander vir my te laat luister
Power trumps authority
Moet power reg gebruik en moet dit he, referent power is die sterkste power wat kan he. Respek in verhouding en daarom luister mense na jou.
Rank – ander beinvloed sonder dat ek eers daarvan weet.
The failure to use power when you should can be as destructive as using the wrong type of power, or using your power wrongly
CAVE OF INCOMPETENCE
Konflik te vermy
Lack of trust
Self doubt
TYRANNY OF COMPETENCE
Ontdek dat ander se weg moontlik beter is as my eie (Manning & Curtis, 2015: 182).
Perfeksionisme, onafhanklikheid
LEADER AS COACH
coaching leadership style to foster talent creation, develop the talent pipeline, address the symptoms of compression
raising awareness and taking personal responsibility
LEVELS OF WORK
Technical = Tactical = Transactional = Transformational
HUMAN RESPONSE TO CHANGE
Organizational change
Organizational mourning
Shock, Disbelief, Discarding, Realisation
SCARF MODEL
Status, Certainty, Autonomy, Relatedness, Fairness
Reasons for resisting change
Mussle sydrome, refuse change
MULTI CULTURAL SENSITIVITY
Diversity, Culture, Race, Age, Gender, Religion, Backgrounds, Wealth, Social & Cultural identities
COMPRESSION, DEPRESSION, VACCUUMS