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Everyday Leadership Practices - Coggle Diagram
Everyday Leadership Practices
Listening
enables teamwork
maintains enthusiasm and reassures
provides opportunity for info gathering and facilitates understanding
provides opportunity to form stratergy
criticial failiure between failure and success
facilitates decision making
central delegation
can be seen a sgood boss
employee recognistion
active listener put things aside listen and reflect back
more inclusive approach
listening organisation can have positive impact on employees wellbeing
Barriers
busyness
consumed with actions
noise-hard to heard
status-egos
race/sex/religion
cultural
assertiveness
no team player
solution
reward teams for listening and doing good jobs thinking of good ideas
conversations
the key leadership practice
2 or more participant is inherently collective
enables understanding of leadership as a practice and practice perfomance management
Talking and doing
like projects meetings talk about the issue and tackle it in a plan
3 concepts
debate
tell one another their different positons
exchnage views and argue
on differences rather than similarities
helps appreciate arguments are on both sides
develop heat -bringd to the surface what people are passionate about
process stalls if debate does not move forwards
only happens when high level of trust between people
e.g workers dont get punished for speaking up
can spill into unhealthy conflict
discussion
identifies and analyses the alternative postions in debate and opens up new meanings and ideas.
introduce and explain their positions/build links between ideas and people/demonstartes feelings
essentila to programme oprganisational change
important process through which participants make sense of leadership priorities.
require active listening
reach collective understanding and respond to challenges
set a collective direction to lead collectively
emerald
do team discussions include a helathy exchange or diofferent viewpoints/
who intiates these converstaions/how effective are these discussuions in achieving a collective direction for the team/group
dialogue
participants search for common ground
listen and unify views
neither discussion or argument
seeking common ground lidtening not preaching
become more aware of emotions at play in teams and organsiations.people focussedd rather than task focussed
engaging peoples perceptions their emotions and identitiy
tools for understanding kantor's converstaion dynamics
idea trabsplant family life to organisation
ubderstandig the structure of human communications
knowing when to intervene in conversations to keep it flowing and moving in the right direction
improve face to face communication nd discourse difference in covnerstaions that hinder the productivitiy
Move
setdirection
follow-validates the direction and completes
oppose-challenges and corrects
bystand-provides perspective on the conversational interaction analysing process underlying what is unfolding e.g going over work plan
follow/oppose or bystand in ordere to move conversation along
kantior argues people tend to adopt a preferred role in converstaions. good conversation s need all four movers/followers/opposers/bystanders
read the room to be more concious of the roles
asking questions
ASKING CHALLEGING QUESTIONS HELPS US TO CHALLENGE UNDERLYING AND OFTEN UNSPOKEN ASSUMPTIONS.
we learn to be better at asking the questions
asking difficult questions can chnage the course of the task at hand
people do what they know and avoid asking about the complex messy underlying issues
antagonism -hodtility between people that undermines inclusin=ve ways of dealing woth one another such as respect and consideration
reprsssing issues results in resentment and sometimes violence
agomism-directing of conflict in democrastic and participative ways whilst respecting one anothers right to oppose and to speak up
challenges the though process
Leadership practices can be defined as those that offer direction to a
group or organisation
we only tend to notice leadership when something is wrong
identifying type of leadership in organisation
Where and how is the work of leadership actually done?
. Who does this leadership work?
. What are the common tools and techniques of leadership?
. How is the work of leadership organised, communicated and consumed?
Social practices are things we do with other people, rather
than to them