by Andrei Marach // March, 2015
THE
OF LEADERSHIP
FACETS
and
TEAMWORK
2
1
The best Leader you have ever met
2
3 4
The activity that you like best
YOUR LEADERSHIP SHIELD
Top values of your best Leader
A recent success or accomplishment
AMACON ©
3
THE
LEADERSHIP
FRAMEWORK
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LEADER’S PERSONALITY
WHO YOU ARE
1
Jurgen Appelo, Management 3.0 Workout © 2014
5
FOLLOWER’S
PERSONALITYPERSONALITY
2
WHO THEY ARE
Jurgen Appelo, Management 3.0 Workout © 2014
6
LEADERSHIP
PERSONALITYCONTEXT
3
Jurgen Appelo, Management 3.0 Workout © 2014
7
Managerial Grid
© by Robert R. Blake and Jane Mouton
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The Fiedler Model
© by Fred Fiedler
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LEADERSHIP
PERSONALITYBEHAVIOR
4
Jurgen Appelo, Management 3.0 Workout © 2014
10
The Path-Goal Theory
© by Robert House
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The Path-Goal Theory
© by Paul Hersey and Ken Blanchard
Leadership Style
Descriptions
Telling (S1)
Selling (S2)
Participating (S3)
Delegating (S4)
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LEADERSHIP
PERSONALITYEFFECTIVENESS
5
Jurgen Appelo, Management 3.0 Workout © 2014
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SOS KINDERDORF CASE
LEADERSHIP
EMPOWERMENT
AND
DEVELOPMENT
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The LEADERSHIP FRAMEWORK
GROUP EXERCISE
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“A creative networker is a
person who creates or
grows unique
value within a network of
people, or someone who
creates or
grows the network in an
original way for others to
share their value”
- Jurgen Appelo
Management 3.0 Workout © 2014
17
Ice-Breaker
Social
networks!!..
Picture: Jurgen Appelo, Management 3.0 Workout © 2014
18
“Team is not a virtue, it’s a
strategic decision, it’s a choice
that has cost. The question is
whether you sign up for it or
not”.
Patrick Lencioni, the founder and president of The Table Group, Inc
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Bruce W. Tuckman model
Jurgen Appelo, Management 3.0 Workout © 2014
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TEAM DYNAMICS
Bruce W. Tuckman, © 1998
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Patrick Lencioni’s model
Jurgen Appelo, Management 3.0 Workout © 2014
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Team Five dysfunctions:
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Overcoming:•Inattention to RESULTS – Focus on outcomes.
•Avoidance of ACCOUNTABILITY –Confront difficult issues.
•Lack of COMMITMENT –Force clarity and closure.
•Fear of CONFLICT –Demand debate.
•Absence of TRUST –Be human.
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Reading tips:
1 2 3
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