mastermind leadership

8/8/2019 Mastermind Leadership

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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

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