‘Understanding Leadership’ & ‘ Leading and motivating a team effectively’ ILM Level 3 –...
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‘Understanding Leadership’ & ‘ Leading and motivating a team effectively’ ILM Level 3 – presentation summary of assignments Carmen Torres-Sanchez, PhD MEng FHEA Senior academic, Wolfson School Mechanical + Manufacturing Engineering
‘Understanding Leadership’ & ‘ Leading and motivating a team effectively’ ILM Level 3 – presentation summary of assignments Carmen Torres-Sanchez, PhD
Understanding Leadership & Leading and motivating a team
effectively ILM Level 3 presentation summary of assignments Carmen
Torres-Sanchez, PhD MEng FHEA Senior academic, Wolfson School
Mechanical + Manufacturing Engineering
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Golemans (emotional) leadership styles
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Where Blanchard and Goleman meet (i) High relationship High
task Low relationship Low task Coaching Supporting
DelegatingDirecting
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High relationship High task Low relationship Low task Coaching
Supporting DelegatingDirecting Visionary Affiliative Democratic
Pace- setting Commanding Where Blanchard and Goleman meet (ii)
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High relationship High task Low relationship Low task
Supporting DelegatingDirecting Visionary Affiliative Democratic
Pace- setting Commanding Coaching Where Blanchard and Goleman meet
(iii)
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Business as if people mattered A variety of approaches to suit
individuals and groups of the different teams I manage and interact
with Based on experience, the leadership styles that show most
effectiveness:
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Ref: Vicky Earle - Medical Illustration - British Columbia From
micro to macro :: how do we make a dent? Motivating the team: What
does s/he want? What do they want? PURPOSE Their work count It is
not AIM-less POINT-less MEANING-less
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Help them grow or watch them go Empower them Set the boundaries
and let them function Train them: on-the-job (professional dev) and
for the next job (personal dev) Expose them beyond their job remit
The best piece of delegation advice one of my mentors gave me: Give
the job to someone who is already doing it Prof B Wherrett
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The Transition Zone For too long we have trained people to do a
job. For effective performers, focus has to be on training them
into the transitions between jobs or tasks. Practice the
transition, not the thing itself A new approach to Doctoral
Training spearheaded at Lboro (by us!)
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Stars dont work for idiots As you raise the quality of your
talent, youve got to raise the quality of your management. The
better you are at attracting great people, the more you have to do
to design the conditions under which they can do great work John
Sullivan