Professional Documents
Culture Documents
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Paul L. Gerhardt
the success of leadership can be measured by what kind of talent and structure one leaves behind.
Vartan Gregorian,
former president New York Public Library
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Introduction
Some Basics:
Some people are consistently successful because of qualities and abilities they have developed in addition to their education and experience. Value, as perceived by the customer, will determine your worth. Genuine career happiness comes from achieving personal goals in harmony with organizational goals. The objective of this presentation is to present some strategies that a professional can use to improve their chances of a productive career.
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Understands the Big Picture. Has vision and is a systems thinker The ability to effectively empower, develop, and lead people/teams. A great leader is able to see the context of the situation they are in -- whatever that is -- and react accordingly. They ADAPT to the situation and those they lead.
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Personal Leadership
Personal Strategic Planning combines strategic
planning and time management together. Know where YOU fit in the organization and on your team. Continuous improvement in all areas of life Become a student of leadership and management styles Find a one or two mentors Read and take notes
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React-Blame all your problems on your friends, teachers, parents; take no responsibility for things that happen to you. Begin with No End in Mind-Have no goal or plan and never think about tomorrow. Put First Things Last-Always put off doing whats important by talking on your mobile and surfing the net. Always put off your homework until tomorrow.
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(Continued)
Think Win-Lose-Dont let anyone else succeed at anything because if they win, you lose. Seek First to Talk, Then Pretend to Listen-If you want their opinion, give it to them. Dont Cooperate-Teamwork is for losers; be your own island. Wear Yourself Out-Make being busy the only thing that matters; never exercise or improve yourself.
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... an overview.
Interdependence
Understand Synergize 5 6 PUBLIC VICTORY Think win-win 4
Independence
3 1 things 1st
s t
Dependence
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Coveys first three habits deal with self-reliance and selfmastery. These are private victories; they only involve the follower Habit 1: Be Proactive Be responsible, dont blame others Habit 2: Begin With The End In Mind Start with a clear mental image of your destination Habit 3: Put First Things First Focus on preserving and enhancing relationships and on accomplishing results
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Effective Interdependence
The first three habits build a foundation on
independence, from which one can move to interdependencecaring, productive relationships with others which Covey calls public victories When a person moves to interdependence, he steps into a leadership role
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Effective Interdependence
Habit 4: Think Win-Win Implies understanding that without cooperation, the organization cannot succeed Habit 5: Seek First To Understand, Then To Be Understood Requires a nonjudgmental attitude. Emphatic listening gets inside another persons frame of reference
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Effective Interdependence
Habit 6: Synergize Synergy is the combined action that occurs when people work together to create new alternatives and solutions. The essence of synergy is to value and respect differences Habit 7: Sharpen The Saw Process of using and continuously renewing the physical, mental, spiritual, and social aspects of life
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Seeking first to understand Keeping promises Honest, Openness Kindnesses, courtesies Win-Win or no deal thinking Clarifying Expectations Loyalty to the Absent Apologies Receiving feedback and giving I messages
Seeking first to be understood Breaking promises Smooth Manipulation Unkindnesses, Discourtesies Win-Lose or Lose-Win Thinking Violating Expectations Disloyalty, Duplicity Pride, conceit, Arrogance Not receiving feedback and giving you messages
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7 Habits
Reactive Stimulus Response
control my behavior
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Habit 1: Be proactive.
the gap = our choice
proactive (forward acting, opportunity-focused, clear) I will read one book per month in my field. I will exercise and attend Weight Watchers weekly I will cook dinners for my wife every Monday.
stimulus response
no concern
Victor Frankl, Mans Search for Meaning
Examples of your reactive statements ... and your proactive counterparts. What to do when frustrated? Discouraged? Imposter? What is your fix routine? Why not be proactive? What is the risk? Are you willing to risk failure? www.LeadershipSuccess.ne
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but not in your circle of influence Break this issue into areas of direct, indirect, and no control Outline how you might recast your concern so that you release the no control area, and do something about the areas of direct and indirect control.
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Meaning of this habit All things are created twice The two creations Rescripting Personal mission statements Values at the center
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What lies behind us and what lies before us are tiny matters compared to what lies within us. Henry David Thoreau
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The law of the farm: You reap what you sow. translated sacrifice vision = what you want to see mission = immediate next step(s) Both tend to focus priorities. Specifically write what you want to reap. What do you HOPE for? A prestigious job? A girlfriend or boyfriend? Money? Write what you are willing to sow. Time? Personal energy? Money? Your friends? Any books or movies or models that guide you?
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Determine acceptable evidence. How will we know that they know? Plan learning experiences and instruction. What activities, skills, information and resources will be best?
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Why backward?
Were used to jumping to lesson and activity ideas before clarifying our performance goals for students The change in lesson design does not necessarily mean that we throw out everything that weve done but it is a matter of being more selective, It helps us modify and also helps us to decide what not to teach. By thinking through the assessments upfront, we ensure greater alignment of our goals and means that teaching is focused on desired results
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Stage 1
What should students What and know should others know and be able to do?
be able to do?
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Curricular Priorities
Enduring Understanding
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Group Project
1. On Your Own Name a curricular topic that you will address with students this year. What enduring understandings about big ideas do you want students to leave with? 2. With a partner Share your topic and enduring understandings. Partners ask questions and help clarify big ideas.
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What specific insights about big ideas do we want clients to leave with?
learning, pointing toward key issues and ideas, and suggest meaningful and provocative inquiry into content?
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Understandings: What specific insights about big ideas do we want others to leave with?
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Someone who understands ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________
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Facet #1 Explanation: Sophisticated and apt explanations and theories, which provide knowledgeable and justified accounts of events, action, and ideas. Facet #2 Interpretation: Narratives, translations, metaphors, images and artistry that provide meaning. Facet #3 Application: Ability to use knowledge effectively in new situations and diverse contexts. Facet #4 Perspective: Critical and insightful points of view. Facet #5 Empathy: The ability to get inside another persons feelings and world view Facet #6 Self-Knowledge: The wisdom to know ones ignorance and how ones pattern of thought and action inform as well as prejudice understanding.
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not important
We want Quadrant II > Quadrant I. Quadrant II comes from Quadrants III and IV. Estimate how much time you spend in Quadrant II (and what IS Quad IV?) ... How do you plan your day? Datebook? Palm Pilot? How much is your time worth to you, in dollars/hour? www.LeadershipSuccess.ne
1 Identify big rocks (q2). 2 Schedule these FIRST! 3 Surround with other. What is the lesson?
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with appointments, notes, tasks that need to be done, phone numbers and addresses
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vs. work with things) Amount of discretionary time you use (how much time is under your control)
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Nature of Work
0%
Work with Things
100%
Work with People
100%
0%
Your work falls someplace on the diagonal line. The higher up the line you go, the more sophisticated your time management system needs to be. www.LeadershipSuccess.ne
Discretionary Time
100%
Amount of control you have over your time
0%
The higher up the line you go, the more sophisticated your time management system needs to be.
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Primitive
C RT N_A-H
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Primitive
Priority Meandering Start on task a get distracted resume on task b get distracted jump to task c
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Primitive
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Primitive
First Come - First Served Handle tasks in the order in which they arrive
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Primitive
Grouping Do all the same types of tasks at the same time (phone calls, writing letters, etc.)
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Primitive
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Simple
Floating Pieces of Paper (including post-its, business cards, napkins) Write notes on assorted pieces of paper Sooner or later the paper floats
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Simple
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Simple
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Simple
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Simple
Address book A variety of devices are used to record addresses and phone numbers
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Simple
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Day Runner Day-Timer Franklin Day Planner Day at a Glance Seven Habits Planner Priority Manager Rolodex
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WinWin Definition
The win-win approach is a set of principles, practices, and tools, which enable a set of interdependent stakeholders to work out a mutually satisfactory (win-win) set of shared commitments.
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consideration
lose-lose
(never pays)
win-lose
(other person gets hard feeling)
courage Are there times when paradigms others than win-win are appropriate? How do you develop courage? Consideration? Emotional bank account? What causes conflict? Tools for conflict resolution? Your boundaries? www.LeadershipSuccess.ne
Key Concepts
Win Condition:
objective which makes a stakeholder feel like a winner Issue: conflict or constraint on a win condition Option: A way of overcoming an issue Agreement: mutual commitment to an option or win condition
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Issue Issue
addresses
Agreement Agreement
adopts
Option Option
WinWin Equilibrium State - All Win Conditions covered by Agreements - No outstanding Issues
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committed, representative, collaborative, knowledgeable Facilitators: some understanding of stakeholder domains, collaboration management ability Good facilitators can be participants also
Beginning of shared vision
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4 tips for dealing with people Do not criticize, condemn, or complain. Express sincere appreciation. Give them emotional air and learn their story. Focus on their interests (know your best alternative coming in).
Dale Carnegie How to Win Friends and Influence People Fisher & Ury, Getting to Yes
What are some stranglers for emotional air? What are some ways we can express sincere appreciation? How often do you ask someone to a professional lunch? How do you meet a person? How do you greet a person?
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a winning work ethic Show initiative Discover additional responsibilities Ask questions
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Competencies have definitions and key actions. Your actions demonstrate competencies.
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Initiative
(An example)
Definition Taking prompt action to accomplish objectives; taking action to achieve goals beyond what is required; being proactive.
Key Actions Responds quickly--Takes immediate action when confronted with a problem or when made aware of a situation. Takes independent action--Implements new ideas or potential solutions without prompting; does not wait for others to take action or to request action. Goes above and beyond--Takes action that goes beyond job requirements in order to achieve objectives.
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Habit 6: Synergize.
Animal school
Once upon a time, the animals decided they must do something heroic to meet the problems of a New World, so they organized a school. They adopted an activity curriculum consisting of running, climbing, swimming, and flying. To make it easier to administer, all animals took all the subjects. In the end, the ducks web feet were so badly worn that he couldnt swim, the rabbit had a nervous breakdown and couldnt run, the eagle was disciplined severely for getting to the top of the tree without climbing, and an abnormal eel ended up doing best overall and winning valedictorian. What are your unique gifts? What talents do you need from others? What qualities often seem like a disadvantage, but are necessary? How do you contact or talk with people, if you are shy? (Carnegie)
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Synergy The exercise of all the other habits prepares us for the habit of synergy. Synergy. The whole is greater than the sum of its parts. Few people experience synergy in their lives because most people have been scripted into defensive or protective communications. Synergy can be unnerving unless one has a high tolerance for ambiguity and gets security from integrity to principles and inner values.
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edge of chaos. Synergy is possible in the classroom when the group collectively agrees to subordinate old scripts and to write a new one.
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Synergy in Business
To achieve synergy in business requires that
people become open and authentic. When we open ourselves up to the influence of others, we gain new insights and facilitate the generation of new options.
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Negative Synergy
Most highly dependent people are trying to
succeed in an interdependent reality. Many people don't realize that the real strength of any relationship is having alternative points of view.
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4 categories I-E introvert (reserved) - extrovert (expressive) S-N sensory (observant) - intuitive (conceptual) T-F thinking - feeling P-J perceiving (probing) - judging (critiquing)
ARTISANS (observant, probing) IDEALISTS (intuitive, feeling) ESTP promoter (Roosevelt, Madonna) ENFJ teacher (Gorbachev, Billy Graham) ISTP crafter (Bruce Lee, Earhart) INFJ counselor (Gandhi, E Roosevelt) ESFP performer (Elvis, Reagan) ENFP champion ISFP composer (Carson, Streisand) INFP healer (Albert Schweitzer) GUARDIANS (observant, critiquing) RATIONALS (intuitive, thinking) ESTJ supervisor (Colin Powell) ENTJ fieldmarshall (Gates, Greenspan) ISTJ inspector (Truman) INTJ mastermind (D Eisenhower, Rand) ESFJ provider (G Washington) ENTP inventor (Disney, Edison) www.LeadershipSuccess.ne ISFJ protector (Mother Teresa) INTP architect (Einstein, Darwin)
Social
family, friends, service (notes, phone calls, emails, visits)
Mental
reading, journaling, discussing, seminars, meetings
Physical
endurance, strength, flexibility, sleep, eating
When will YOU sharpen your saw? www.LeadershipSuccess.ne What measures will you use in each category?
Self-Management
Self-Management
when an individual consciously controls the learning process of acquiring new behavior through the interplay of environmental cues, consequences and cognitive processes
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Person
Behavior
Behavior changes needed for selfimprovement
Consequences
Self-reinforcement/selfpunishment Building activities into the task naturally that are rewarding (e.g. activities that sense increase ones
2004 The McGraw-Hill Companies, Inc. All rights reserved. relevant others
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Creation Principle
All things are created twice C mental or first creation C a physical or second creation Most non-productive endeavors fail with the first creation
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Rescripting
Personal leadership: the first creation C Through self-awareness, discover ineffective scripts, deeply embedded habits that are incongruent with values C Proactively rescript
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Circle of Influence
To create a mission statement begin with the center Principles & values: security, guidance, wisdom, & power
Mission Statement
What are you first things? List those things that are most
important in your life. How effective are you at keeping those things first in your life? Why?
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Mission Statement
If you were to do one thing in your
professional life that would have the most positive impact, what would that one thing be? If you were to do one thing in your personal life that would have the most positive impact, what would that one thing be?
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Mission Statement
Record your personal mission statement,
philosophy, or creed. Your mission statement is your personal contribution and represents the deepest and best within you.
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Strategic Leadership
Build a team Identify talent Training and deploy as necessary Build community Establish and nurture partnerships Establish support groups Build relationships Focus on people, not policies Value diversity and inclusion
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Envisioned Leadership
Develop your personal portfolio Understand your power and influence Prepare relentlessly Communicate your vision Have a plan See the big picture Focus on the organization Foster a collaborative and cooperative environment Streamline operations Enjoy the journey!
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Homework
1 Decide that you CAN in fact change your life. 2 Get away one weekend with a pen and pad of paper. Write down what you HOPE for in life, and what you feel called towards (e.g., family, work, opera). If you dont know talk with friends or family. If you dont know try things! Athletics, service, camping, animal rights, politics, research. If you dont know read biographies and newspapers. If you dont know look at http://www.dosomething.org/index.cfm.
ablish your big rocks the important changes, not just the urgent.
Summary
Follower role includes responsibility, service, challenging authority, participating in change, knowing when its time to leave organization
Developing Personal Potential
Covey defines a habit as the intersection of
knowledge, skill and desire He arranges seven habits along a continuum from dependence to interdependence When a person moves to interdependence, he steps into a leadership role
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Situational Leadership
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Overview
Two leadership styles Variables that influence style Situational Leadership Model
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Continuum
What variables would determine which style to use?
Time Associates/ Peers
Democratic
Autocratic
Continuum
Democratic
Followers/ Subordinates Autocratic
The Hersey and Blanchard Situational Leadership Model is based on this lone variable because if you tried to consider all variables before deciding, youd become immobilized.
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(High)
S U P P O R T I V E B E H A V I O R
S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW
(Low) HIGH
D4
DEVELOPED
D3
D2
D1
DEVELOPING
Moderate to high skill level Just absent adequate motivation Leaders key role is facilitating Peak Reluctant Performer Contributor High skill and high motivation Needs low direction or support Leader empowers followers
Low to moderate development Unsure they can do it Leader gives direction but also seeks input
Low skill New to job Motivated Needs specific direction Needs close supervision
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(High)
S U P P O R T I V E B E H A V I O R
Enthusiastic Beginner
Low skill New to job Motivated Needs specific direction Needs close supervision
High direction Low support Leader defines roles of followers Leader initiates problem solving and decision making One-way communication
S3 S4
S2 S1
DIRECTIVE BEHAVIOR
HIGH
MODERATE
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
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(High)
S U P P O R T I V E B E H A V I O R
Disillusioned Learner
Low to moderate development Unsure they can do it Leader gives direction but also seeks input
High direction High support Leader now solicits ideas, opinions Two-way communication Leader still controls decisions
S3 S4
S2 S1
DIRECTIVE BEHAVIOR
HIGH
MODERATE
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
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(High)
Reluctant Contributor
Moderate to high skill level Just absent adequate motivation Leaders key role is facilitating
High support Low direction Control shifts to followers Leader listens actively and provides recognition
S U P P O R T I V E B E H A V I O R
S3 S4
S2 S1
DIRECTIVE BEHAVIOR
HIGH
MODERATE
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
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(High)
S U P P O R T I V E B E H A V I O R
Peak Performer
High skill and high motivation Needs low direction or support Leader empowers followers
Low support Low direction Leader does discuss & define problem to be solved Followers make decisions, run the show
S3 S4
S2 S1
DIRECTIVE BEHAVIOR
HIGH
MODERATE
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
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Its all about matching the style (of the leader) to the level (of the followers) Think of leaders needing to fill in whats missing provide their people with what they cant do for themselves at the moment Mismatch results in Over-supervision (gets you frustrated followers) Under-supervision (gets you insufficient results)
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And finally
What about changing styles? When would you change styles? Would you ever? Yes! As the name implies, Situational Leadership is task-specific Change it when warranted by change in task or change in personnel doing it Your goal Build your followers development level so you can use less time-consuming styles (S3 and S4) and still get high quality results
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SUMMARY
Two leadership styles Variables that influence style Situational Leadership Model
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The End
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