1. Management of People: An Overview _______ Joshua Bhengu

2. “Most effective leaders realise that they must first learn the skill of leading themselves, before they attempt to lead others.” What is lacking today is not knowledge about leadership, but the courage to convert such knowledge into actual performance. But courage does not come just by wishing—it only happens as a consequence of one's level of consciousness, one's inner experience, one's self identity.” Jagdish Parikh

3. Optimised Organisational Performance – Through People Different Perceptions Leadership & Engagement Culture, Values, Power, Ethics Action Learning: Implementation on the Job Optimised Organisational Performance

4. Every judgment made by an individual is conditioned by his personality type and every point of view is necessarily relative. Memories, Dreams, and Reflections – Carl G. Jung Perception Study

5. “We see the World not as it is, but as we are.” Stephen Covey Perception and Awareness

6. Theoretical Influence Hersey & Blanchard Covey Kouzes & Posner Koestenbaum Kotter African Leadership Bar-On Cohan and Beck Jung Value-based leadership  Steward Leadership  Participative Evolution

7. 70% of variance in Organisational Climate can be explained by differences in Leadership Style Revenue, Profit, Shareholder Value Business Strategy Organisational Structure/Job Design/ Policies Products and Services Organisational Culture/ Climate MANAGEMENT COMPETENCIES Leadership style 70% 28% 28% of variance in revenue and Profit can be explained by differences in Organisational Culture/Climate Schutte : 2005 The Importance of Leadership

8. The Team The Individual The Organisation How individuals change How groups change How organisations change TRANSFORMATION STRATEGY – the “What” Context: South Africa Africa Global Chapter 6 Leadership Doing Disconnect Apathy Sustainable Change Effort: Engagement, Commitment Being Leadership Doing TRANSFORMATION PROCESS – the “Way” Inclusivity Leadership Framework R Viljoen (2007)

9. BeQ™ Benchmark of Engagement Quotient The individual The Team The Organisation Voice Assumptions About We Assumptions About They Assumptions About Me and Society Context National Cultural R Viljoen (2007)

10. LEADERSHIP IN A HIGH PERFORMANCE CULTURE INTERPERSONAL Empowering followers Building inclusivity Taking up authority Facilitating learning Enhanced EQ Inspiring people Reviewing performance EXTERNAL ENVIRONMENT Awareness of the external environment New Economy understanding Articulating vision and enlisting followers Conceptualising strategy Systemic Thought ORGANISATIONAL Awareness of internal environment Aligning enabling structures and processes Facilitating interdepartmental co- ordination across organisational boundaries Developing and implementing performance plans Valuing Diversity Rewarding Performance INTRAPERSONAL Enabling the leader: personal growth Allowing different voices Building trust Honesty and integrity Decisiveness and hardiness Emotional intelligence Wellness R Viljoen (2007)

11. Inclusive Culture Is fundamentally shaped by Trust Caring Support Respect Ownership Relationship Credibility Capacity To Perform/ Energy in system Set of Perceived Values Common Beliefs Climate Workforce Satisfaction Attitude Towards Job Attitude Towards Organisation Service Quality Service Environment Service Intent CES™ (Customer Excellence Survey) Model Prof Petri Schutte

12. The Philosophy of leadership The value of shared vision Current RealityPerceived Future Position Shared Vision/ Future position Perceived Strategic Gap Real Strategic Gap Tension Gap To close the gap between the shared vision and the perceived future position, alignment of the future picture must be established... R Viljoen (2007)

13. Action Learning Formula

14. The Learning Cycle

15. “It is essential to understand and learn to manage and lead one's own inner dynamics, one's own self, in order to achieve sustainable peak performance and a continuing experience of inner fulfillment. Often many people do perform at a peak level, but this is largely through a fear of losing… Fear creates peak performance by generating adrenaline, which is very energizing and addictive. But adrenaline is also self-consuming and not sustainable. To achieve sustainable peak performance, learn to transform your motivation from fear of losing to joy of doing, which is a different chemistry—that of endorphins.” Jagdish Parikh

16. To be Addressed by the Next 2 MOP Speakers: Management of people in practice; how best to do it? Wicked problems confronting organisations and their leaders: What are they? How can some of these be effectively addressed? Thank You