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Why Should Anyone Be Led By You?
Professor Gareth Jones
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Leading v Managing Leadership is a non – hierarchical concept
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exceptional performance
Effective leadership excites people to exceptional performance Gareth Jones 2011
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Behaviour in organisations
Individual Team Organisation Gareth Jones 2011
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The Search for Authentic Leadership
Loss of reality 47 x 47 x 47 60 x 50 x 17 Loss of meaning Gareth Jones 2011
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The Search for Authentic Leadership
Loss of community Loss of trust Gareth Jones 2011
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Leadership is in short supply
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Structures and cultures kill leadership
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The Leadership Deficit
We want it – but we kill it We research it – but we don’t understand it Gareth Jones 2011
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Asking the wrong questions….
Who Makes It To The Top? First child or first son High achiever High energy levels Longer time span Goal directed Politically active Loners Field independent Gareth Jones 2011
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Asking the wrong questions…
What do those at the top think? Capacity to develop strategy Able to work with a variety of people Early responsibility for important tasks Strong achievement goals Early leadership experience Experience of several business functions Integrity, trust, concern for people Gareth Jones 2011
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A better question might be……
What do followers want? A better question might be…… Gareth Jones 2011
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Followers want community Followers want significance
Followers want excitement Followers want authenticity Gareth Jones 2011
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Ask yourself Are you exciting? Are you authentic? Who decides?
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Classic leadership research
Trait Style Contingency Gareth Jones 2011
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Emphasis on leaders not leadership
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How we understand leadership
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Leadership is contextual
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Leadership is relational
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Leadership is non-hierarchical
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What authentic leaders do
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and take symbolic action
Sense situations…. and take symbolic action Gareth Jones 2011
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Read – and rewrite – the context
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Get close but keep your distance
Identify Get close but keep your distance Gareth Jones 2011
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Show your difference Gareth Jones 2011
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Show your difference Gareth Jones 2011
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Show your difference Gareth Jones 2011
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Display significant, real and perceived differences…
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…related to context Gareth Jones 2011
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Know and show yourself…enough
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Reveal weakness – focus dissatisfaction
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Take personal risks because you care
When you really care you reveal your weaknesses. Your weaknesses should be real, humanising, and may show followers how they can help. Gareth Jones 2011
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Effective leaders use their emotions to liberate the energy of others
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Descartes was wrong – the fully rational human being is emotional
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Communicate….. Differences Weaknesses Vision Values Gareth Jones 2011
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Tell a story Gareth Jones 2011
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Choose your channel Gareth Jones 2011
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Be a conductor Gareth Jones 2011
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Conform enough Connect – gain traction – change
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Become an authentic chameleon
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Retain your authenticity by…
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Consistency between words and deeds
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A common thread in your role performance
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Comfort with origins Gareth Jones 2011
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Comfort with origins Gareth Jones 2011
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BE YOURSELF MORE WITH SKILL Gareth Jones 2011
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Inspirational Tensions
Show strength but reveal weakness Be yourself but conform enough Get close but keep your distance Be authentic but be prepared to be a role player Gareth Jones 2011
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The price and prize of leadership
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What authentic leaders do
Sense situations Read - and rewrite – the context Identify – get close but keep your distance Reveal difference - know and show yourself enough Reveal weakness Communicate with care Conform enough Practice what you preach Keep a common thread Be comfortable with origins Gareth Jones 2011
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What you can do now Crucibles of experience Sources of replenishment
Gain perspective Get feedback Don’t try to be perfect Being good v being great Customize your development Are you in the right place to express your authentic self? Gareth Jones 2011
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Balancing authenticity and skill
High Maverick Effective Leader Authenticity Unaware and clumsy Phoney Low Low High Skill Gareth Jones 2011
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Leading in a downturn Don’t claim to know the future – but articulate a vision/values (integrity and optimism) Understand the politics – but remain above them Focus on task (speed) – but build cohesion (keep talking and listening) Identify with the troops – but be prepared to be apart Remain steadfast – but adapt, be nimble Admit mistakes – and say sorry where necessary Gareth Jones 2011
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