1. THE ROLE OF LEADERSHIP IN ORGANISATIONAL WELLNESS THE BIRTH OF A MACHINE…

2. From the fall of the Bastille to the fall of the Berlin wall Industrial revolution –Technological Changes –Development in transportation –Mobility of man and material and machinery –Creation of macro centres –Urbanisation –Depopulation of Rural Areas

3. CONVEYOR BELT SYNDROME

4. MAN REPLACED BY MACHINE Utilitarianism Functionality of a person No more intrinsic value But there is a price…

5. DE-HUMANISATION OF THE WORKPLACE Alienation of self Isolation of the Individual Transformation of man into a production factor Fragmentation of society

6. NEW THINKING OF THE NEW MILLENNIUM – The Utilitarian Trap Tribe vsModernist world value Holistic vsSegmented OrganicvsMechanistic Human centeredvsSelf centered Group orientedvsindividualistic WevsI

7. “ To maintain the Production/ Production capability balance, the balance between the golden egg (production) and the health and welfare of the goose (production capability) is often a difficult call. But I suggest that it is the very essence of effectiveness.” Stephen R Covey

8. The world has changed so dramatically that it is impossible to go back… How do we then look after our goose?

9. ENGAGING LEADERSHIP IS THE KEY ENABLER OF WELLNESS IN THE WORKPLACE

10. WHOLE LEADERS As the leader goes, so does the organisation. Leaders will teach what they know, but reproduce what they are THEREFORE…

11. Organisations have to ensure that they appoint leaders that are: Emotionally mature; Spiritually wealthy; Socially integrated; Portraying sound financial management; Reflecting a Balanced lifestyle; Family oriented; and Constantly improving and stimulating himself intellectually …or equip the existing leaders to this extend

12. Self-neglect has assumed epidemic proportions… The South African manager has one of the poorest records in the Western economic and managerial worlds with regard to: Cholesterol, hypertension, stress, obesity, divorce per capita, and alcohol and nicotine consumption

13. ‘Incomplete human beings become defective managers. To survive in today’s ethics breakdown, requires executives to mobilise their full human potential.’ – Pieter Koestenbaum, Ph.D.

14. ENGAGING LEADERSHIP STYLE Resent Research 3 Years study in NHS with King College –3 Themes 1.High Engagement 2.Shared vision 3.High levels of capabilities of competencies NB – Relationship between Individual ←→Line manager NB – Style of Leadership: Leadership style impact significantly on culture of team.

15. 2 LEADERSHIP STYLES 1.Hierarchy leader Old style positional leader Focussed on maintaining and reinforcing their positions 2.Captain of the Team Was participative, but very directive Focussed on synergising and directing teams Valued individual contributions

16. INTERACTION AND ENGAGEMENT Leadership Team Accomplishments Creates an environment that supports high engaging behaviours amongst employees and so doing establishes the base for the Creation Of Community It is only in a community does the spirit of UBUNTU come alive

17. CREATING WELLNESS IN ORGANISATIONS BY MEANS OF a NEW VALUE SYSTEM

18. CONCLUSION As you work to build your organisation, remember this: Personnel determine the potential of the organisation Relationships determine the morale of the organisation Structure determines the vision of the organisation Vision determines the direction of the organisation Leadership determines the success of the organisation