Leading Leaders ASME

Leading Leaders Asme-Free PDF

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Leading Leaders,Leading Leaders,To meet the session objective we will. 1 List the 13 basic needs of every ASME volunteer, 2 Contrast motivational techniques used in military units. religious groups politics and sports teams with those. most effective with ASME volunteer leaders, 3 List several leader relationships that changed the course. of history, 4 Examine how some daily task rules can help you to. successfully lead people who are leaders in their own. 5 Discuss how the skills of volunteer leaders can be. applied to meet the mission of ASME 3,Leading Leaders.
Review of Learning from Select track,Motivational Models. History of Great Leaders,Seven daily tasks for leading a group of. Guidance for ASME Volunteer Leaders,What will you do with this. 13 Basic Needs of Volunteers,Determined by a task force survey of ASME units. and industry sources,Tasks to match interest Adequate training.
Good reasons Safe work environment,Written instructions Follow up by leaders. Specific tasks Opportunity for feedback,Reasonable deadline Rewards to match reasons. Freedom convenience Value added to encourage,Everything necessary to employer participation. complete w o interruption,Motivational Models,History of Great Leaders. Guidance for Volunteer Leaders,P 4 3 Qualifications of ASME Elected Officers.
elected officers are expected to possess high qualities of. character vision leadership responsibility and broad. understanding of the Society,Leading Leaders,American Management Association. ASME Unit Leadership Resource Center,http volunteer asme org unit 8. Leading Leaders How to Manage Smart,Talented Rich and Powerful People. Jeswald W Salacuse,Task 1 Direction Negotiating the Vision. Task 2 Integration Making Stars a Team,Task 3 Mediation Settling Leadership Conflicts.
Task 4 Education Teaching the Educated,Task 5 Motivation Moving Other Leaders. Task 6 Representation Leading Outside the Organization. Task 7 Trust Creation Capitalizing Your Leadership. Task 1 Direction Negotiating the Vision,To determine a direction for elite followers. structure and conduct a strategic conversation on,that subject rather than impose a new vision. from the top,Make sure the process allows for the genuine. participation of followers and for decisions,based on acceptable principles and standards.
Task 2 Integration Making Stars a Team, Make the common interests of your organization s members. apparent through meaningful activity, Learn to understand the nature of the cultural differences. that divide your organization s members and then seek to. find ways to bridge that gap, Demonstrate by both word and deed that you put the. interests of the organization above your own,Task 3 Mediation Settling Leadership. Seek to understand those leaders underlying interests. not just their stated positions, Consider carefully the six mediation power tools of.
reward coercion expertise legitimacy reference and. coalition that you may employ and how they might be. applied most effectively in the conflict you are facing. Task 4 Education Teaching the Educated,Think of yourself not only as a teacher but as a. manager of the education process in your organization. To the maximum extent possible do your educating,one on one rather than in groups. Actively involve and invite the contributions of the. persons you would educate in the process,Task 5 Motivation Moving Other Leaders. Learn as much as you can about what the person is doing and has done as well. as the interests that are driving that person s actions Usually the best source of. that information is the person in question, On the basis of that knowledge seek to understand and develop the particular. incentives that accord with those interests and may therefore move that person to. act in a desired way, Agree on future goals in the short term medium term and long term for that.
person and show how those goals relate to those of the organization. Agree on a plan of action that is specific doable and clear. Task 6 Representation Leading Outside the,Organization. Remember that every act or statement that you make whether in public or in. private has the potential to affect your organization s relationships with the. outside world Nothing you do is purely personal A leader is always on. If those interests are dysfunctional or unrealistic seek to change or. transform them through on on one diplomacy and strategic conversations. among your followers, Beware of confusing your self interest with organizational interests. most effective with ASME volunteer leaders 3 List several leader relationships that changed the course of history 4 Examine how some daily task rules can help you to successfully lead people who are leaders in their own right 5 Discuss how the skills of volunteer leaders can be applied to meet the mission of ASME Leading Leaders

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