Training Course ( Leadership )

8/3/2019 Training Course ( Leadership )

1/20

Strategies for successfulStrategies for successful

group work: learninggroup work: learningstyles and leadershipstyles and leadership

stylesstylesHonHon 101101


2/20

Learning styleLearning style Most people favora particular method of processingMost people favora particular method of processing

information.information.

Ancient concept applied in education in theAncient concept applied in education in the 19701970s.s.

Teachers should provide opportunities forapplication ofTeachers should provide opportunities forapplication ofmultiple intelligencesand different learning styles inmultiple intelligencesand different learning styles intheir classroomtheir classroom

Students should understand their individual strengthsStudents should understand their individual strengthsand weaknessesand weaknesses

Teachers and students need to beaware of theTeachers and students need to beaware of theinteraction of learning styles in the classroominteraction of learning styles in the classroom

Leadership styleLeadership style Most people havea particular method of interacting withMost people havea particular method of interacting with

othersothers Ancient concept applied in business in theAncient concept applied in business in the 19401940ss

Individuals should understand the strengths andIndividuals should understand the strengths andweaknesses of their style of leadershipweaknesses of their style of leadership

People should understand theadvantages andPeople should understand theadvantages anddisadvantages of different styles of leadership indisadvantages of different styles of leadership indifferent organizational contextsdifferent organizational contexts


3/20

Four personalitiesFour personalities The concept of 'fourness' is found in many traditions. Carl JungThe concept of 'fourness' is found in many traditions. Carl Jung

synthesized and clarified these ideas insynthesized and clarified these ideas in 19201920s*s*

Four basic learning stylesFour basic learning styles Understanding styleUnderstanding style -- likes to think things through (head)likes to think things through (head) ImaginativeStyleImaginativeStyle selfself--expressive,visionary, developing creative ideas (eye)expressive,visionary, developing creative ideas (eye) Mastery styleMastery style -- action orientated, practical,realistic,remembering (hand)action orientated, practical,realistic,remembering (hand) Interpersonal StyleInterpersonal Style -- sociable, feeling and relating (heart).sociable, feeling and relating (heart).

''Star Trek'Star Trek' version:version: the hard logic ofSpock is the 'thinking stylethe hard logic ofSpock is the 'thinking style the 'free wheeling' Captain Kirkrepresents the 'imaginative style';the 'free wheeling' Captain Kirkrepresents the 'imaginative style'; the 'hands on' engineerScotty represents the 'practical style';the 'hands on' engineerScotty represents the 'practical style'; caring Dr Bones the 'feeling style'.caring Dr Bones the 'feeling style'.

''Seinfeld version:Seinfeld version: Jerry's obsession with analyzing everything ( thinking style);Jerry's obsession with analyzing everything ( thinking style); Kramer's 'off the wall' plans ( the imaginative style);Kramer's 'off the wall' plans ( the imaginative style);

George's procedural rigidity (therealistic 'practical style');George's procedural rigidity (therealistic 'practical style'); Elaine's burning need to loved ( the 'interpersonal feeling style').Elaine's burning need to loved ( the 'interpersonal feeling style').

** C.J.C.J. Jung (Jung (19211921) Psychological types.) Psychological types.


4/20

Three sensesThree senses Three dominant styles of learningThree dominant styles of learning

Visual Learners (Visual Learners (learn throughlearn throughseeing)seeing)

Think in pictures and learn bestThink in pictures and learn best from visual displaysfrom visual displaysincluding: diagrams, illustrated text books, overheadincluding: diagrams, illustrated text books, overheadtransparencies, videos, flipcharts and handtransparencies, videos, flipcharts and hand--

outs.outs. Take detailed notes to absorb the information.Take detailed notes to absorb the information.

Auditory Learners (Auditory Learners (learn through listening)learn through listening)

Think in words and learn best through lectures,Think in words and learn best through lectures,discussions, talking things through and listening todiscussions, talking things through and listening towhat others have to say. Benefit from reading textwhat others have to say. Benefit from reading textaloud and using a tape recorder.aloud and using a tape recorder.

Tactile Learners (Tactile Learners (learn through doing)learn through doing)

Think through action and learn best through aThink through action and learn best through ahandshands--on approach, actively exploring the physicalon approach, actively exploring the physicalworld around them. Benefit from actively exploringworld around them. Benefit from actively exploringand applying knowledge.and applying knowledge.


5/20

Learning styles inventoryLearning styles inventory

http://www.learninghttp://www.learning--stylesstyles--online.com/inventory/online.com/inventory/


6/20

Index of Learning StylesIndex of Learning Styles

Barbara A. Soloman and Richard M. FelderBarbara A. Soloman and Richard M. FelderLearning Styles Results

Results for: Jon Goss

ACT X REF

11 9 7 5 3 1 1 3 5 7 9 11

SEN X INT

11 9 7 5 3 1 1 3 5 7 9 11

VIS X VRB

11 9 7 5 3 1 1 3 5 7 9 11

SEQ X GLO

11 9 7 5 3 1 1 3 5 7 9 11

http://www.engr.ncsu.edu/learningstyles/ilsweb.html


7/20

LeadershipLeadership

Leadership is influencing peopleLeadership is influencing people ---- bybyproviding purpose, direction,andproviding purpose, direction,and

motivationmotivation ---- while operating towhile operating toaccomplish the mission and improvingaccomplish the mission and improvingthe organizationthe organization


8/20

Leadership CompassLeadership Compass

NativeAmerican Medicine Wheel or Four Fold WayNativeAmerican Medicine Wheel or Four Fold Way

WarriorWarrior

TeacherTeacher VisionaryVisionary

HealerHealer


9/20

Human resourcesHuman resources

Warrior (power)Warrior (power)

Healer (love)Healer (love)

Teacher (wisdom)Teacher (wisdom)

Visionary (vision)Visionary (vision)


10/20

What is your direction?What is your direction?

Whats your first inclination whenWhats your first inclination whenyou areassigned a group project?you areassigned a group project?

What is your work style?What is your work style?How do you respond under pressure?How do you respond under pressure?


11/20

How effective is your direction?How effective is your direction?

What is good about your direction?What is good about your direction?

How do you makeavital contributionHow do you makeavital contribution

to the group?to the group?What is hard about your direction?What is hard about your direction?

What difficulties do you have withWhat difficulties do you have with

those coming from other directions?those coming from other directions?What happens if you take yourWhat happens if you take your

direction to theextreme?direction to theextreme?


12/20

Kurt Lewins leadership stylesKurt Lewins leadership styles Identifies three different styles of leadership based on decisionIdentifies three different styles of leadership based on decision--

making experiments inmaking experiments in 19391939

AutocraticAutocratic decision is made without consultationdecision is made without consultation Works best where there is no need for input; where the motivation ofWorks best where there is no need for input; where the motivation of

people is not affected by lack of involvement in decisionpeople is not affected by lack of involvement in decision--making.making.

DemocraticDemocratic Decision is made following consultation though leader may have final sayDecision is made following consultation though leader may have final say Works best when there is a small range of opinions and a clear way ofWorks best when there is a small range of opinions and a clear way of

reaching an equitable final decision.reaching an equitable final decision.

DelegationDelegation

Decision is made by others though leader may still beresponsible for theDecision is made by others though leader may still beresponsible for theoutcome.outcome. Works best when peopleare capableand motivated,and there is no needWorks best when peopleare capableand motivated,and there is no need

for centralized coordinationfor centralized coordination

Learn your leadership styleat:Learn your leadership styleat:

http://psychology.about.com/library/quiz/blhttp://psychology.about.com/library/quiz/bl--

leadershipquiz.htm?questnum=leadershipquiz.htm?questnum=22&aa=&aa=28502850&bb=&bb=19011901&cc=&cc=23762376&dd=&dd=33253325


13/20

Leadership stylesLeadership styles


14/20

Leadership stylesLeadership styles

A more complete listing:A more complete listing:

Autocratic leadershipAutocratic leadership

Bureaucratic leadershipBureaucratic leadership Charismatic leadershipCharismatic leadership Democratic leadershipDemocratic leadership LaissezLaissez--faire leadershipfaire leadership PeoplePeople--oriented leadershiporiented leadership

Servant leadershipServant leadership TaskTask--oriented leadershiporiented leadership Transactional leadershipTransactional leadership Transformational leadershipTransformational leadership


15/20

Myers and BriggsMyers and Briggs

Katharine Cook Briggs and IsabelKatharine Cook Briggs and IsabelMyers Briggs developed MBTI inMyers Briggs developed MBTI in19421942

Whatever the circumstances of yourWhatever the circumstances of yourlife, the understanding of type can makelife, the understanding of type can make

your perceptions clearer, youryour perceptions clearer, yourjudgments sounder,and your life closerjudgments sounder,and your life closerto your hearts desires (Isabel Myersto your hearts desires (Isabel MyersBriggs)Briggs)


16/20

Four preferencesFour preferences

Two kinds of mental processes:Two kinds of mental processes:

Perception:Perception:

SSensing versus iensing versus iNNtuitiontuition

JJudgment:udgment: TThinking versushinking versus FFeelingeeling

Two kinds of mental orientationsTwo kinds of mental orientations

Energy:Energy:

EExtraversion versusxtraversion versus IIntroversionntroversion

Outer world orientation:Outer world orientation:

Judging versus PerceivingJudging versus Perceiving


17/20

Primary and secondary dimensionsPrimary and secondary dimensions


18/20

Sixteen QuadrantsSixteen Quadrants


19/20

Myers and Briggs (MBTI)Myers and Briggs (MBTI)

Extraverted Feeling (Jung), orExtraverted Feeling (Jung), or CoachCoach PeoplePeople--oriented, motivator,oriented, motivator, builds personal relationships.builds personal relationships.

Introverted Feeling (Jung), orIntroverted Feeling (Jung), or CampaignerCampaigner ValueValue--driven, has passion forkey issues, focuses on important themes, champions the cause.driven, has passion forkey issues, focuses on important themes, champions the cause.

ExtravertedIntuition (Jung), orExtravertedIntuition (Jung), orExplorerExplorer Tries things that are new, prototypes, introduces change, looks for unexpected outcomes, createsTries things that are new, prototypes, introduces change, looks for unexpected outcomes, creates

new opportunities,experiments.new opportunities,experiments.

IntrovertedIntuition (Jung), orIntrovertedIntuition (Jung), orInnovatorInnovator Develops long term vision, produces radical ideas, foresees the future,anticipates what is outsideDevelops long term vision, produces radical ideas, foresees the future,anticipates what is outside

current knowledgecurrent knowledge

Extraverted Sensing (Jung), orExtraverted Sensing (Jung), or SculptorSculptor Takes action,Takes action, produces results, leads from the front, sets an example, does what is asked of others.produces results, leads from the front, sets an example, does what is asked of others.

Introverted Sensing (Jung), orIntroverted Sensing (Jung), or CuratorCurator Observes, listens,Observes, listens, clarifies goals,establishes realistic expectations, makes aims crystal clear.clarifies goals,establishes realistic expectations, makes aims crystal clear.

Extraverted Thinking (Jung), orExtraverted Thinking (Jung), or ConductorConductor Organizes, makes plans, sets measurable goals, coordinates work of different people.Organizes, makes plans, sets measurable goals, coordinates work of different people.

Introverted Thinking (Jung), orIntroverted Thinking (Jung), or ScientistScientist Analyses, uses models, produces explanations, compares other situations,engages in intellectualAnalyses, uses models, produces explanations, compares other situations,engages in intellectual

debate.debate.


20/20

A caveatA caveat

Many academic psychologists criticizeMany academic psychologists criticizepersonality indicators because itpersonality indicators because itlacks convincing validitylacks convincing validity

This may bean example of theThis may bean example of theForerForereffecteffect ((which also applies towhich also applies tohoroscopes!)horoscopes!)

Documents

Training Course ( Leadership )