Leadership Training Seminar
Leadership training seminar is given by Dr.Webber to leaders through out the world. The seminar contains various subjects. The subjects covered are described below:
The leadership training seminar provides training in the subject of what leadership is and why people follow leaders. It also focuses on the impact of leadership in the management. The subject also includes the topics about abusive leaders.
The seminar includes the subject of what the leaders are and what are their main capacities. Dr.Webber also gives seminar on what leaders do and the practices of excellent leaders. Another part of seminar includes how leaders build leaders. The training seminar also concentrates on the main leadership quality to accept change. The seminars on several subjects will differ from hours to days depending upon the need. However the leadership training seminars will be always given at the time convenient to you and your organization.
Leadership training seminar helps in achieving employees’ strength and in creating intelligent leadership. It also helps in diagnosing the strengths and weaknesses in key areas in the organization. Benefits of Leadership training seminars;
* It helps in identifying employee strengths and weaknesses and thereby enhances executive skills.
* It will guide employee’s career to meet current challenges and future directions.
* It helps in developing executive skills in recruitment and retention.
* It also helps in applying executive skills in improving team performance.
* It helps to achieve organizational values by integrating individual skills.
The vice presidents, managers and other executives in functional areas of the organization are required to attend leadership training seminars. The main objectives of providing seminars to them are as follows;
* Describing cognitive science of executive skills according to the organization in which the particular leader works is the main aim of leadership seminars.
* Defining unique executive skills is one of the main objectives of leadership training seminars.
* Describing how to maximize the strength of executive skills.
* Evaluating the executive skills according to the values of the organization.
* Identifying ways to apply executive skill model in the work place.
Outdoor leadership training seminars are given to the executives to develop the physical, intellectual, emotional and spiritual qualities in them. This will benefit them in meeting business challenges and needs. The seminars include adventure trips like skiing, mountaineering etc where the goals are previously set up be the persons who conduct theses seminars. This will help to develop the interpersonal skills and self awareness among the leaders. The Outdoor seminar is divided into three categories like summer seminar, fall seminar and 5 months seminar.
Outdoor seminars help in achieving leadership skills and in developing extensive experience in outdoor activities. This will surely benefit in enhancing potentiality of the leaders in an organization. During this program, leaders are encouraged to explore personal issues and practice group facilitation skills. They are also encouraged to share thoughts in group and solve any problems and hurdles. The seminars will also be given at convenient timings like part time in flexible situations like Christmas vacations and so on.
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Competency frameworks, models, instruments and thinking have long been ingrained and utilized in management and organizational life. Not surprisingly they have been transplanted both swiftly and seemingly easily into the leadership domain. While there certainly have been discomfort and critique from academic and practitioner sources, nothing has emerged strongly enough to date that would provide an alternative mode of framing and translating both leadership and leadership development in the different contexts that seek to make it visible. In this article, consequently, we submit leadership and its development to the `practice turn' to enable a radically different perspective from a competency orientated one. The ontology, epistemology and methodologies of practice are examined and translated to the leadership field. We argue that a focus on praxis, practitioner and practice offers both challenge and transformation to the ways that leadership is bounded and constrained by current organizational and managerial conventions.
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The historical paucity of US women senators has provided little opportunity to study women at one of the highest and most prestigious leadership levels. Through a content analysis of 12 months of public discourse in a variety of media, we explore the rhetorical leadership of women senators as they carry out their elected roles. Results indicate that women senators use significantly less aggressive and more ambivalent speech when compared to political norms, and are less likely to use terms denoting accomplishment, praise and human interest. Overall, our results suggest that women continue to feel the effects of gender stereotypes and expectations in higher levels of political office, and these effects may have important negative implications for perceptions of their leadership and effectiveness.
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Since leadership styles have been most commonly defined in terms of interpersonal influence, one would assume that they have their main projections on the interpersonal circumplex. In this study, the relations between leadership styles from the Multifactor Leadership Questionnaire and Leader Behaviour Description Questionnaire and both interpersonal and HEXACO personality scales are investigated. As expected, charismatic leadership and leader's consideration have strong projections on the interpersonal circumplex, with main projections on the warm-agreeable octant. Transactional leadership, passive leadership, and task-oriented leadership have considerably weaker or no projections on the circumplex. Leader's consideration is most strongly related to interpersonal personality while both transactional and passive leadership are most strongly related to non-interpersonal personality. It is concluded that especially charismatic leadership and leader's consideration are captured almost fully by the HEXACO personality inventory.
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Ethical integrity and moral culture are defined, and ethical integrity in leadership, ethical dilemmas and failures, and organizational moral culture are examined. These views are measured against a number of case studies to determine whether there are linkages between organizational moral culture and the ethical or unethical integrity of leadership. A number of conclusions are drawn from the case studies. There appears to be a direct link between ethical leadership and organizational moral culture, although in some cases, considerable time may be needed to change the moral culture of an organization. Shareholders and the public appreciate and reward organizations with high ethical principles and moral culture whereas regulators are increasingly taking legal action against companies which flout share-holders' and the public's trust. The article questions whether codes of conduct, regular performance and audit reviews or other mechanisms to maintain ethics inhibit employees' right to moral autonomy. Finally, it is noted that inconsistencies exist in correlating private standards and behaviour as important predictors or determinants of ethical business conduct.
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This article raises questions about and provides meta-paradigmatic perspectives on an integral understanding of leadership. In view of the various shortcomings of conventional leadership discourse, an integral orientation considers that leadership research demands a comprehensive framework and multi-level approach suited for investigating the complex, interrelated processes involved. Correspondingly, the outlined integral framework of leadership covers the interdependent subjective, intersubjective and objective dimensions of leaders and leadership. Furthermore, developmental levels and lines — classified in a dynamic cycle — open up a processual understanding of leadership. Finally, theoretical and methodological implications are discussed and some avenues for future research and perspectives of integral leadership presented.
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