Moving Into Management: women working with power
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NZ$10.00
NZ$10.00
per item
If you are a new team leader or a more experienced head of department who is interested in learning new ways of navigating the practicalities of ethically leading others, this workshop will assist you to identify current management styles and hidden agendas (you and the teams!) and emphasise the steps that move the theoretical ideas of collaboration into a living management practice.
This is a digital audio file, you will receive download instructions by email.
Prices are in New Zealand Dollars.
NZ customers will have GST added at checkout.
You will be sent to PayPal to make your payment. You are NOT required to create a PayPal account look for the option to pay directly by credit card.
This is a digital audio file, you will receive download instructions by email.
Prices are in New Zealand Dollars.
NZ customers will have GST added at checkout.
You will be sent to PayPal to make your payment. You are NOT required to create a PayPal account look for the option to pay directly by credit card.
Women who have experienced the failure of conventional management methods may move into management or leadership positions with an intention to manage or lead collaboratively. However, although implementing collaborative practices and processes sounds like common sense, the difficulty in implementing or enacting these intentions quickly becomes apparent. Managers or leaders subsequently lose faith in the effectiveness of collaborative practices and processes and fill the resulting vacuum with a more directive, ‘power-over’ leadership style.
This presentation (2006) focuses on supporting managers and leaders to implement those collaborative intentions. There is an introduction of both a theoretical position and methods for addressing the tension generated when trying to incorporate ,expand and challenge different experiences and truth positions. The process described in this recording enables a leadership style with a focus on the development of high trust environments where individuals are enlisted to use their skills to meet organisational and personal commitments.
The continued application of conventional communication and problem-solving methods can stifle creativity and co-operation by cultivating coercive behavior, side-taking, fear, distrust and eventually ‘burn-out’. Finding alternatives to the conventional methods available for managing different perceptions and explanations in work place relationships is fiscally and ethically responsible .
This presentation (2006) focuses on supporting managers and leaders to implement those collaborative intentions. There is an introduction of both a theoretical position and methods for addressing the tension generated when trying to incorporate ,expand and challenge different experiences and truth positions. The process described in this recording enables a leadership style with a focus on the development of high trust environments where individuals are enlisted to use their skills to meet organisational and personal commitments.
The continued application of conventional communication and problem-solving methods can stifle creativity and co-operation by cultivating coercive behavior, side-taking, fear, distrust and eventually ‘burn-out’. Finding alternatives to the conventional methods available for managing different perceptions and explanations in work place relationships is fiscally and ethically responsible .