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PRESENTATION

OF THE G7 TEAM

Team-members : TRUNG KHANH - HONG DUONG MINH KHANH XUAN DAOQUANG HUY THANH KHOA DONG GIANG

Ho Chi Minh city, December 23 rd 2007

Model for Leadership of Consulting Teams

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G7 TEAM

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G7 MISSION

Build up the effective model forleadership of consulting team

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G7 OBJECTIVES

Pass the examinationShare knowledge and experiences among team membersPractice theoretical issuesBuild relationships

Create preliminary foundation formanagement consulting team

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LEADERSHIP

What is leadership in consulting team?

Leadership is to influence the othersso that they will be willing to dowhat the team wants to achieve

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ASSUMPTIONS ABOUT HUMAN NATURE

Theory Y Assumption for team-member

HUMAN NATURE ASSUMPTION

Theory Y Self

motivated

Self develop

Core

values

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ASSUMPTIONS ABOUT HUMAN NATURE

Theory Y Assumption for team-member

Core values: Knowledge, quality, perfection,responsibility, discipline and conscientious

Self-motivation: by challenge and satisfied with success

Self-development: compete with themselves to improveand develop

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Self Colleagues

Understanding profile of each other

Empathize, respect and support mutually

One team one vision

PSYCHOLOGICAL CONTRACTS

Team - Client

ENFP Approach to Client

Benefit to Client is Teams objective

Everyone win : member, team and client

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PSYCHOLOGICAL CONTRACTS

TeamClient

Self

WI N

Onevision

Cs Benefit is Ts objective

ENFPapproach

Tri-bilateral

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TEAM-WORKING

Values

Participation

Communication

Decision Making

Ground Rules

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BIG FIVE FACTORS

Openness Explorer O+

Conscientiousness Focused C+

Extraversion Extravert E+

Agreeableness Adapter A+

Neuroticism Resilient N-

PROFILE OF LEADERSHIP PERSONALITY

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BIG FIVE FACTORS

PROFILE OF LEADERSHIP PERSONALITY

PROFILE OFPERSONALITY

Explorer +

O

E A

C NResilient -

Adapter +

Focused +

Extravert +

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LEADERSHIP STYLES

New Leader style

Trait-spotting: right personality, appearance, voice

Style-counseling: inspirational, visionary, risk taker

Context-fitting: flexible, adaptable, proactive, creativeand anticipate future change

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LEADERSHIP STYLES

New Leader

Trait-spotting

Self-counseling

Context-fitting

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EXTERNAL

Goal-setting theoryChallenging goals

Specific goals

ParticipationKnowledge of results

MOTIVATION

INTERNAL

Motivator factors Achievement

Self-development

CreativityRelationships

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MOTIVATION

re

C

SK

P

nowledgeof results

hallenginggoals

pecificgoals

articipation

chievement

elationships

reativity

elfdevelopment

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MODEL FOR EFFECTIVE CONSULTING TEAM LEADERSHIP

HUMAN NATURE ASSUMPTION

PSYCHO-LOGICAL

CONTRACTS

PROFILE OFPERSONALITY

MOTIVATION

LEADERSHIPSTYLES

Self Colleagues

Trait-spotting

Style-Counseling

Context-Fitting

Core values - Self-motivated - Self-develop

Team Client

New Leader

MotivatorFactors

Theory Y

Tri-bilateral

EFFECTIVELEADERSHIP

O C E A N+ + + + -

TEAMWORKING Value

Participation

Communication

Decision Making

Ground rules

Goal-setting

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ACKNOWLEDGEMENTS

Prof.-Dr. JOE NASON

G7 team-members

MBA-IMC Intake 2 colleagues

Thank You