© prentice hall 2006 chapter thirteen leadership development and organizational change 13-1

© Prentice Hall 2006

CHAPTER THIRTEEN

LEADERSHIP DEVELOPMENT AND ORGANIZATIONAL CHANGE

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Learning Objectives

Describe leadership development Describe the four types of leadership

development programs that are popular in the United States.

Explain why clarifying one’s personal values are an important part of a leader’s development.

Describe the difference between an individual’s personal vision and leadership vision.

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After reading this chapter, you should be able to do the following:


Learning Objectives

Describe other skills leaders need to effectively carryout leader behaviors.

Describe the major types of change affecting organizations today and how they affect leaders and those preparing for leadership.

Identify several guidelines a person can follow to become a more active listener.

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Learning Objectives

Describe a learning organization and the three major leadership roles needed to create and maintain a learning organization.

Describe several tactics a leader can use to be a persuasive speaker.

Explain some actions leaders can take to help their followers cope with change.

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Leadership Development p. 345

Defined as expanding an individual’s capabilities to effectively carryout leader behaviors and processes. Focuses on developing the individual’s beliefs, attitudes, capabilities, and/or skills to become more effective leaders

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Four Major Types of Leadership Development p. 349

Skill BuildingSkill BuildingFeedbackFeedback

Four Major Types of Leadership Development

Four Major Types of Leadership Development

Personal Growth

Personal Growth

Application or Practical

Understanding

Application or Practical

Understanding

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Personal growth program P. 347-

349

1. This include tests designed to assess 评估 (pínggū) the individual’s current leadership skills and attitudes 2. Include exercises which involve practice situations that require problem solving or action by a leader

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Personal growth programs

3. Includes outdoor adventure 冒险 (màoxiǎn) activities that encourage personal reflection on a person’s own behavior, values, or desires4. Designed to promote self awareness, personal responsibility, and communication skills.

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Application-Oriented Programs

are more practical than personal growth programs

involve teaching to help understand the leadership process and case discussions of leadership issues and problems

increase participants’ understanding of the leadership process

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Programs that emphasize feedbackFeedback provides participants with knowledge of their strengths and weaknesses regarding key skills and attitudes needed to carry out important leader behaviors. Evaluation 评价 (píngjià)

The leader receives input on her leadership skills and behaviors from peers, followers, her manager, and sometimes from clients/customers

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Skill Building Programs

Provide instruction in key leadership skills and behaviors in three to fourhour modules

Leadership development activities Executive (Top Leader) coaching Action learning

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Values and Self-awareness p. 348-351

Values are the standards, or principles we use to guide our behavior.

Core values are the most important standards people use to guide their behavior and decisions in life and as a leader.

Some values that are common to business people include power, ambition, financial success, helping others, success as an entrepreneur, honesty, integrity, and respect

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Leadership Self-Assessment

Take a few minutes and work on the self-assessment on page 350 and 351. Write down in your book or on a piece of paper the most important values (your core values) and the least important values from that list.



Vision p. 352-355

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Two types of vision are important for a person’s development as a leader

• Personal vision is a picture of the

person’s ideal life as he views it. • Leadership vision is a part of the

personal vision that involves an ideal image of the type of leader the person wants to be.


Skill Development p. 356

Conceptual, technical and interpersonal skills are needed by nearly all leaders.

Technical competence and practical expertise generally develop with education, training and work experience that provide a variety of challenges.

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Skill Development p. 356

Competence and expertise helps leaders in problem solving and tasks because it reflects the organization’s technology and industry characteristics.

Interpersonal skills are important for all levels of leadership and this skill area is often the focus of many leadership development programs.

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Major Leadership Skills p. 365

Learning from Experience

Learning from Experience

Goal SettingGoal Setting

EmpathyEmpathy

Major Leadership Skills

Major Leadership Skills

Communication SkillsInspiring and Persuading

Communication SkillsInspiring and Persuading

Communication SkillsActive Listening

Communication SkillsActive Listening

Rewarding OthersRewarding Others

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Communication Skills p. 356

Communication is one of the most important skills a leader can develop. Two skills are most important for an effective leader. They are:

1.Active listening2.Persuasion

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Communication Skills

With active listening here are 4 types of communication

1. Verbal communication 2. Non-verbal communication3. Written communication4. Visual CommunicationFrom: www.buzzle.com/articles/active-

listening-exercises.html

Let’s look at these 1 by 1.13-13

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Verbal Communication

Verbal communication include sounds, words, language, and speech. Speaking is an effective way of communicating and helps in expressing our emotions in words. This form

includes: 1. Intrapersonal – self2. Interpersonal 1 on 13. Small Group4. Public – large group

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Non-Verbal Communication


1. Communication without having to use words.

2. Involves using physical ways of communication such as: tone of the voice, touch, and expressions

3. Body posture and symbols4. Shaking hands, patting and

touching, express feelings of intimacy. Facial expressions, gestures and eye contact

5. Folded arms and crossed legs can be negative forms of non-verbal communication.

Written Communication


1. Using written words2. Can consist of letters,

journalsarticles, even emails and

texts3. Written messages can

be changedor edited before being

sent.4. This form can have

visual presentations as well when sent through emails or through social media like Facebook or Linked In.

Visual Communication


1.Visual display of information using signs, maps, posters2. Movies, TV shows, video clips3. Using the world wide web4. Power points and other kinds of computer presentations.

More on Active Listening

Most people think they are good at listening, however they fail to retain 75% of what they hear. Listening skills are critical for effective leadership because everyone wants to be heard and understood. Effective listening gives the speaker a sense of self-worth.


Guidelines for Effective Listening

People can speak at a rate of 125 words per minute but we can listen at 350-400 words per minute,so…

1. Use extra time to review words that are spoken

2. Avoid interruptions and distractions such as looking at your cell phone

3. Listen to entire message4. Take notes and give feedback


Communication Skills – Persuasion 劝说 (quànshuō)

Persuasive oral communication has been used by many famous leaders such as Mao, Napolean, Abraham Lincoln and Winston Churchill

The following are keys to persuasive communication:

1. Build credibility 可信性 kě xìn xìng2. Choose what you say carefully3. Appeal 上诉 shàngsù to your listeners4. Think about non-verbal gestures


EMPATHY 同情 (tóngqíng)

The ability to understand peoples thoughts and feelings.This helps leaders to provide support, direction, involvement and inspiration 鼓舞 (Gǔwǔ).Empathy is a skill to help diagnose followers’ needs – the first of the 3 key tasks of a leader.Empathy is “Putting yourself in the other person’s shoes”



Organizational Culture p. 368

We can define organizational culture as the accumulated shared learning represented by common basic assumptions about how an organization solves its problems of coordination, cooperation, and adaptation to its environment

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Alternative Model for Implementing Change p. 372-375

The leader’s goal is to develop a learning organization that will be able to continuously diagnose environmental needs and implement whatever changes are appropriate.1.Leader as Designer – create vision2.Leader as Teacher – making sure learning takes place. 3.Leader as Steward 服务员fúwùyuán – cares for development of followers.

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Helping People Cope p. 376-377 Provide as much information to

employees as possible.

Actively listen to what people say and how they say it.

Provide training, coaching, and guidance to help followers develop the skills and capabilities they will need

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Helping People Cope

Help people set goals that focus on key tasks and priorities for the change process

Develop an implementation team with task forces to involve followers in planning, implementing, and evaluating change activities.

Support the change process in every way possible.

Acknowledge, reward, and celebrate accomplishments and contributions of all those involved in the change process

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Chapter Summary

Leadership Development is key for a leader to do his job effectively. That involves 3 things: 1.Personal Growth2.Gaining, developing new skills3.Practical knowledge and experience

Personal Values give leaders direction

A leader needs to have a vision or mission

Development of communication skills, empathy and learning from experience are keys for every leader.

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© prentice hall 2006 chapter thirteen leadership development and organizational change 13-1

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