Welcome LPEC Students!

Please:Make a name tent Take a handful of M&Ms

We will start soon…

1. Name You Want Me to Call You2. Three M&Ms (color coded answers)3. Goal you Have for the Semester

Red: Favorite hobbies Green: Favorite foods Yellow: Favorite movies Orange: Favorite places to travel Brown: Meaningful experience from the summer Blue: Wild card (interesting fact about you)

INTRODUCTIONS

Leaders and Power

ED 276A Leadership Seminar September 11-12

When you think about the word power in relation to people, what first comes to mind?

Take a moment and write down the first words that come to mind

POWER

Power defined as: The potential of an individual to influence another individual or group

People exercise power to change attitudes and behaviors of others

Power and conflict inevitable in organizations

Powerlessness also corrupts

Linda Hill: Power Dynamics in Organizations

Political Conflict in OrganizationsHill, L. Power Dyanamics in Organizations

Precipitating Factors:•Crisis•Void in Authority•Formation of competing coalitions

Prevention Factors•Thick culture of shared value•Leadership•Capacity to resolve conflict

Sources of Political Conflict•Diversity•Interdependence•Competition for scarce resources

Action of Key Players

Creativity and

Innovation

Political Infighting

Formal Authority Position in hierarchy and prescribed responsibilities

Relevance Relationship between task and organizational objectives

Centrality Position in key networks

Autonomy Amount of discretion in position

Visibility Degree to which performance can be seen by others

Hill, L. Power Dynamics in Organiztions

Sources of Positional Power:

Expertise Relevant knowledge and skills

Track Record Relevant experience

Attractiveness Attributes that others find appealing and identify with

Effort Expenditure of time and energy

Hill, L. Power Dynamics in Organizations

Sources of Personal Power

Is it effective for the individual?

Is it effective for the organization?

Is it ethical?Linda Hill

Assessing Individual Power and Influence

Distinguishes leaders and managers

Need a balance between leadership and management within organizations (and ideally in leaders/managers as individuals)

Often organizations over managed, under led

Leadership and management are distinctive and complimentary

Kotter: What Leaders Really Do

LEADERS

Coping with changePreparing people for change and helping them through it

Setting a direction

Aligning and empowering people

Motivating and inspiring

MANAGERS

Coping with complexity

Helping to bring order and consistency

Planning and budgeting

Structure/define/organize

Problem-solving

Train and delegate

Kotter: Leaders vs Manager

Challenge early in career involving risk and willingness to learn from triumphs and failures

Broadening experiences and networks

Developmentally appropriate mentoring and coaching

What makes leaders?

It is helpful to think about yourself along the dimensions of leadership and management. Which is dominant in you?

Think about the head of your organization. Are they more one or the other, a good balance? Are there a couple of people who share the role?

Personal Reflection: Leaders and Managers

Within your organization, is your power personal and/or positional?

What qualities describe your power?

Final Reflection

The most successful organizations will be “learning organizations.”

Work must become more learningful.

Peter Senge: The Fifth Discipline

Assertion: Organizations are healthy when learning occurs

Learning organizations are those that tap people’s commitment to learn at all levels and positions within the organization

Learning organizations are created Discipline: Developmental path for acquiring skills

and knowledge An approach or disposition towards knowledge

construction and relationships, *NOT* best practices or emulating a model

Peter Senge’s Fifth Discipline

Personal Mastery

Mental Models

Building Shared Vision

Team Learning

Systems Thinking: 5th Discipline drives and unifies

5 Disciplines as Ensemble

Proficiency Taking a learning stance, commitment to own lifelong learning

Deepening personal vision (self-knowing, clarity, authenticity)

Reflective versus reactive (mindfulness)

Rare

Personal Mastery

Assumptions, values and beliefs that shape our understanding and perception of the world.

“Filters” for knowledge construction that keep us from having new insights

Dispositions for Inquiry Self-knowing and Reflectivity Learning to accept Disequilibrium and

Uncertainty. Opening up to new thinking(think of Rogoff and Gonzalez-Mena’s work in

ECE)

Mental Models

Goals and values that are shared across an organization…not just the leaders

United visions or “pictures” of the future, collective mission

Commitment to the long term

Not forced compliance

Building Shared Vision

Starts with dialogue, “thinking together”

Suspending assumptions and defenses, all become aware of what undermines learning

Key is looking for a “larger picture” beyond any individual perspective

Team Learning

We tend to focus on “snapshots” of isolated parts of a system (islands and silos)

Seeing ourselves as part of a larger system “The whole”…connected versus separate

Learning to think about consequences of our actions (or in-actions)

Systems Thinking

o I am my positiono The enemy is out thereo The illusion of taking chargeo The fixation of eventso The parable of the boiled frogo The delusion of learning from experienceo The myth of the management team

Organizational Learning Disability

o Trait Theory

o Behavioral Theory

o Contingency Theory

o Inspirational TheoryCharismatic LeadershipTransformative Leadership

Leadership Theories

Big Five (predictive)Extroversion* (includes ambition and energy)Conscientiousness*Openness to new experiences*AgreeablenessEmotional Stability

Newer Theories: Emotional Intelligence (empathy)

Trait theory helpful for leadership identification—emergence and appearance of leaders—but does not identify who will be effective as a leader

Trait Theory (Who You Are)

Ohio State Studies• Initiating structure (organizing work, well-

defined tasks, goals and deadlines)• Consideration (mutual trust, respect for

employee ideas, regard for feelings)

University of Michigan Studies• Employee-oriented (interpersonal emphasis)• Production-oriented (task oriented)

Behavioral Theory (What You Do and How Well it Works)

Fiedler Model

Leaders-Member Exchange Theory (LMXO)

Path-Goal Theory (Robert House)

Contingency Theories(Depends on the Situation)

Establishes leadership style using Least Preferred Coworker Questionnaire

Assumes leadership style fixed (change the leader to fit the situation, change the situation to fit the leader)

Assesses style in terms of Leader-member relations Task structure Position power

Fiedler Contingency Model

Leaders relationships not all the same due to time, establishes a special group with some

In-group and out-group categorized and relationships stable over time

Based on personality characteristics and competence

In group members higher performance ratings, lower turnover intentions, greater satisfaction with supervisors, and higher overall satisfaction

Leader-Member Exchange Theory (Contingency)

Robbins and Judge, Chap 11 Leadership

The Path-Goal Theory (Contingency)

Environmental Contingency

Factors•Task structure•Formal Authority System•Work Group

Subordinate Contingency Factors

•Locus of Control•Experience•Perceived Ability

Outcomes•Performance•Satisfaction

Leader Behavior•Directive•Supportive•Participative•Achievement Oriented

Vision, willingness to take personal risks to achieve vision

Sensitivity to followers’ needs and exhibits extraordinary behaviors

Articulates appealing vision, high performance expectations, sets new values by example, emotional contagion

Do-able (Yes We Can!)

Charismatic Leadership (Inspirational) Theory

Motivate their followers by guiding them in the direction of the established goals by clarifying role and task requirements.

Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.

Management by Exception: (active) Watches and searches for deviations from rules and standards, takes correct action.

Management by Exception: (passive) Intervenes only if standards are not met.

Laissez-Faire: Abdicates responsibilities, avoids making decisions.

Robbins and Judge, Chap. 11, Leadership

Transactional Leaders

Pay attention to the concerns and needs of followers

Help followers look at problems in new ways

Excite and inspire followers to put out extra effort to achieve group goals

Encourage followers to be innovating and creative

Encourage followers to question established authority

Robbins and Judge, Chap 11. Leadership

Transformational Leaders:

Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.

Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality, and careful problem-solving.

Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

Robbins and Judge, Chap 11. Leadership

Transformational Leaders

Effective

Transformational

Active

Passive

Ineffective

Transactional

Full Range of Leadership Model

Laissez-faire

Management by Exception

Contingent Reward

Individualized Consideration

Intellectual Stimulation

Inspirational Motivation

Idealized Influence