leadership questions from our readings or from last week’s class
TRANSCRIPT
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LEADERSHIPLEADERSHIP
Questions from our readings or Questions from our readings or from last week’s classfrom last week’s class
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GROUP ASSIGNMENTUsing the assigned reading as your foundation, Using the assigned reading as your foundation,
how does your group see the following skillshow does your group see the following skillsas being important to leaders and leadership?as being important to leaders and leadership?
Prepare a short verbal presentation
• Group 1: Communication
• Group 2: Conflict Resolution
• Group 3: Decision Making
• Group 4: Problem Solving
• Group 5: Trust Building/Development
• Group 6: Strategic Thinking
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DEFINITION AND DEFINITION AND SIGNIFICANCE OF SIGNIFICANCE OF
LEADERSHIPLEADERSHIP
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Learning ObjectivesLearning Objectives1.1. Define leadership and leadership effectiveness.Define leadership and leadership effectiveness.2.2. Identify the cultural values that have the potential to Identify the cultural values that have the potential to
affect leadership.affect leadership.3.3. Discuss the major obstacles to effective leadership.Discuss the major obstacles to effective leadership.4.4. Compare and contrast leadership and management Compare and contrast leadership and management
and understand their similarities and differences.and understand their similarities and differences.5.5. List the roles and functions of management and be List the roles and functions of management and be
aware of cultural differences in the use and application aware of cultural differences in the use and application of those functions.of those functions.
6.6. Summarize the debate over the role and impact of Summarize the debate over the role and impact of leadership in organizations.leadership in organizations.
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Definition of LeadershipDefinition of Leadershipfrom the textbookfrom the textbook
Leadership is the ability and the Leadership is the ability and the willingness to influence other so that willingness to influence other so that they respond willingly. they respond willingly.
By James G. ClawsonBy James G. Clawson
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A Definition of a LeaderA Definition of a Leader
A leader is any person who influences A leader is any person who influences individuals and groups within an individuals and groups within an organization, helps them in the organization, helps them in the establishment of goals, and guides them establishment of goals, and guides them toward achievement of those goals, toward achievement of those goals, thereby allowing them to be effective. thereby allowing them to be effective.
By Afsaneh NahavandiBy Afsaneh Nahavandi
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Keys Elements of the Keys Elements of the Definition of LeadershipDefinition of Leadership
Leadership is a group phenomenonLeadership is a group phenomenon
Leaders guide and influence othersLeaders guide and influence others
Leadership involves some form of Leadership involves some form of hierarchy in the grouphierarchy in the group
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Definition ofDefinition ofLeadership EffectivenessLeadership Effectiveness
Leaders are effective when theirLeaders are effective when theirfollowers achieve their goals, canfollowers achieve their goals, can
function well together, and canfunction well together, and canadapt to the changing demandsadapt to the changing demands
from external forces.from external forces.
By Afsaneh NahavandiBy Afsaneh Nahavandi
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The group achieves its goalsThe group achieves its goals
Internal processes are smoothInternal processes are smooth The group can adapt to external The group can adapt to external
forcesforces
Leaders are Effective When:Leaders are Effective When:
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Effective vs. Successful ManagersEffective vs. Successful Managers
Effective ManagersEffective Managers• Satisfied followersSatisfied followers• ProductiveProductive• Focus on Focus on
communicationcommunication• Active conflict Active conflict
managementmanagement• Motivate, train and Motivate, train and
develop develop employeesemployees
Successful ManagersSuccessful Managers• Quick promotionsQuick promotions• Focus on Focus on
networkingnetworking• Interact with Interact with
outsidersoutsiders• SocializeSocialize• Active in office Active in office
politicspolitics
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10 STEPS to Effective Leadership…10 STEPS to Effective Leadership… 1. Learn from your mistakes2. Exercise self-control3. Always be considerate4. Do the best you can5. Encourage others often6. Respect the rights of others7. Shoulder your responsibility 8. Have a good attitude 9. Infect others with enthusiasm10. Practice perseverance
Author unknown
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Points of ViewPoints of View
• Follower’s Point of View
• Bureaucrat’s Point of View
• Administrator’s Point of View
• Contrarian’s Point of View
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Leadership Point of ViewLeadership Point of View
• SeeingSeeing what needs to be done
• UnderstandingUnderstanding the underlying forces at play in a situation
• InitiatingInitiating action to make things better
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Please add the following numbers in your head…
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1000
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40
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1000
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1000
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1000
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What is the sum?
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DEFINITIONDEFINITION
Leadership is about managing Leadership is about managing energy, first in yourself and energy, first in yourself and then in those around you.then in those around you.
from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson
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VABE’sVABE’s
• Values
• Assumptions
• Beliefs
• Expectations
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What I see in me
What I do notsee in me
What you see in me
Open / Public self Blind Self
What you do not see in me
Hidden / Private Self Unknown Self
JOHARI WINDOWJOHARI WINDOW
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What I see in meWhat Ido not
see in me
What you see in me
Open / Public Self Blind Self
What you do not see in me
Hidden / Private Self Unknown Self
JOHARI WINDOWJOHARI WINDOW
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““Leaders have to be continually Leaders have to be continually broadening their vision and broadening their vision and
deepening their insight into the deepening their insight into the global, societal, market, global, societal, market,
competitive, consumer, and related competitive, consumer, and related issues that surround any issues that surround any
organization.”organization.”
from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson
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““Many aspects of the Information Age Many aspects of the Information Age shape our thinking about shape our thinking about
organizations and leadership. In this organizations and leadership. In this new age, power revolves around the new age, power revolves around the people who coordinate resources to people who coordinate resources to meet customer needs. Information meet customer needs. Information becomes the key competitive and becomes the key competitive and
managerial advantage.”managerial advantage.”
from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson
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Peter Senge’sPeter Senge’sTHE LEARNING ORGANIZATIONTHE LEARNING ORGANIZATION
“characterized by widely distributed power “characterized by widely distributed power and structures that recognize much better and structures that recognize much better
the value of all organization members the value of all organization members receiving, processing, and making receiving, processing, and making decisions from new and explodingdecisions from new and exploding
oceans of information.”oceans of information.”
from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson
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1900 1950 2000
Rateof
changein
society
Rural/Agriculture Urbanization/Industrial Global/Information
Text – pg 44
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INFOCRACIESINFOCRACIESVS.VS.
BUREAUCRACYBUREAUCRACY
from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson
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Primogeniture Max Weber Warren Bennis
ARISTOCRACY BUREAUCRACY INFOCRACY
Through 18th Century 19th and 20th Century Information Age
Text – pg 48
Power is distributed bygender and lineage
Assumption is, “Fatherknows best.”
Power is distributed bygender and office.
Assumption is, “Boss knows best.”
Power is distributingto key process contributors (KPCs)
Assumption is, “KPCsKnow best.”
TIME
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LEADER
OTHERS TASK
ORGANIZATION
InfluenceStrategicThinking
ManagingChange
EmployeeBonding
Shared vision
Organizational design
EnvironmentalForces
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VCMVCMThe ability to influence others could The ability to influence others could
be clustered into three areas:be clustered into three areas:
VisionVisionCommitmentCommitment
Management SkillsManagement Skills
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Leading Strategic ChangeLeading Strategic Changecan only occur on at least three levelscan only occur on at least three levels
• ORGANIZATIONAL
• WORK GROUP
• INDIVIDUAL
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Basic Levels of Human ActivityBasic Levels of Human Activity
• Level One: BEHAVIORS
• Level Two: CONSCIOUS THOUGHTS
• Level Three: VABE’s– Values, Assumptions, Beliefs, and Expectations
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Definition of CultureDefinition of Culture
Commonly held values within a group Commonly held values within a group of peopleof people
Set of norms, customs, values, and Set of norms, customs, values, and assumptionsassumptions
Guides behaviorsGuides behaviors Makes a group uniqueMakes a group unique Makes a group different from other Makes a group different from other
groupsgroups
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vvOrganizational
culture
Organizationalculture
Organizationalculture
Organizationalculture
Three Levels of CultureThree Levels of Culture
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Ed Schein’sEd Schein’sThree levels of cultural manifestationsThree levels of cultural manifestations
• ArtifactsArtifacts– The visible structures and process of a culture
• Espoused ValuesEspoused Values– The conscious justifications for behavior
• Basic Underlying AssumptionsBasic Underlying Assumptions– The “unconscious, taken-for-granted beliefs,
perceptions, thoughts, and feelings” that drive culture
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Power distancePower distance
Uncertainty avoidanceUncertainty avoidance
IndividualismIndividualism
MasculinityMasculinity
Time orientationTime orientation
Hofstede’s Cultural DimensionsHofstede’s Cultural Dimensions
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Hosftede’s Individualism/CollectivismHosftede’s Individualism/Collectivism
In collectivist cultures:In collectivist cultures:
Self-defined as dependent on in-groupSelf-defined as dependent on in-group
Group’s goals are given priority over individual’sGroup’s goals are given priority over individual’s
Social norms determine social behaviorSocial norms determine social behavior
Relationships based on communal termsRelationships based on communal terms
Friend and self are closeFriend and self are close
Enemy is farEnemy is far
OK to lie to out-group membersOK to lie to out-group members
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In individual cultures:In individual cultures:
Self is autonomous from groupSelf is autonomous from group Personal goals are given priority over Personal goals are given priority over
in-group’sin-group’s
Attitudes determine social behaviorAttitudes determine social behavior
Relationships based on exchangeRelationships based on exchange
Others are far and removed from selfOthers are far and removed from self
Hosftede’s Individualism/Collectivism Hosftede’s Individualism/Collectivism (cont’d)(cont’d)
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Horizontal: Horizontal: Emphasis on equalityEmphasis on equality
Vertical:Vertical: Emphasis on hierarchy Emphasis on hierarchy
Hosftede’s Hosftede’s Individualism/Collectivism (cont’d)Individualism/Collectivism (cont’d)
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Hosftede’s Hosftede’s Individualism/Collectivism (cont’d)Individualism/Collectivism (cont’d)
Vertical Vertical Collectivist (VC)Collectivist (VC) Rank and status Rank and status
among among membersmembers
Obedience to Obedience to authorityauthority
Sacrifice of selfSacrifice of self
HorizontalHorizontalCollectivist (HC)Collectivist (HC) Members are Members are
equalequal No hierarchyNo hierarchy ConsensusConsensus
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Vertical Vertical Individualist (VI)Individualist (VI)• Individual Individual
considered considered unique and unique and superior to other superior to other individualsindividuals
HorizontalHorizontalIndividualist (HI)Individualist (HI)• Individual Individual
considered considered unique, but not unique, but not superior to superior to othersothers
Hosftede’s Hosftede’s Individualism/Collectivism (cont’d)Individualism/Collectivism (cont’d)
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EgalitarianEgalitarian
HierarchicalHierarchical
INCUBATORINCUBATORIndividual-orientedIndividual-oriented
Leader removes Leader removes obstaclesobstacles
Focus on individualFocus on individualgrowthgrowth
GUIDED MISSILEGUIDED MISSILEPerformance-orientedPerformance-oriented
Leader is a guideLeader is a guideFocus on achievingFocus on achieving
common goalcommon goal
FAMILYFAMILYPower-orientedPower-orientedLeader is caringLeader is caring
parentparentFocus on buildingFocus on building
relationshipsrelationships
EIFFEL TOWEREIFFEL TOWERRigid and robustRigid and robust
Leader is undisputedLeader is undisputedlegitimate bosslegitimate boss
Focus on rationalFocus on rationalperformanceperformance
PersonPerson TaskTask
Trompenaars’ Cross-Cultural Trompenaars’ Cross-Cultural Organizational CulturesOrganizational Cultures
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Environmental uncertainty Environmental uncertainty
Organizational rigidityOrganizational rigidity
Lack of opportunity to practiceLack of opportunity to practice
Relying on simplistic solutionsRelying on simplistic solutions
Inaccessible researchInaccessible research
Obstacles To Effective LeadershipObstacles To Effective Leadership
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LeadersLeaders
• Focus on the futureFocus on the future
• Create changeCreate change
• Create a culture based Create a culture based on shared values on shared values
• Establish emotional Establish emotional link with followerslink with followers
• Use personal powerUse personal power
ManagersManagers
• Focus on the presentFocus on the present
• Maintain status quoMaintain status quo
• Implement policies Implement policies and proceduresand procedures
• Remain aloof and Remain aloof and maintain objectivitymaintain objectivity
• Use position powerUse position power
Management And LeadershipManagement And Leadership
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LEADERLEADERLEADERLEADER
CULTURECULTURECULTURECULTURE
RoleRole RewardReward Hiring Hiring StructureStructureModel SystemModel System Decisions & Strategy Decisions & Strategy
Leader’s Function In ShapingLeader’s Function In ShapingOrganizational CultureOrganizational Culture
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Outside environmental factors affect Outside environmental factors affect organizations more than leadership organizations more than leadership
Internal structure and strategy Internal structure and strategy determine the course organizations determine the course organizations taketake
Leadership only accounts for 7% to Leadership only accounts for 7% to 15% of performance15% of performance
Arguments Over The Impact Of Leadership:Arguments Over The Impact Of Leadership: Leadership Is InsignificantLeadership Is Insignificant
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Leaders have little discretion to Leaders have little discretion to really make an impactreally make an impact
Leadership is a romantic myth Leadership is a romantic myth rather than a real organizational rather than a real organizational factorfactor
Arguments Over The Impact Of Leadership:Arguments Over The Impact Of Leadership:
Leadership Is InsignificantLeadership Is Insignificant
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Leadership is one of many important Leadership is one of many important factorsfactors
Leadership is key in providing vision Leadership is key in providing vision and directionand direction
Leadership is critical in orchestrating Leadership is critical in orchestrating changechange
Arguments Over The Impact Of Leadership:Arguments Over The Impact Of Leadership:
Leadership Has an ImpactLeadership Has an Impact
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Leadership can account for up to Leadership can account for up to
44% of a firm’s profitability44% of a firm’s profitability
Leadership is critical in orchestrating Leadership is critical in orchestrating
changechange
Leadership’s impact is moderated by Leadership’s impact is moderated by
situational factorssituational factors
Arguments Over The Impact Of Leadership:Arguments Over The Impact Of Leadership:
Leadership Has an ImpactLeadership Has an Impact
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Leading Change:Leading Change:David Neeleman of JetBlueDavid Neeleman of JetBlue
Quickly expanding airlineQuickly expanding airline Small size; young fleetSmall size; young fleet Focus on teamworkFocus on teamwork Neeleman leads and provides visionNeeleman leads and provides vision Active listening to followersActive listening to followers Focus on creativityFocus on creativity Nimble and quick to changeNimble and quick to change
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• Industry leader in innovation and designIndustry leader in innovation and design• Blend form and functionBlend form and function• Research laboratory for the artsResearch laboratory for the arts• Focus on creativityFocus on creativity• Failure = Courage = SuccessFailure = Courage = Success• Organization cannot stretch and grow Organization cannot stretch and grow
without failurewithout failure• Importance of pushing the limit and Importance of pushing the limit and
“walking on the borderline”“walking on the borderline”http://www.alessikitchenware.com/http://www.alessikitchenware.com/
alessi2.htmlalessi2.html
Leadership In Action: Leadership In Action:
AlessiAlessi
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LEADERSHIP:LEADERSHIP:
PAST,PAST,PRESENT,PRESENT,FUTUREFUTURE
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1.1. Identify the three major eras in the modern study Identify the three major eras in the modern study of leadership.of leadership.
2.2. Explain the methods, results, shortcomings, and Explain the methods, results, shortcomings, and contributions of the trait and behavior contributions of the trait and behavior approaches to leadership and identify their approaches to leadership and identify their impact on current approaches.impact on current approaches.
3.3. Present the elements of current contingency Present the elements of current contingency approaches to leadership.approaches to leadership.
4.4. Discuss the revival of research about individual Discuss the revival of research about individual characteristics for understanding leadership.characteristics for understanding leadership.
5.5. List the changes in organizations and the new List the changes in organizations and the new expectations and views of leaders.expectations and views of leaders.
Learning ObjectivesLearning Objectives
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Management Paradigm ShiftsManagement Paradigm Shifts• AristocracyAristocracy
– Power is distributed by gender and lineage.– Assumption is “father knows best.”
• BureaucracyBureaucracy– Power is distributed by gender and office.– Assumption is “boss knows best.”
• InfocracyInfocracy– Power is redistributing to key network players.– Assumption is “network nodes know best.”
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History of Modern Leadership TheoryHistory of Modern Leadership Theory
• The Trait Era:– leaders are born
• Late 1800’s to Mid-1940’s
• The Behavior Era:– leadership can be taught
• Mid- 1940’s to Early 1970’s
• The Contingency Era:– leadership style is dependent upon situation
• Early 1970’s to Present
As cited in The Art and Science of Leadership by Afsaneh NahavandiAfsaneh Nahavandi
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General Categories of Leadership General Categories of Leadership Traits from the Trait EraTraits from the Trait Era
CapacityCapacity
AchievementAchievement
ResponsibilityResponsibility
ParticipationParticipation
StatusStatus
SituationSituation
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CapacityCapacity
IntelligenceIntelligence
AlertnessAlertness
Verbal facilityVerbal facility
OriginalityOriginality
Judgment Judgment
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AchievementAchievement
• ScholarshipScholarship
• KnowledgeKnowledge
• Athletic Athletic accomplishmentaccomplishment
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Responsibility Responsibility
DependabilityDependability
InitiativeInitiative
PersistencePersistence
Self-confidenceSelf-confidence
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Participation Participation
ActivityActivity
SociabilitySociability
Cooperation Cooperation
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StatusStatus
Socioeconomic Socioeconomic positionposition
PopularityPopularity
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SituationSituation
Mental levelMental level
Interest in followersInterest in followers
ObjectivesObjectives
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Structuring/TaskStructuring/Task Setting goalsSetting goals Making Making
expectations expectations clearclear
Setting Setting schedulesschedules
Assigning workAssigning work
Consideration/PeopleConsideration/People Empathy and Empathy and
understandingunderstanding Friendly and Friendly and
approachableapproachable ParticipativeParticipative NurturingNurturing
Major Leader BehaviorsMajor Leader Behaviors
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No one best wayNo one best way
Understanding the situation is keyUnderstanding the situation is key
People can learn to become better leadersPeople can learn to become better leaders
Leadership makes a differenceLeadership makes a difference Both personal and situational factors affect Both personal and situational factors affect
leadership effectiveness leadership effectiveness
Basic Assumptions Of The Basic Assumptions Of The Contingency Approach To LeadershipContingency Approach To Leadership
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Drive and energyDrive and energy
Desire and motivation to leadDesire and motivation to lead
Honesty and integrityHonesty and integrity
Self-confidenceSelf-confidence
IntelligenceIntelligence
Knowledge of the businessKnowledge of the business
Current View OfCurrent View OfKey Leadership TraitsKey Leadership Traits
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Leader Leader assumes assumes responsibilityresponsibility
Leader and employeesLeader and employeesassume joint assume joint responsibilityresponsibility
PlanPlan
LeadLead
ControlControl
DoDoResultsResults
Control-oriented LeadershipControl-oriented Leadership
LeadLead
ControlControl
PlanPlan
Result-oriented LeadershipResult-oriented Leadership
DoDo
ResultsResultsResultsResults
Control vs. Results-oriented LeadershipControl vs. Results-oriented Leadership
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World-wide political changesWorld-wide political changes
Increased global and local competitionIncreased global and local competition
Demographic changesDemographic changes
Changing employee expectationsChanging employee expectations
Factors Fueling Changes Factors Fueling Changes In OrganizationsIn Organizations
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Leading Change:Leading Change:Gloria FeldtGloria Feldt
Clear need for changeClear need for change Created team to represent different Created team to represent different
constituency – diversity.constituency – diversity. Involved all stakeholdersInvolved all stakeholders Encourage creativity and “dreaming”Encourage creativity and “dreaming” Pushed for a long-time framePushed for a long-time frame Development of a new, shared vision to Development of a new, shared vision to
inspireinspire
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Leadership in Action: Leadership in Action:
Jack HartnettJack Hartnett Highly successful businessHighly successful business Autocratic and non-participatory leaderAutocratic and non-participatory leader Clear goals and rulesClear goals and rules Caring father figureCaring father figure Careful selection of managers through Careful selection of managers through
extensive interviewing of candidates and extensive interviewing of candidates and familyfamily
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The Leadership ChallengeThe Leadership Challenge
Should you be autocratic in order to Should you be autocratic in order to create a participatory organization? create a participatory organization?
Set clear vision and directionSet clear vision and direction Find successful external examplesFind successful external examples Start with small experiments; provide Start with small experiments; provide
examples of successexamples of success TrainTrain EmpathizeEmpathize
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Circles of Influence and ConcernCircles of Influence and Concern
Circle of
Circle ofCONCERN
INFLUENCE
Circle of
Circle ofINFLUENCE
CONCERN
Formula for Frustration Formula for Effectiveness
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Principle-Centered Principle-Centered Leadership byLeadership by
Stephen CoveyStephen Covey
As presented byAs presented by
Kristen CarterKristen Carter
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Definition of a principle...Definition of a principle...
• A rule or standard, especially of good behavior or a basic, or essential, quality element determining intrinsic nature or characteristic behavior.
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4 Key Principles4 Key Principles
• Trustworthiness
• Trust
• Empowerment
• Alignment
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TrustworthinessTrustworthiness
• Personal level– my relationship with myself
• Character and competence
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TrustTrust
• Interpersonal level– my relationship and interaction with others
• Emotional bank account
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EmpowermentEmpowerment
• Managerial level– my responsibility to get a job done with others
• Participation in evaluations
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AlignmentAlignment
• Organizational level– my need to organize people
• Striving to align strategy, structure, and systems with the realities of the environment
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8 Characteristics of8 Characteristics ofPrinciple-Centered LeadersPrinciple-Centered Leaders
• Continual learning
• Service-oriented
• Radiate positive energy
• Believe in others
• Lead balanced lives
• See life as adventure
• Synergistic
• Self-renewing
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Continual LearningContinual Learning
• Read often• Seek training• Take classes
• Always ask questions• Make and keep promises
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Service-OrientedService-Oriented
• See life as mission, not as career
• Yoke up
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Radiate Positive EnergyRadiate Positive Energy
• Countenances– cheerful, pleasant, happy
• Attitudes– optimistic, positive, upbeat
• Spirits– enthusiastic, hopeful, believing
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Believing in OthersBelieving in Others
• Do not overreact
• Do not carry grudges
• Behavior & potential are separate– believe in unseen potential
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Lead a Balanced LifeLead a Balanced Life
• Read best literature
• Current on events
• Attitude is proportionate to situation
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See Life as an AdventureSee Life as an Adventure
• Secure
• Like courageous explorers
• Adaptable
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SynergisticSynergistic
• Improve situations
• Build on strengths
• Natural ability to delegate
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Self-RenewingSelf-Renewing
• Exercise 4 dimensions of human personality
physical
mental
emotional
spiritual
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Transformational LeadershipTransformational Leadership
• Focused on “top-line”
• Builds on man’s need for meaning
• Proactive
• Catalytic
• Patient
• Identifies new talent
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Principle-Centered Characteristics & Principle-Centered Characteristics &
Transformational LeadershipTransformational Leadership
• Continual learners & Adventurers– ability to find new ideas from current situation– research, experimentation, or combination
• Service-oriented– career life’s mission to transform current
circumstances to meet environmental realities
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Principle-Centered Characteristics & Principle-Centered Characteristics & Transformational LeadershipTransformational Leadership
• Radiate positive energy– transform work area to upbeat place
• Believing in others– find unseen talent in current employees
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Principle-Centered Characteristics & Principle-Centered Characteristics & Transformational LeadershipTransformational Leadership
• Balanced life & Self-renewing– leaders become better role models
• Synergistic– improving situations– negotiate with separation
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ConclusionConclusion
• Definition of principle• 4 Key Principles
– different levels• 8 Principle-Centered Characteristics• Transformational Leadership• Characteristics mix well with Transformational
Leadership
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Morality, Ethics, and LegalityMorality, Ethics, and Legality
• MORALITY: individual determination of what’s right and wrong
• ETHICS: the established and accepted guidelines of behavior for groups or institutions
• LEGALITY: obeying the established laws of society
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Four CornerstonesFour CornerstonesMoral Foundation of Effective LeadershipMoral Foundation of Effective Leadership
• Telling the Truth
• Promise Keeping
• Fairness
• Respect for the Individual
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MoralsMorals
• Morals are your personal beliefs about what is right and wrong.
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EthicsEthics
• Ethics are codes of conduct that define right and wrong in a particular group.
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ValuesValues
• Values are those beliefs or standards in life that we prioritize above all others. (part of VABE’s)
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Organizational FunctionsOrganizational Functions
• Provides Leadership
• Shares Leadership
• Values People
• Develops People
• Builds Community
• Displays Authenticity
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By Jim Laub, 2000By Jim Laub, 2000
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Share Leadership
Sharethe Vision
Sharethe
Power
Sharethe
Status
ProvideLeadership
Envisionthe
Future
ClarifyGoals
TakeInitiative
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
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ValuePeople
Believe inPeople
ListenReceptively Serve
Others First
DevelopPeople
Provide forLearning
ModelBehaviors
Encourageand Affirm
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
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Build Community
BuildRelationships
ValueDifferences
WorkCollaboratively
Display Authenticity
HaveIntegrity
Be WillingTo Learn
Be Open &Accountable
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
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ValuePeople
Build CommunityShare Leadership
DevelopPeople
Display AuthenticityProvideLeadership
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
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Believe inPeople
ListenRespectively
Serve OthersFirst
BuildRelationships
ValueDifferences
WorkCollaboratively
Sharethe Vision
Sharethe Power
Sharethe Status
Provide forLearning
ModelBehaviors
Encourageand Affirm
HaveIntegrity
Be WillingTo Learn
Be Open andAccountable
Envisionthe Future
ClarifyGoals
TakeInitiative
ValuePeople
Build CommunityShare Leadership
DevelopPeople
Display AuthenticityProvideLeadership
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
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Let’s do an exerciseLet’s do an exercise
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Believe inPeople
ListenRespectively
Serve OthersFirst
BuildRelationships
ValueDifferences
WorkCollaboratively
Sharethe Vision
Sharethe Power
Sharethe Status
Provide forLearning
ModelBehaviors
Encourageand Affirm
HaveIntegrity
Be WillingTo Learn
Be Open andAccountable
Envisionthe Future
ClarifyGoals
TakeInitiative
ValuePeople
Build CommunityShare Leadership
DevelopPeople
Display AuthenticityProvideLeadership
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
1
2
6
5
43