leadership : week #3
DESCRIPTION
LEADERSHIP : week #3. Dr. Fred Heismeyer Adjunct Professor Webster University Shanghai, China [email protected]. Presentation requirements. Minimum of 3 examples from Global Enterprises Minimum of 2 theories on your topic Discussion of strengths and weaknesses of topic area - PowerPoint PPT PresentationTRANSCRIPT
LEADERSHIP: week #3
Dr. Fred HeismeyerAdjunct Professor
Webster UniversityShanghai, China
Presentation requirements
Minimum of 3 examples from Global Enterprises
Minimum of 2 theories on your topicDiscussion of strengths and weaknesses of
topic area
Minimum of 6 peer-reviewed sourcesPPT with References/Work Cited slide at the
end
Presentation requirements
3 questions your presentation will answer Listed at the beginning of your presentation Answers at the end of your presentation. One questions (of the three) will be asked on the
final exam.
All members of your team must have a “significant” role in the preparation and delivery of your group’s presentation.
PRESENTATION
20 minutes per presentation Minimum 18 minutes and maximum 22 minutes
NOTE: you will need to practice
Be prepared to answer questionsAll team members are expected to presentSlides
Supports your presentation Do not need graphics or animations Use bullet points When using a quote or statistic – must be cited on slide No minimum or maximum number of slides
PRESENTATION
The following students do not appear to be on a team – see me after class:
a.m. class: Mint, Monrudee Wongsaroj, Boom, Eve and Anan
p.m. class: Vang Xiaoyin, Cai Hua, Chen Zhonga, Liu Lu, Ma
Yong, Ren Jianli, Zhang Yan, Zhu Lei
QUESTIONS FROMLAST WEEK?
Remember,this is your time to ask questions.
MEMORABLE QUOTE
“Behaving as and becoming an effective leader is a secondary by-product of an intense commitment to a purpose.”
--Level Three Leadership (2e) by James Clawson
What is
EFFECTIVE LEADERSHIP?
What is
EFFECTIVE LEADERSHIP?
Leader are effective when theirLeader are effective when theirfollowers achieve their goals, canfollowers achieve their goals, canfunction well together, and canfunction well together, and canadapt to the changing demandsadapt to the changing demandsfrom external forces.from external forces.
By Afsaneh NahavandiBy Afsaneh NahavandiThe Art and Science of Leadership (3e)The Art and Science of Leadership (3e)
What is
EFFECTIVE LEADERSHIP?
An effective leader has a powerful An effective leader has a powerful purpose or cause. In the relentless purpose or cause. In the relentless desire to accomplish that purpose, desire to accomplish that purpose, one becomes a leader, influencing one becomes a leader, influencing others voluntarily to join in it.others voluntarily to join in it.
By James ClawsonBy James ClawsonLevel Three Leadership (2e)Level Three Leadership (2e)
SIX STEPS TO
EFFECTIVE LEADERSHIP
1. Clarify your center (VABEs)
2. Clarify what’s possible (Environment)
3. Clarify what others can contribute (Strengths)
SIX STEPS TO
EFFECTIVE LEADERSHIP
4. Supporting others so they can contribute (Empowerment)
5. Relentlessness (Purpose Driven)
6. Measuring and celebrating progress (Goals and Evaluation)
QUESTION:
What are VABEs?
DISCUSSION:
VABEsANSWERANSWER
ValuesAssumptionsBeliefsExpectations
SMALL GROUP DISCUSSION:
VABEs
Group 1: Group 1: communicationGroup 2: Group 2: conflict resolutionGroup 3: Group 3: decision makingGroup 4: Group 4: problem solvingGroup 5: Group 5: trustGroup 6: Group 6: strategic thinking
SMALL GROUP DISCUSSION:
VABEsSMALL GROUP DISCUSSIONSMALL GROUP DISCUSSION
How do our VABEs impact, affect or force our behaviors relating to communication, conflict resolution, decision making, problem solving, trust and strategic thinking?
““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
““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
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
1900 1950 2000
Rateof
changein
society
Rural/Agriculture Urbanization/Industrial Global/Information
Text – pg 44
INFOCRACIESINFOCRACIESVS.VS.
BUREAUCRACYBUREAUCRACY
from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson
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
LEADER
OTHERS TASK
ORGANIZATION
InfluenceStrategicThinking
ManagingChange
EmployeeBonding
Shared vision
Organizational design
EnvironmentalForces
Four CornerstonesFour CornerstonesMoral Foundation of Effective LeadershipMoral Foundation of Effective Leadership
• Telling the Truth
• Promise Keeping
• Fairness
• Respect for the Individual
Clawson calls this the Ethical Leadership Litmus Test
Text: page 86
MoralsMorals
•Morals are your personal beliefs about what is right and wrong.
EthicsEthics
•Ethics are codes of conduct that define right and wrong in a particular group.
ValuesValues
•Values are those beliefs or standards in life that we prioritize above all others. (part of VABE’s)
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
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
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
Knowing yourself through theKnowing yourself through the
PERSONALPERSONALSTYLESTYLE
INVENTORYINVENTORY
Personal Styles InventoryPersonal Styles Inventory
Just as every person has differently shaped feet and toes from every other person, so we all have differently “shaped” personalities. Just as no person’s foot shape is “right” or “wrong,” so no person’s personality shape is right or wrong. The purpose of the Personal Styles Inventory is to give you a picture of the shape of your preferences, but that shape, while different from the shapes of other’s personalities, has nothing to do with mental health or mental problems.
From The 1980 Annual Handbook for Group Facilitators by Craig Hogan and David W. Chapagne
Personal Styles InventoryPersonal Styles Inventory
Everyone brings to interactions a headful of assumptions, values and needs that engender either congenial, comfortable, productive discussion or frustrating, conflicting, unproductive argument (or worse, silent uncooperation) that reflects the prejudices and needs of the participants rather than the real issues.
From The 1980 Annual Handbook for Group Facilitators by Craig Hogan and David W. Chapagne
Personal Styles InventoryPersonal Styles Inventory
When people who interact daily understand their own VABEs (values, assumptions, beliefs and expectations) that affect their thinking and interaction, they will more likely be tentative about the ideas and suggestions they advance, seeing them as ideas they value rather than as commandments carved in stone. They also will be more able to accept the ideas or actions of others that differ from their own, realizing that these, too, are the results of the values and assumptions of others.
From The 1980 Annual Handbook for Group Facilitators by Craig Hogan and David W. Chapagne
PERSONAL STYLEPERSONAL STYLE
“Looking at your preferences for personal success, understanding others’ preferences for team success.”
EXTROVERSION/INTROVERSIONEXTROVERSION/INTROVERSION dimensiondimension
•Where you like to focus your attention
EXTROVERSION/INTROVERSIONEXTROVERSION/INTROVERSION dimensiondimension
• EXTROVERSION
– You prefer to focus on the out world of people and things
• INTROVERSION
– You prefer to focus on the inner world of ideas and impressions
EXTROVERSION/INTROVERSIONEXTROVERSION/INTROVERSION dimension dimension
• Extroversion
– Like variety and some distraction– Are faster, dislike complicated procedures– Are good at greeting people– Are impatient with long slow jobs– Often enjoy telephoning– Usually act quickly, sometimes without
thinking– Are interested in how other people do the job
EXTROVERSION/INTROVERSIONEXTROVERSION/INTROVERSION dimension dimension
• Introversion
– Like quiet for concentration– Are more careful with details– Have trouble remembering names and faces– Don’t mind working on one project for a long
time uninterruptedly– Like to think before they act– Are interested in the idea behind the job
INTUITIVE/SENSINGINTUITIVE/SENSING dimension dimension
•The way you like to look at things
INTUITIVE/SENSINGINTUITIVE/SENSING dimension dimension
• SENSING
– You tend to focus on the present and on concrete information gained from your senses
• INTUITION
– You tend to focus on the future, with a view toward patterns and possibilities
INTUITIVE/SENSINGINTUITIVE/SENSING dimension dimension
• Intuitive
– Like solving new problems– Dislike doing the same thing over and over
again– Enjoy learning a new skill more than using it– Work in bursts of energy powered by
enthusiasm– Are patient with complicated situations– Are impatient with routine and details– Follow their inspirations, good or bad
INTUITIVE/SENSINGINTUITIVE/SENSING dimension dimension
• Sensing
– Dislike problems unless there are standard ways to solve them
– Don’t mind routine– Enjoy using skills already acquired– Work more steadily– Are impatient when there are too complicated
details to remember– Are patient with routine and details– Don’t usually get inspired
INTUITIVE/SENSINGINTUITIVE/SENSING dimension dimension
• Intuitives need a Sensing type:– To bring up pertinent facts,
to remember things that weren’t relevant at the time they happened, to check records, proofread, score tests, to read the fine print of a contract, to notice what should be attended to, to inspect, to keep track of detail and to have patience
• Sensing type needs an Intuitive:– To see the possibilities, to
supply ingenuity on problems, to deal with complexity having too many imponderables, to explain what another intuitive is talking about, to look far ahead, to furnish new ideas, to “spark” things that seem impossible
THINKING/FEELINGTHINKING/FEELING dimension dimension
•The way you like to go about deciding things
THINKING/FEELINGTHINKING/FEELING dimension dimension
• THINKING
– You tend to base your decisions primarily on logic and on objective analysis of cause and effect
• FEELING
– You tend to base your decisions primarily on values and on subjective evaluation of person-centered concerns
THINKING/FEELINGTHINKING/FEELING dimension dimension
• THINKING
– Are not very interested in people’s feelings– Relatively unemotional– May hurt people’s feelings without knowing it– Like analysis, enjoy putting things into logical order– Make decisions impersonally, sometimes ignoring
people’s wishes– Need to be treated fairly– Are able to reprimand people or fire them when
necessary
THINKING/FEELINGTHINKING/FEELING dimension dimension
• Feeling
– Are very aware of other people and their feelings
– Like to please people or help them– Like harmony. Efficiency may be badly
disturbed by office feuds– Have decisions influenced by personal likes
and wishes– Need occasional praise– Dislike telling people unpleasant things
THINKING/FEELINGTHINKING/FEELING dimension dimension
• Feeling type needs a Thinker:– To analyze, to organize,
to find the flaws in advance, to reform what needs reforming, to weigh “the law and the evidence”, to hold consistently to a policy, to fire people when necessary and to stand firm against opposition
• Thinker needs a Feeling type:– To persuade, to
conciliate, to forecast how others will feel, to arouse enthusiasm, to teach, to sell, to advertise and to appreciate the thinker him/herself
JUDGING/PERCEIVINGJUDGING/PERCEIVING dimension dimension
•How you deal with the outer world
JUDGING/PERCEIVINGJUDGING/PERCEIVING dimension dimension
• JUDGING
– You like a planned and organized approach to life and prefer to have things settled
• PERCEIVING
– You like a flexible and spontaneous approach to life and prefer to keep your options open
JUDGING/PERCEPTIVEJUDGING/PERCEPTIVE dimension dimension
• Judging
– Like to plan their work and be able to get it finished on schedule
– Like to get things settled and wrapped up– May decide things to quickly– May not like to interrupt one project for a
more urgent one– May not notice new things which need to be
done
JUDGING/PERCEPTIVEJUDGING/PERCEPTIVE dimension dimension
• Perceptive
– Like to adapt to changing situations– Like to leave things free for alterations– May have trouble making decisions– May start too many projects and finish too
few– May postpone unpleasant jobs
PROBLEM SOLVING MODELPROBLEM SOLVING MODELDecide on course of action. Decide on course of action.
Act on it! Evaluate the process.Act on it! Evaluate the process.
SensingFactsDetails
Intuitive PossibilitiesOptions
ThinkingLogicCause& Effect
Feeling FeelingsValues
Define the problemGather relevant dataBe realistic
List possible solutionsGenerate alternativesUse your imagination
List steps involvedWeigh practicality of each courseExamine consequences
Determine harmony with personal valuesAssess effects on self and othersWeigh gains/losses
COMMUNICATECOMMUNICATEfor understandingfor understanding
Sensing Intuitive
Thinking Feeling
Be factualDocument successful applicationReduce risk factorsThoroughly work out details in advanceShow why it makes senseFinish sentences and
Give global schemeDon’t overwhelm with detailsUse confidence and enthusiasmState facts as contributions to ideasPoint out the future benefitsIndicate challenges
Be logicalState principles involvedStress competent handling of issuesBe well organized, moving logically from point to pointList the costs and benefits
Tell who else is for the ideaBe personable and friendlyIndicate how its helpfulTell why its valuableFirst mention points of agreement
Career Dimensions
By Jim Laub, 2000By Jim Laub, 2000
Organizational FunctionsOrganizational Functions
• Provides Leadership
• Shares Leadership
• Values People
• Develops People
• Builds Community
• Displays Authenticity
Share Leadership
Sharethe Vision
Sharethe
Power
Sharethe
Status
ProvideLeadership
Envisionthe Future
ClarifyGoals
TakeInitiative
ETHICS
MORALS VALUES
HEALTHYHEALTHYORGANIZATIONORGANIZATION
ValuePeople
Believein People
ListenReceptively
Serve Others First
ETHICS
MORALS VALUES
HEALTHYHEALTHYORGANIZATIONORGANIZATION
DevelopPeople
Provide for Learning
Model Behaviors
Encourage and Affirm
Build Community
BuildRelationships
ValueDifferences
WorkCollaboratively
Display Authenticity
HaveIntegrity
Be WillingTo Learn
Be Open &Accountable
ETHICS
MORALS VALUES
HEALTHYHEALTHYORGANIZATIONORGANIZATION
ValuePeople
Build CommunityShare Leadership
DevelopPeople
Display AuthenticityProvideLeadership
ETHICS
MORALS VALUES
HEALTHYHEALTHYORGANIZATIONORGANIZATION
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
HEALTHYHEALTHYORGANIZATIONORGANIZATION
DISCUSSION:DISCUSSION:
Healthy OrganizationsHealthy Organizations
SMALL GROUP DISCUSSIONSMALL GROUP DISCUSSION
Discuss and give an example of how the organizational function fits into the model of Level Three Leadership, the Leadership Point of View and VABEs?
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
HEALTHYHEALTHYORGANIZATIONORGANIZATION
1
2
6
5
43
World-Class Performers:
The text refers to WCP as:The text refers to WCP as:
““People who are performing at People who are performing at the pinnacle of their the pinnacle of their professions.”professions.”
World-Class Performers:
GROUP DISCUSSIONGROUP DISCUSSION
What measures does your group feel are important for WCP and why?
Please rank the top five measures.
Newburg’s Resonance model
Dream
Preparation
Setbacks, Obstacles, Successes
Revisit theDream
RESONANCERESONANCE
ENERGY
CYCLE
RESONANCE Feeling of wholeness Comes to people from different
sources Resonant experiences are
transferable Experiencing resonance is a fleeting
thing that comes and goes and cannot be recreated
RESONANCE“Resonance is the sense of seamless
harmony with one’s surroundings so that internal experience and external experience are one, the fulfillment of performing at your best without strain.”
By James ClawsonLevel Three Leadership (2e)
PURPOSE OF LIFE
To find your resonance To invest in your resonance To enjoy your resonance To help other find their resonance
RESONANCE:
When have you When have you experience this experience this feeling of feeling of resonance?resonance?
RESONANCE:
How will you How will you help others find help others find their resonance their resonance in your current in your current job/situation?job/situation?
THE 12 QUALITIES OF LEADERSHIP
Another way of stating leadership is:
World-Class Performers
QUALITIES OF LEADERSHIP
HAS A MISSION THAT MATTERS 1
Quality
IS A BIG THINKER
2Quality
QUALITIES OF LEADERSHIP
QUALITIES OF LEADERSHIP
HAS HIGH ETHICS
3Quality
QUALITIES OF LEADERSHIP
MASTERS CHANGE
4Quality
QUALITIES OF LEADERSHIP
IS SENSITIVE
5Quality
QUALITIES OF LEADERSHIP
IS A RISK TAKER
6Quality
QUALITIES OF LEADERSHIP
IS A DECISION MAKER 7
Quality
QUALITIES OF LEADERSHIP
USES POWER WISELY 8
Quality
QUALITIES OF LEADERSHIP
COMMUNICATES EFFECTIVELY 9
Quality
QUALITIES OF LEADERSHIP
IS A TEAM BUILDER
10Quality
QUALITIES OF LEADERSHIP
IS COURAGEOUS
11Quality
QUALITIES OF LEADERSHIP
IS COMMITTED
12Quality
Leadership and Communication
Communication BlundersLetters to the Welfare Department
“I want money as quick as I can get it. I have been in bed with the doctor for two weeks and he doesn’t do me no good. If things don’t improve, I will have to send for another doctor.”“I am glad to report that my husband who was reported missing is now dead.”“This is my eighth child, what are you going to do about it?”“You have changed my little boy to a girl. Will this make a difference?”
Great Country Western Lines“When the phone don’t ring, you’ll know it’s me.”“I’ll even tell you I love you, if you want me to.”“You’re the reason our kids are ugly.”
A Little StoryThis is a story about four people named Everybody,
Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was sure that Somebody
would do it. Anybody could have done it, but Nobody did it.
Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody would do it,
but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody
did what Anybody could have done!
(Sound Familiar?)
Sam Walton Rules for Building a Business
Rule 4: Communicate everything you possibly can to your partners. The more they know, the more they will understand. The more they understand, the more they will care.
Communication is a Leader’s Role
Communication Basics
Communication is a process by which people transmit information about ideas and feelings to one another for the purpose of accomplishing a task or relating a message.Communication has three elements: a sender, a message, and a receiver.Dr. Stephen Covey states that communication is the most important skill in life. However, it is often under appreciated and under utilized.
Communication is both verbal and nonverbal.30 to 35 percent of communication is verbal and the remaining 65 to 70 percent is nonverbal. Example: eye contact.
Leadership-Communication Link
Leadership is enacted through communication.
Communication allows a leader to be effective through the sharing of goals, ideas, and visions.
Communication builds trust between leaders and followers.
Leadership-Communication Stats
80% of a leader’s time is spent on communication or roughly 2,000 hour per year.
University of Minnesota study indicates that 60% of mistakes are due to poor listening. This can be very costly to companies.
Communication MUST be a priority.
Three Components of Effective Communication
Talking-Use “I” Messages.Frequent approach: “You are late completing your report and that stinks! You are a terrible employee!”Instead try: “I am disappointed that the report was not completed on time. When this happens, the team suffers and we all fail in our obligations. I would appreciate you correcting this problem.”
ListeningUnderstanding
Leaders are in positions of power and can influence situations greatly with their responses.
“Seek first to understand, then to be understood.”
Dr. Stephen Covey
Communication Builds TrustWhen a leader utilizes talking, listening, and understanding, trust develops.The most effective leader is the leaders who gets personal with followers by inquiring about goals, needs, desires, or ambitions and learns to appreciate the whole person.A leader’s role is to serve followers and to promote their potential.A leader can avoid “losing touch” through effective communication.Avoid buzzwords like downsizing, resizing, etc.
Communication Myths
1) Words Contain Meaning2) Communication and Information are not the
same. Dissemination of information is NOT communication.
3) Effective communication does not require much effort.
4) Communication is a product on an assembly line. The post a poster theory.
5) Good speakers are good communicators.
Summary
Communication is the single most important tool a leader can employ to be effective.
Leadership is enacted through communication.
A leader can be only as effective as the individual mastery of the art and ability to communicate.
Communication skills can be taught and improved upon by all.