mgt. 667 – leadership rex mitchell spring 2006. what is leadership?
TRANSCRIPT
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Mgt. 667 – LeadershipMgt. 667 – Leadership
Rex MitchellRex MitchellSpring 2006Spring 2006
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What is Leadership?What is Leadership?
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LeadershipLeadership: art of mobilizing others to : art of mobilizing others to want to struggle for shared aspirationswant to struggle for shared aspirations
PowerPower: potential ability to influence : potential ability to influence behavior, events …get people to do things behavior, events …get people to do things they would not do otherwisethey would not do otherwise
InfluenceInfluence, , politicspolitics: processes & actions : processes & actions through which potential power is usedthrough which potential power is used
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What is “effective” leadership?
Think of one of the most effective leaders you have experienced directly
List some key characteristics &/or actions that made her/him effective
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Characteristics of Admired Leaders
Honest (Integrity)Forward-lookingCompetentInspiring
IntelligentFair-mindedBroad-mindedSupportiveStraightforwardDependableCooperativeDetermined... (K&P p.25)
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Are these:Are these:
Traits - innate & relatively fixedTraits - innate & relatively fixed
Skills - abilities differ, skills can be Skills - abilities differ, skills can be developeddeveloped
Style - behaviors: task and relationshipStyle - behaviors: task and relationship
Situational - adapt style (mix of directive & Situational - adapt style (mix of directive & supportive) to situationsupportive) to situation
Contingent - leader/follower/situation Contingent - leader/follower/situation match: task and relationshipmatch: task and relationship
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Skills Model of LeadershipSkills Model of Leadership
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Typical Styles Model of LeadershipTypical Styles Model of Leadership
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Situational Model of LeadershipSituational Model of Leadership
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Some Other Leadership Some Other Leadership ApproachesApproaches
Path-goal approach – want to enhance Path-goal approach – want to enhance employee performance & satisfaction by employee performance & satisfaction by focusing on motivation (expectancy focusing on motivation (expectancy theory)theory)
Leader-member exchange theory – Leader-member exchange theory – focuses on focuses on interactionsinteractions between leaders & between leaders & followers, individualizedfollowers, individualized
Transformational leadership – changes & Transformational leadership – changes & transforms individuals & organizationstransforms individuals & organizations
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LeadershipLeadership
Leaders don't create followers, they
create more leaders. [Tom Peters]
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In every block of marble I see a statue;
see it as plainly as though it stood before
me, shaped and perfect in attitude and
action. I have only to hew away the rough
walls which imprison the lovely apparition
to reveal it to other eyes, as mine already
see it. [Michelangelo]
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A leader is best when people barely know
he exists. Not so good when people obey
and acclaim him. Fail to honor people,
they fail to honor you. But of a good
leader, who talks little, when his work is
done, his aim fulfilled, they will say, "We
did this ourselves.“
[Lao-tse, Tao Te Ching]
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Studying the K & P BookStudying the K & P Book
Focus on the Five Leadership Practices & Focus on the Five Leadership Practices & Ten Commitments of LeadershipTen Commitments of Leadership
Two commitments for each practiceTwo commitments for each practice
Book is organized around these, ch. 3-12Book is organized around these, ch. 3-12
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Studying the K & P Book (cont.)Studying the K & P Book (cont.)
Read Preface and ch. 1-2 for generalRead Preface and ch. 1-2 for general
Study list of 5 Practices & 10 Study list of 5 Practices & 10 CommitmentsCommitments
For ch.3-12, re one commitment each:For ch.3-12, re one commitment each:– Read one-page summary at endRead one-page summary at end
– Read chapter, including examplesRead chapter, including examples
– End up with understanding of that End up with understanding of that commitment & some possible actionscommitment & some possible actions
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Engaging With Readings
What are my reactions to this: thoughts, feelings?
What do I agree with, like, want to remember and use? Why?
What do I disagree with, wish were different, would change, would expand on...? Why?
What connections & expansions can I make from my experience?
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What Leaders Do & What What Leaders Do & What Constituents ExpectConstituents Expect
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In groups:In groups:
What do you agree with, like, want to remember?
What do you disagree with, would change, would expand on...?
Report out
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LeadershipLeadership
Good leadership is an understandable and a universal process
There are shared patterns to the practice of leadership
They can be learned
K&P describe leadership first as a personal journey of exploration and then as a rallying of others
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Core theme: leadership is a relationship
...between those who aspire to lead and those who choose to follow
The domain of leaders is the future
...long-term development of people and institutions so they can adapt, change, prosper, and grow.
Leadership development is ultimately self-development
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We must become the change we wish to see in the world.
- Mahatma Gandhi
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CredibilityCredibility
Hard to earn and sustain
Easy to lose
Almost impossible to regain
If you don't believe in the messenger, you won't believe the message
Do what you say you will do
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K&P’s Five PracticesK&P’s Five Practices
Model the wayModel the way
Inspire a Shared VisionInspire a Shared Vision
Challenge the ProcessChallenge the Process
Enable Others to ActEnable Others to Act
Encourage the HeartEncourage the Heart
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With Ten Commitments of LeadershipWith Ten Commitments of Leadership
Model the WayModel the Way– Find your voiceFind your voice
– Set the exampleSet the example
Inspire a Shared VisionInspire a Shared Vision– Envision the futureEnvision the future
– Enlist othersEnlist others
Challenge the ProcessChallenge the Process– Search for opportunitiesSearch for opportunities
– Experiment and take risksExperiment and take risks
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Ten Commitments, cont.Ten Commitments, cont.
Enable Others to ActEnable Others to Act
– Foster collaborationFoster collaboration
– Strengthen othersStrengthen others
Encourage the HeartEncourage the Heart
– Recognize contributionsRecognize contributions
– Celebrate values and victoriesCelebrate values and victories
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SELF-ASSESSMENT INSTRUMENTS
Learning objective: personal/leadership development
Instruments help focus this development
No right or wrong answers; are for your benefit
Some questions may seem too restrictive, don’t overthink
Some instruments on web
Order LPI materials, possibly Myers-Briggs
Do before class, including scoring them (don’t read ahead!)
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Prepare to Start LPIPurchase online - Self and Observer forms
Do Self soon
Get at least three peers to do Observer inventories, not bosses or subordinates
Better to use peers outside present job, if possible
Use is strictly to help you plan development
You get observer forms, see me to enter data in report software
All entered before we meet on 4/27
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Instrument 1: Clarifying Your Instrument 1: Clarifying Your Work ValuesWork Values
Have rankings (1 highest)Have rankings (1 highest)
In different groups:In different groups:
– Compare rankingsCompare rankings
– Discuss differences, especially largest onesDiscuss differences, especially largest ones
– Not to change or develop consensusNot to change or develop consensus
Report out Report out
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Next WeekNext Week
K&P ch. 3-6
For each K&P chapter 3-12: identify at least two of what you regard as most important points:– One from the two essentials and discussion at the first
of the chapter
– One from action steps
Prep Clif Bar case
Get LPI Observer forms out
Order Myers-Briggs, if appropriate
Form permanent peer learning groups next week
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Engaging With Readings
What are my reactions to this: thoughts, feelings?
What do I agree with, like, want to remember and use? Why?
What do I disagree with, wish were different, would change, would expand on...? Why?
What connections & expansions can I make from my experience?