what is this leadership stuff? leadership gainesville alumni association members
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What is this leadership stuff? Leadership Gainesville Alumni Association Members Tuesday, October 30 th , 2012 Dr. Donnie Horner . What is this leadership stuff?. Agenda Leadership as a mystical construct Leadership defined Theoretical orientations The great debates - PowerPoint PPT PresentationTRANSCRIPT
What is this leadership stuff?Leadership Gainesville Alumni Association Members
Tuesday, October 30th, 2012 Dr. Donnie Horner
What is this leadership stuff?Agenda
• Leadership as a mystical construct• Leadership defined• Theoretical orientations• The great debates• Tools to help you lead, motivate, understand, & evaluate others
• High performing teams • Character• Leading today: the current milieu
Questions & discussion welcomed throughout!
Leadership as a Mystical Construct
“ A slippery phenomenon” (Selznick) . . . “one of the most observed and least understood phenomenon on earth” (Burns)
• Why?• What makes “leadership” so mystical? So
hard to put our finger on?
Leadership Defined• Leadership Demystified: a process . . . in which the organizational
leader . . . attempts to influence members of the organization (team) . . . to engage in behaviors . . . pursue objectives . . . consistent with organizational goals . . .
• A lot there! . . . process (ongoing) . . . influence (motivation). . . leader. . . led. . . organization (team). . . situation (context). . . goals / objectives . . . . perception-based
Leading is about action!
Theoretical Orientations• Great man theory (Caryle, 1841)• Trait theories
- Napoleon’s “115-essential traits” for his subordinate commanders• Scientific management (Frederick W. Taylor et al)• Human relations school (Elton Mayo, Hawthorne Studies, et al)• Interactionist theories (Fiedler’s contingency, managerial grid, et al)• The trend? Leader . . . Led . . . Situation . . . INTERACTION among the three
Leader
Led Situation
Holistic Leadership: Interconnectedness
Total Person
Professional:Relationships &
Job
Physical
Personal:Relationships &
Family
Mental & Spiritual
“The mental is to the physical as 3 is to 1.” -- Napoleon
New buzzword: from BALANCE to work-life INTEGRATION
The Great Debates
• Born vs. Made• Art vs. Science• Leadership vs. Management
Tools to Help You Lead, Motivate, Understand, & Evaluate Others
The Performance EquationP = f (M + A) x O where: M = mi + me and A = (T + E)or: P = f (mi + me + T + E) x OM = Motivationmi = internal motivation me = external motivationA = abilityO = opportunityT = trainingE = education
Key Questions:Succeeding because of ‘A’ or ‘M’ or both?
‘A’ and ‘M’: in what proportion?
Potential to improve ‘A’ with ‘T & E’?
Perceptions?
How much ‘O’ has been afforded?
What does this equation tell us about guaranteed contracts?
About incentive-rich contracts?
Tools to Help You Lead, Motivate, Understand, & Evaluate Others
Equity Theory of Motivation• If a situation is unfair, a person is motivated to restore fairness. • “People are motivated by fairness.”
• Comparison Ratio: Inputs of Person A : : Inputs of Person BOutcomes of Person A
Outcomes of Person B
• Resolution Strategies:Put in more OR put in less. Get better outcomes (get mo’ $$).Change who you’re comparing yourself to.Act on person you’re comparing yourself to.Cognitively distort the situation. Leave the organization.
Tools to Help You Lead, Motivate, Understand, & Evaluate Others
Attribution Theory
We tend to take credit when things are going well.
We tend to blame others or blame the circumstances when things are not going well.
Key Items to Pay Attention to:Listen to the explanations that people give!
Do they take too much credit for the good things??Do they credit their others?
Do they take responsibility for losses?Do they blame others, or other things, for poor outcomes?
Leaders absorb responsibility
when times are tough!
Tools to Help You Lead, Motivate, Understand, & Evaluate Others
Motivation Through Consequences (MTC)
• Reward, punishment, negative reinforcement, extinction.• “Classical conditioning “ or “behaviorist” models.• Most common form of motivation. Quick! Direct!
Suggestion:• Focus on performance . . . not personalities. • Performance behaviors are linked to CHARACTER.
People tend to do what they’re rewarded for or value!
Character
• Character: “mark” or “distinctive quality” • For us: the aggregate of the attributes or features that comprise an individual. • Assess? Focus on human behaviors relevant to roles. • Define core roles . . . AND . . . Measure the behaviors associated with the roles.
EXAMPLE: Jacksonville Jaguars– World class professional football athletes– Good teammates– Solid citizens in the community
INSTRUMENTS: measure the degree to which behaviors – past, present, & future behaviors – are consistent with these roles.– Wonderlick; Keirsey -- Interviews with current coaches, teammates– Physicals -- Police records & background checks– Performance/fitness testing -- Observations: interviews, practices, games
Character manifests through roles and behaviors!
Tools to Help You Lead, Motivate, Understand, & Evaluate the People You Interact With
Assessing behaviors to make insights about character: chart 1.Assessing Behaviors to Make Insights About Character
Poor Normal ExceptionalWorst Neutral Best Notes
Before Practice 1 2 3 4 5On time? Late?How quick to practice? First? Last?Alone or with teammates?Which teammates?Purposeful?Proper uniform?
same uniform as teammates?
During PracticeParticipation in drillsParticipation in team activitiesLevel of effortInteractions with teammates
encouraging?discouraging?
communicative?Interactions with coaches
coachable?respectful?
Leadershipgood leader?
good follower?
During Games: On the FieldProper uniform?Level of effortPlay every play?
High Performing Teams (HPTs)
• Stages of group / team development:Forming . . . Storming . . . Norming . . . Transforming / High Performing
• Characteristics of HPTs – Communications, formal & informal -- Roles – Self-policing -- “We
over me.” A culture of team– Covering for one another -- Team sanctions
non-conformity– Stability: personnel, hierarchies, policies. -- Whole > sum of the parts– Chemistry -- HPTs
are not “dream teams.”
• HPTs tend to be VERY temporary! Turnover, casualties & losses, and competition are the enemy of HPTs.
• Tough to repeat as champions! . . . Why?
Leading Today: the Current Milieu
Multi-Tasking• Leader = juggler• Role multiplicity• Task variety• Huge array of “KSAs” [knowledge, skills, abilities]• Complex environments• FRONT stage vs. BACK stage active• Rapid-fire sequencing / calendar• Multiple “set” changes• Generational differences• Competing organizational (corporate) cultures
ENERGY! (physical / psychological / social / spiritual). . . massive comfort (or DIScomfort) zone . . . range of complexity calls for KEEN INTELLECT
Leading Today: the Current Milieu
Leadership Development• The complexity of life BEGS for leadership development!• Leadership development process:
Sequential assignments Training and education Self-development (reading, writing) Mentoring and coaching Tactical vs. Operational vs. Strategic level thinking
Remember: P = f (M + A) x O and and A = (T + E)Leadership development affects ‘A’ via ‘T’ and ‘E’
Leading Today: the Current Milieu
Personality characteristics: Keirsey’s 4-temperaments: www.keirsey.com
Guardians / Artisans / Idealists / Rationalists Meyers-Briggs Type Indicator
extraversion vs. introversionsensing (directly) vs. intuitive (intuitions)thinking (analytical) vs. feeling (gut)judging (planner) vs. perceiving (impulsive)
Leading tends to be . . . a highly relational business . . . people-intensive . . . energized with contact . . . emotionally intelligent
“Work should be play” - Plato
Questions?