1a leaders develop the mission, vision, values and ethics and act as role models

1a Leaders develop the Mission 1a Leaders develop the Mission, Vision, Values and ethics and act

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as role models

SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?

International Human Resources Management, Dr. Jörg Klukas 2

What we have learnt.• Overview of the EFQM Model

to be applied for HR-Departments

• Criteria 3• People Approaches

• Criteria 5• Criteria 5• HR Process Management

• Criteria 4e• Learning Organizationg g• People, Places and Objects

Approach• Intercultural Management by

LixiuLixiu• Criteria 7

• People’s Perception measures• People’s Performance Indicators

International Human Resources Management, Wassili Lasarov, Dr. Jörg Klukas

1A LEADERS DEVELOP THE MISSION, S O A S A CS A AC AS VISION, VALUES AND ETHICS AND ACT AS

ROLE MODELS


The EFQM excellence modelQ

Enablers Results

People

Leadership

People

Policy andStrategy Processes

People Results

CustomerResults

KeyPerformancep Strategy

Partnerships& Resources

Processes Results

SocietyResults

Results

Innovation and Learning


The EFQM excellence modelQ

Leadership

People

Strateg Processes

People Results

Customer Key Performance 1 L d hiLeadership Strategy

Partnership& Resources

Processes Results

Society Results

PerformanceResults 1. Leadership

a. Leaders develop the Mission, Vision, Values and ethics and act as role model

b. Leaders define, monitor, review and drive the improvement of the organization’s management system and performance

c. Leaders engage with external stakeholders

d Leaders reinforce a culture of excellence with the organization’s peopled. Leaders reinforce a culture of excellence with the organization s people

e. Leaders ensure that the organization is flexible, and managers change effectively


The EFQM excellence model – PeopleQ p

1a Leaders develop the Mission, Vision, Values and ethics and act l d l as role models APPROACHES

In practice, excellent organizations • Set and communicate a clear direction and strategic focus; they

unite their people in sharing and achieving the organization's Roles/Tasks of

Leadersunite their people in sharing and achieving the organization s core purpose and objectives.

• Secure the future of the organization by defining and communication a core purpose that provides the basis for their o erall ision alues ethics and corporate beha ior

Leaders

Theories ofLeadershipoverall vision, values, ethics and corporate behavior.

• Champion the organization's Values and are role models for integrity, social responsibility and ethical behavior, both internally and externally Elements of High

Leadership(Types, Traits,…)

Empowerment (3c)

• Foster organizational development through shared Values, accountability, ethics and a culture of trust and openness.

• Ensure their people act with integrity and adopt the highest standards of ethical behavior

gPerforming Leaders

(1d)

7

Empowerment (3c)standards of ethical behavior.

• Develop a shared leadership culture for the organization and review and improve the effectiveness of personal leadership behaviors

Influencing (1c/d)

ROLES/TASKS FOR Theory 1

ROLES/TASKS FOR LEADERS


What do good leaders have in common?g

• Not much!P h h ib• Perhaps three common attributes:• Have principles (Grundsätze)• Have thoroughness (Gründlichkeit und Sorgfalt)Have thoroughness (Gründlichkeit und Sorgfalt)• Have methodological and systematic approaches, tools

(Professionalität, Werkzeuge)

M l t k• More or less same tasks:• Lead by Vision and Strategy (Manage Strategy)• Lead by Role Model (Manage People)y ( g p )• Lead by Processes (Manage Processes)• Lead by Change (Manage Change)


4 Tasks of Leaders4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal. Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility for continuous improvements. Leadership of change realizes break-through improvements to redesign the organization.

OperationalLeadership 1c/d

Strategic Leadership 1a

ss

ship

• Process Coordinator, Process OwnerProcess Manager

people

Proc

esLe

ader

s1b

p e

g• Leader of Improvement Team• Assessor / Auditor (EFQM, Bootstrap/SPICE)

• Member of Management Review

VisionaryVisionaryEnablerEnabler

Lead

ersh

iof

Cha

nge

1e

g• Responsible for Strategic Initiatives• Manger of Innovations; Member of Disruptive

Innovation Decision Teams; Leader/Member of Focus Innovations

experiences

Role ModelRole Model

• Leading employees• Account Manager• Partner Manager• Responsible for Cultural Activities,

Educational Institutions,Governmental Relationships

• Set challenging goals, create belief and commitment to these goals, involving people at all company levels, stick with the challenging goals, focus on it and execute

• by Offsites, Management Meetings,


BU/Account Reviews, Strategy Mapping, BSC

INFLUENCE BY VISIONTheory 2

INFLUENCE BY VISION


Ways to influencey

Leader

Leading by structure and systems

Leading by vision, corporate values and HR

policy

Processes, Objectives and Rewards

Vision, corporate culture, shared values and norms

Go ernance b Governance by

Direct Influence

Follower

Governance by objectives, rules and

rewards

Governance by sozialization

Self-Governance byExtra-organizational

socializations or teams


socializations or teams

Leading with Vision, Inspiration & Integrityg y• understand inter-relational emotions processes as

drivers for internal motivations processesdrivers for internal motivations processes

• Leading by Command&Control• Leading by Objectives

L di b Vi i emotional• Leading by Vision level


Leading starts by providing a touching vision.

“We want to be the most customer oriented and most

“We want to provide people a beautiful home. This home

h ld fl h icustomer oriented and most profitable company in

Germany.”should reflect their

imaginations about a well-feeling home sweet home.”

• Generate a vision for the followers and not for the management

• Treat your followers as people

A good vision generates a culture that helps to realize my strategy. Objectives within the strategy motivate my team to identify necessary tasks and solve them by learning.


VARIOUS TYPES OF Theory 3

VARIOUS TYPES OF LEADERSHIP


Various types of leadershipyp pType Main Goal

Generally increases satisfaction of The Servant Leader Generally increases satisfaction of people

The Servant Leader• A Servant leader is on who puts others before

themselves. As the word servant might imply, it is a leader that acts like a servant to his followers. They naturally want to help others by bringing the best out in them.

• The main difference between a leader and a servant leader, is that a servant leader genuinely cares for other people. Their main goal is to make sure that other people are satisfied with their tasks, that they are being pushed to h i f ll b l d h i hi h i i i b i their full capability, and their highest priorities are being

served.


Characteristics of a Servant Leader• Having a Calling – natural desire to help others• Listening – desire to listen and value what’s heardListening desire to listen and value what s heard• Empathy – ability to “walk in other’s shoes”• Healing – others want to approach you for help

A k f h t i i • Awareness – keen sense of what is going on• Persuasion – seek to convince others to do things• Conceptualization – encourage others to dream• Foresight – ability to anticipate future events• Stewardship – prepare others to contribute to society• Growth – strong commitment to growth of G ow s o g co e o g ow o

people• Building community – strong sense of community spirit




The Situational Leader Changes behavior depending on situationsituation

Situational Leader

• Directive/Task Behavior involves (X-Axis):

• Clearly Telling People• What to Do, How to Do It,

Where to Do It When to Do ItWhere to Do It, When to Do It• And Then Closely Supervising

Their Performance • Supportive/Rel. Behavior

involves (Y-Axis):• Listening to People• Providing Support and

Encouraging Their EffortsEncouraging Their Efforts• Facilitating Their Involvement

in • Problem Solving and Decision

M kiMaking

Source: http://robcrispe.wordpress.com/2008/03/24/situational-leadership-ii-the-four-phases-that-all-team-leaders-should-know-about/

S3: Supporting

• High Supportive Low Directive

S2: Coaching

• High Directive High Supportive

High

High Supportive, Low Directive• Focus of Control Shifts to

Follower• Leader Actively Listens

F ll H Abili d

High Directive, High Supportive• Leader Now Attempts to Hear

Followers Suggestions, Ideas, and OpinionsT C i i• Follower Has Ability and

Knowledge to Do the Task• Two-way Communication• Control Over Decision

Making Remains With the Leadereh

avio

r

Leader

S4: Delegating

• Low Supportive Low Directive

S1: Directing

• High Directive Low Supportiveport

ive

Be

• Low Supportive, Low Directive• Leader Discusses Problems

With Followers• Seeks Joint Agreement on

• High Directive, Low Supportive• Leader Defines Roles of

Followers• Problem Solving and Decision

Supp

Problem Definitions• Decision Making Is Handled

by the Subordinate

Making Initiated by the Leader• One-way Communication

Low Directive Behavior High



The Situational Leader Changes behavior depending on situationsituation

The Participative Leader Empowerment and Power Sharing

Degree of Participationsg p

• Autocratic leader and democratic leader• Autocratic leader and democratic leader.

< Not participative Highly participative > Leader proposes Autocratic

decision by leader

Leader proposes decision, listens

to feedback, then decides

Team proposes decision, leader

has final decision

Joint decision with team as

equals

Full delegation of decision to team

then decides q


Increase satisfaction of peopleThe Servant Leader Increase satisfaction of people

The Situational Leader Changes behavior depending on situation

The Participative Leader Empowerment and Power Sharing

The Transformational Leader Inspire followers and connect to visionvision

Transformational Leadershipp• Transformational leadership occurs when leaders and

followers engage in such a way that they raise one another to higher levels of motivation and morality whereby everyone gets raised to a higher level of performance.

• Four interrelated components of transformational leadership: • Intellectual stimulationIntellectual stimulation• Individualized consideration• Inspirational motivation• Idealized influenceIdealized influence


Attributes of Transformational Leadershipp• Concentration on values like integrity and fairness• Building of trust between leader and followerBuilding of trust between leader and follower• Increased awareness to elevate followers’ needs for

achievement and self-actualization• Move followers beyond self-interest for the good of the group Move followers beyond self-interest for the good of the group,

organization, or society • Existence of sound vision, strong interpersonal and

organizational skills and the desire and willingness to lead organizational skills, and the desire and willingness to lead


Benefits/ Limitations and Goals of Transformational Leadership p• Inspires people and promotes visions • Fosters the acceptance of group goalsFosters the acceptance of group goals• Challenges people intellectually to achieve higher outcomes

Th l f t f ti l l d i t i i f ll t • The goal of transformational leaders is to inspire followers to share the leader’s values and connect with the leader’s vision



Increase of satisfaction of peopleThe Servant Leader Increase of satisfaction of people

The Situational Leader Changes between directive and supportive behavior depending on situation

The Participative Leader Increase Empowerment and Power Sharing

The Transformational Leader Inspire followers and connect them to vision

The Transactional Leader Command and Control with d/ i h treward/punishment

Transactional Leader• Assumptions:

This leadership style developed by Bass is based on the hypothesis that followers are motivated through a system of rewards and punishment. The transactional leader's view of the leader / follower relationship is one of quid pro quo - or this for that. If the follower does something good, they will be rewarded If the follower does something wrong they will be punished rewarded. If the follower does something wrong, they will be punished.

• Agreements: At the extreme the only relationship that develops between the transactional At the extreme, the only relationship that develops between the transactional leader and the follower is based on an unwritten agreement that the sole purpose of the follower is to carry out the wishes of the leader.


Transactional Leader• Style:

The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place systems of discipline are usually in place

• Types : The types of transactional leaders described by theorists include The types of transactional leaders described by theorists include categories such as Opinion Leaders, Group Leaders, Governmental / Party Leaders, Legislative Leaders and Executive Leaders.






The Transformational Leader Inspire followers and connect them to vision


The Quiet Leader Keep oneself in the position

The Quiet LeaderQThe Quiet Leader does not require being in a controlling position. They are everyday people that are trying to make the most of their lives. Heroism is used only as a last resort

Qualities of Silent LeaderQualities of Silent Leader• recognize the scope of his/her control, and the limit of their ability to

predict the future. • have some skin in the game so they take their self interest seriously.• Do not make instant decisions, but thinks things through.• Try to find the middle ground when possible.






The Transformational Leader Inspire followers and connect them to a vision


The Quiet Leader Keep oneself in the position

The Charismatic Leader Give hope and trustThe Charismatic Leader Give hope and trust

Charismatic Leader• Communicate on a very powerful and emotional level . Have

a personal charm that gives a favorable impression and therefore are trust worthy. Are able to inspire enthusiasm, affection, and loyalty

• This type of leader is especially useful in times of crisis and a major turn around

• Key qualities: Key qualities: • Optimistic and passionate about life • They value the potential that they believe each person has • They give hope. • They share themselves


SIX TRAITS OF LEADERS Theory 4: More or less…

SIX TRAITS OF LEADERS


Six Traits of Leaders

Desire to

Drive

Lead

IntegrityIntegrity

Job-relevantKnowledge

Self-Confidence

Intelligence



Leaders exhibit a high effort level. They have l ti l hi h d i f hi t h a relatively high desire for achievement, have

a lot of energy, show initiative, and they’re persistent in their activities

Drive

Desire to Leaders have a strong desire to influence and Desire toLead

lead others, they demonstrate the willingness to take responsibility



Leaders build trusting relationship between th l d f ll b b i t thf l themselves and followers by being truthful and by showing consistency between word and deed

Integrity

SelfFollowers look to leaders for an absence of self-doubt Leaders therefore need to show self-Self-

Confidencedoubt. Leaders, therefore, need to show selfconfidence in order to convince followers of the rightness of goals and decisions


Six Traits of LeadersLeaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information; and to be able create visions, solve problem, and make correct decisions

Intelligence

Job relevantEffective leaders have a high degree of knowledge about the company, industry, and Job-relevant

knowledgetechnical matters. In-depth knowledge allows leaders to make a well-informed decisions and to understand the implications of those d i i


decisions.

MANAGERIAL GRID OF Theory 5

MANAGERIAL GRID OF LEADERS


Managerial Grid of Leadersg1.9. Country Club Manger

9.9. TeamManager9 g

5.5. Middle of the road Manager

ConcernFor People

5People

1.1. Impoverished Manager

9.1. Task Manager1

41Concern for Tasks1 5 9

Managerial Grid of LeadersgThe leaders focuses on being supportive and considerate of employee to the exclusion of 1.9. Country Clubconcern for task efficiency

yManager

9.1. Task M

The leaders concentrates on task efficiency but shows little concern for the development and

Manager morale of employee


Managerial Grid of Leadersg

The leader facilitates task efficiency and high 9 9 Team morale by coordinating and integrating work-related activities

9.9. TeamManager

1 1Impoverished The leaders exerts minimum of effort to 1.1ImpoverishedManager

The leaders exerts minimum of effort to accomplish the work


Contact me!Dr. Jörg Klukas• XING: https://www xing com/profile/Joerg KlukasXING: https://www.xing.com/profile/Joerg_Klukas• Facebook: http://www.facebook.com/home.php?#!/joerg.klukas• Slideshare: http://www.slideshare.net/pludoni• Twitter: http://twitter com/pludoniTwitter: http://twitter.com/pludoni• Email: [email protected]


1a leaders develop the mission, vision, values and ethics and act as role models

Business

management meetings

leadership of change

process leadership

hr process management

organizations values

good leaders

leadership types

structurecorporate values