leadership development: the high cost of doing nothing · leadership development: ... strong...

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate.

LEADERSHIP DEVELOPMENT: THE HIGH COST OF DOING NOTHING

Leadership

Development:

The High Cost of

Doing Nothing

Scott Blanchard Principal and Executive Vice President

The Ken Blanchard Companies



(800) 263-6317 or (805) 690-5753

Tweeting? Please mention: #leadership



For More Info / To Register / To Access Archive:

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Today’s Agenda

The leadership behaviors

that build or erode

Employee Work Passion

The High Road vs. The

Low Road: Two

approaches to managing

performance

The financial implications

of poor leadership



Three Types of Employees

Engaged

Disengaged

Actively

Disengaged



The Questions

Why is leadership important?

Is leadership capacity the single greatest

contributor to organization success?

If so, how does leadership specifically

contribute to organization success?

What is the cost of poor or ineffective

leadership to organization success?



Definition of Terms

1. Strategic Leadership

2. Operational Leadership

3. Employee Passion

4. Customer Devotion

5. Organizational Vitality



What Intentions can we expect?

– 5 desirable

intentions we

expect from our

employees

– 5 undesirable

intentions we fear

our employees will

develop



Employee Work Passion

Employee Work Passion is an individual’s

persistent, emotionally positive, meaning-based

state of well-being

stemming from continuous, reoccurring thoughts

and feelings (cognitive and affective appraisals)

of various job and organizational situations,

which results in consistent, constructive work

intentions and behaviors.



Employee Work Passion Model

Personal Characteristics

INDIVIDUAL APPRAISAL

Intent

Sense

of

Well

Being

Cognition

Affect

Five Intentions 1. Intent to Perform—willing to perform

at or above expected norm

2. Organizational Citizenship—being a

good corporate citizen

3. Discretionary Effort—willing to put in

extra effort as needed

4. Employee Retention—expecting to

stay with the organization

5. Organizational Endorsement—willing

to recommend the organization and

its leaders to others






Intent

Sense

of

Well

Being

Cognition

Affect

ANTECEDENTS

Organizational

Characteristics

Job

Characteristics

Scale Detail

Organizational Characteristics

• Growth

• Procedural Justice

• Distributive Justice

• Collaboration

• Performance Expectations

Job Characteristics

• Meaningful Work

• Task Variety

• Workload Balance

• Autonomy

• Feedback

Moderators

• Connectedness to Colleagues

• Connectedness to Leader




CONSEQUENCES

POSITIVE

NEGATIVE

POSITIVE

NEGATIVE

Organizational

Role

Behaviors

Job

Role

Behaviors



Intent

Sense

of

Well

Being

Cognition

Affect

ANTECEDENTS

Organizational

Characteristics

Job

Characteristics



What is the most important thing

that we can do?

Hire and develop managers

who are “other oriented.”



CONNECEDNESS WITH

LEADER

CONNECTEDNESS WITH

COLLEAGUES

LEADER SELF-CONCERN

LEADER OTHER-

CONCERN

AIM-J POSITIVE

AIM-J NEGATIVE

INTENTION FOR

DISCRETIONARY EFFORT

INTENT TO PERFORM

INTENT TO ENDORSE

INTENT TO STAY

INTENTION FOR OCB

.806*

.183*

.243*

.495*

.444*

.573*

.472*

.326*

.-143*

.-133* .217*



Questions &

Answers



For additional online resources — including

blogs and white papers,visit:

www.kenblanchard.com

www.cd2leadership.com



Upcoming Webinars

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“‘Extraordinize’ Your Professional and Personal Life”

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Executive Coach, Networking Strategist, Consultant, and Author On Demand at TrainingIndustry.com



Executive Seminar Series

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Thank You On behalf of TrainingIndustry.com, thanks to:

Today’s Speaker: Scott Blanchard

Today’s Sponsor: Cornerstone On Demand

All of you for attending

Questions or Comments?

Please contact Nabeel Jaitapker: [email protected]

leadership development: the high cost of doing nothing · leadership development: ... strong...

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