leadership ppt @ bec doms
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Leadership ppt @ bec domsTRANSCRIPT
LEADERSHIP
DEFINITION OF LEADERSHIP
Leadership is a behavioral process through which one person influences the behaviors of others toward the accomplishment of shared goals.
Leadership involves the creation of a vision that empowers others to translate this vision into reality.
Empowerment occurs when a leader effectively communicates with and inspires ordinary people to accomplish extraordinary results.
LEADERSHIP THEORIES
Trait — only a few possess the superior characteristics of leaders
Cognitive (20th century Great Man) —leaders influence behaviors of others, such as with humility and fierce resolve
Power or influence — includes power-sharing and empowerment of followers
Situational — circumstances or environmental factors determine who will emerge as a leader
LEADERSHIP THEORIES
Integrative — transformational and values-based
Visionary — mobilizes others to achieve shared aspirations
Strategic — envision, direct, align, motivate, inspire, and energize followers
Servant — listens, empathizes, persuades, and builds community
Shared Values
Structure
Strategy
Skills
Staff
Style
Systems
Peters, T.J., & Waterman, R.H., Jr. (1982). In Search of Excellence-Lessons from America's Best-Run Companies. New York: Harper & Row.
McKinsey 7-S Framework-structure; strategy; staff (people); management style; systems and procedures; guiding concepts; shared values (pp. 9-10)
KEYS TO LEADERSHIP Leadership — “The skill of
influencing people to work enthusiastically toward goals identified as being for the common good.” (p. 28)
Authority — “The skill of getting people to willingly do your will because of your personal influence” (p. 30) “Authority is about who you are as a person, your character, and the influence you’ve built with people.” (p. 31)
Service and Sacrifice — giving to and doing for others selflessly (Hunter,
1998)
CHARACTERISTICS OF LEADERS
Leaders have integrity. Leaders live according to a moral purpose. Leaders build relationships with people. Leaders are effective communicators. Leaders are visionary and creative. Leaders establish, maintain, and model high
standards of performance. Leaders show an unwavering resolve and calm
determination. Leaders are energetic.
LEADERSHIP MODEL FOR THE FUTURE
VALUES
PEOPLE TEAMWORK
A CULTURE OF DISCIPLINE
(Collins, 2001, p. 127)
Disciplined
Thought
Disciplined
People
Disciplined
Action
Build-up
Breakth
roug
h
+ +
CORE VALUES
Identify what you believe in — you understand your core values by looking inside (Who you are)
Reflect on and describe to yourself what these values mean to you
Decide how you will incorporate these core values into all aspects of your daily life
CORE VALUES
Integrity — quality of a person's character that fulfills one’s moral obligation to self and others
Respect — holding others in high regard and treating them the way you wish to be treated
Mutual trust — confidence and belief in the honesty and reliability of others
Responsibility — being morally accountable for your actions
VALUES AND GREATNESS
“Good is the enemy of great,” according to Jim Collins in his book, Good to Great.
The leader who makes a good organization great is guided by values.
The really great organizations place people and values first.
LEADERSHIP AND CHARACTER DEVELOPMENT
Leaders who are respected and successful will serve as role models of character and be examples that people will choose to emulate.
Leaders provide learning opportunities that include ethical choices and emphasize the importance of character.
FOCUS ON PEOPLE-CENTERED VALUES
Place a high importance on values and aligning values, strategies, and people
Tap into the energy of people by connecting through their values
Unlock the human potential of people Increase the chance of success
will lead to extraordinary results
PEOPLE ARE MOST IMPORTANT
Successful leaders emphasize building and nurturing personal relationships — connections with people will lead to results
Leaders prioritize hiring and retaining good people
Most people seek challenges and desire to be successful but want to be empowered to do the job themselves.
ASSEMBLING THE RIGHT TEAM
First, get the right people on the bus (and the wrong people off the bus) before you figure out where to drive the bus.
Second, apply sheer rigor in making decisions about people.
You need members on your team who argue and debate in pursuit of the best answers, yet who unify fully behind a decision once made.
THE RIGHT PEOPLE
Recruitment Define
expectations Hire for fit Coach Counsel Guide
Nurturing and Supervision
Identify expectations Develop a plan Provide any needed
retraining and resources
Evaluate versus expectations
Release, if performance is unacceptable
TEAMWORK
Teams — groups organized to work together to accomplish goals or tasks that cannot be achieved as effectively by individuals
FACILITATING TEAMWORK Commitment to mutual
trust and respect Dedication to the
achievement of shared goals
Interdependences flourish Effective in
communications Mistakes provide learning
opportunities Realization of the positive
impact of each team member’s contributions as synergies develop
CULTURE OR CLIMATE
“Culture emphasizes the unspoken assumptions (values; beliefs; myths; traditions; norms) that underlie an organization, whereas climate focuses on the more accessible perceptions of the organization, especially how they arouse motivation and, thus, impact performance.” (Stringer, 2002, p. 14)
QUALITIES OF A DREAM TEAM
Team members care for one another. Team members know what is important. Team members communication with one another. Team members grow together. There is a team fit. Team members place their individual rights
beneath the best interest of the team. Team members each play a special role. An effective team has a good bench. Team members know exactly where the team
stands. Team members are willing to pay the price.
(Maxwell, 1995)
CHANGING PARADIGM IN LEADERSHIP
Leaders should Behave in ethical ways based on valuesEnhance the personal growth of peopleFacilitate teamwork for greater success
LEADERSHIP MODEL FOR THE FUTURE
VALUES
PEOPLE TEAMWORK
FOUR FRAMES OF ORGANIZATIONS
Structural — the leader as analyst or architect
Human resource — the leader as catalyst or servant
Political — the leader as advocate or negotiator
Symbolic — the leader as prophet or inspiration
STRUCTURAL FRAME
The structural frame describes the importance of navigating the organizational maze in order to make progress toward organizational goals while gaining a better understanding of the importance of building teams.
Effective structural leaders focus on implementation.
STRUCTURAL FRAME
Learn to navigate the organizational maze—“learning the ropes”
Build a partnership with those to whom you report
Gain a broader understanding of institutional policies, procedures, job expectations, and day-to-day details
Establish priorities and plan for short- and long-term growth of the organization
HUMAN RESOURCE FRAME
The human resource frame stresses the importance of developing strong interpersonal relationships and facilitating positive group dynamics.
Leadership may be more about relationships than it is about ideas or vision, e.g., people are the most important resource.
HUMAN RESOURCE FRAME
Hire the right people, then Empower people with authority and responsibility Facilitate their collaboration and teamwork Reward them
Communicate effectively Facilitate positive relationships Treat others equitably and with respect Demonstrate strong negotiation and
conflict resolution skills
POLITICAL FRAME
The political frame deals with managing power, conflict, and coalitions and learning how to address various political agendas.
Special interest groups and individual perspectives permeate organizations, so interactions must be thoughtfully considered and handled carefully.
POLITICAL FRAME
Understand and manage power very carefully Realize that organizational dynamics evolve
from coalitions of various individuals and interest groups with their enduring differences
Build relationships with key external constituencies
Recognize and handle astutely all controversies and politically-charged issues
SYMBOLIC FRAME
The symbolic frame emphasizes the organizational culture and how appearances and representations shape perceptions.
Leaders interpret and reinterpret experiences.
Perceptions are almost always more real than reality.
SYMBOLIC FRAME
Understand that the multiple meanings of events to the people involved overshadow any stated purpose
Affirm and celebrate the symbolism of rituals, ceremonies, and special events
Develop and feature special occasions and symbols so they become highly regarded by constituents
Celebrate everyone’s achievements
SEVEN HABITS OF HIGHLY
EFFECTIVE PEOPLE 7. Sharpen the saw6. Synergize 5. Seek first to understand, then to be
understood4. Think win/win3. Put first things first2. Begin with the end in mind1. Be proactive
(Covey, 1990, p. 53)
Private Victory
Public Victory
Renewal
TWO DIMENSIONS OF LEADERSHIP
Tasks(getting the job done)
Relationships(with people)
Low
High
High
Encouraging (use when followers are able and unwilling)
Coaching (use when followers are unable and willing)
Delegating (use when followers are able and willing)
Structuring(use when followers are unable and unwilling)
SIX STYLES OF LEADERSHIP
Coercive — demands immediate compliance Authoritative — mobilizes people toward a vision
and may serve as a catalyst for change Affiliative — creates emotional bonds, builds
relationships, and nurtures harmony Democratic — builds consensus through
participation, collaboration, team leadership, and effective communication
Pacesetting — sets high standards for performance and expects excellence and self-direction
Coaching — develops people to improve performance and develop long-term strengths
SIX STYLES OF LEADERSHIP
Is each leadership style effective? If so, in what types of situations? Which is the most effective leadership
style, and why? Which is the least effective leadership
style, and why?