leadership skills effecting positive change in an organization
TRANSCRIPT
Leadership Skills
Effecting positive change in an organization
“The successful organization has one major attribute that sets it apart from unsuccessful organizations: dynamic and effective leadership.”
P. Hersey and K. Blanchard
Who Are Ideal Leaders?
• Leaders I admire:
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• Leaders society admires:
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What Are The Qualities of Ideal Leaders?
• Qualities I admire:
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• Qualities society admires:
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Leadership Defined
• Leadership is the ability to influence others, either positively or negatively.– Positive: facilitation of task
accomplishment– Negative: task
accomplishment is inhibited.
• Emergent vs. appointed/hired
Management vs. Leadership
• Management: – control of existing operations/functions
• Leadership:– strategic and visionary
• The primary role of the leader:– guide the team towards a future– strategically defined goals and objectives.
Managerial and Leadership Circle
Leadership: The Experts Have Spoken
• Trait • Functional• Situational
Trait Theory
• Genetics, Mother Nature alone, is responsible for leadership qualities
Functional Theory
• Task & Relationship– Leader emerges
depending upon needs of the group
Task Leadership
• Keeps the members on-task. • Initiating• Coordinating• Summarizing • Elaborating on ideas
Maintenance/Process Leadership
• Tension release
• Gate keeping
• Encouraging
• Mediating
Situational Leadership Styles
• Adaptation of leadership style
• Accurate assessment of the situation
• React appropriately.
True leaders recognize that teams:• inhabited by humans• learned behaviors• capacity for risk-taking• linked to internal controls• …can be frustrating, stressful, and even
unstable when initiative, creativity, and productivity are being expressed by team members.
Group Exercise
• Split into three equal teams• The team process is important to this
exercise, so everyone must participate.• Follow the instructions of your leader
carefully.• Using the provided Tinker Toy sets, your
team will have five minutes to build something that works…does something…has a purpose.
Leadership Styles
• Autocratic/controller• Laissez-faire• Democratic leadership• Kuhnert and Lewis’s
Transformational Leadership Theory– Type X The Performer– Type Y The Transformer
Autocratic/Controller Leader • ALL controlling
– ensures predictable results.
• Individual assignments limited, specific in nature• Team needs secondary• Responsibility not shared. • Decisions? Leader only. • Motivation= fear/intimidation• Highly productive team
– BUT when leader is away, no work occurs
• Sabotage • Member reaction = aggressive, or apathetic Generals/Admirals Size of group
Laissez-faire Leader • Minimum/No of leader participation
• Supplies/materials only when requested
• Infrequent, spontaneous comments on member activities
• No attempt to regulate events
• Often uses “hallway delegation” to assign tasks
• Teams less satisfied (leader & product)
Democratic Leader • All participants have equal voice. • Information is freely shared. • Authority is delegated• Responsibility is shared by all members.• Assignments are complex• Feeling of contribution • Work occurs at all times • Teams report more satisfaction Best in small group situation
Situational Leadership Styles
• Which style appropriate?– New employee– 10 year employee– Absentee problem– Product development– Product release
Kuhnert and Lewis’s Transformational Leadership Theory
Type X - “The Performer”Type X - “The Performer”–A “transactional” leader
Type YType Y - - “The Transformer”“The Transformer”–A risk taker
Transactional vs. Transformational Leadership Styles
• Transactional:
– Reactive leadership that responds to problems in a punitive manner
• Transformational: – Proactive– Charismatic
leadership that inspires exceptional performance
Type X Leader • A leader who does not trust team
members to work and is unconcerned with the personal achievement of team members.– Does ALL of the work – No confidence in the ability of the group.
• group failure to perform = no promotion/bad grade
• group lacks confidence • reactive leadership= punitive
Emergency situations require performers
Type Y Leader
• Transformational leaders: – risk takers– display trust in team members– concerned with member achievement.– Proactive-not reactive– Charismatic leadership
• inspires exceptional performance
Meyers & Briggs Personality Profile
• Which profile fits the visionary leader?
Does Leadership Style Really Make a Difference?
• Superman-style outdated– one person saving the day
• Today’s leader – leads a team – decisions are made
collectively– common good of the
organization key
The key role for the leader– setting the context– Incorporation of organization’s
strategic goals and objectives into all aspects of the daily work, and team activities.
Key Role for the Leader
Leadership Exercises
defining the difference– leadership and
authority
– technical and adaptive work.
Authority• A degree of power
and influence over others– goals and objectives
– Authority impacts technical and adaptive work environments
• The proper use of authority = adapting to situation
• decisions need know-how– beyond the issue of
technical knowledge– wisdom to adapt and
meet the challenge
Authority and Trust
• The proper use of authority requires:
Consistency Congruity: walking the talk Reliability Integrity