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LEADERSHIP ppt _ bec doms

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LEADERSHIP ppt _ bec doms Powered By Docstoc
					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
                                                     Structure



Strategy                                                                             Systems



                                                         Shared
                                                         Values



 Skills                                                                                Style




                                                            Staff




  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; guid ing 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


        Build-up

Disciplined        Disciplined     Disciplined
            +                    +
 Thought             People          Action




                             (Collins, 2001, p. 127)
              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             Nurturing and
 Define expectations     Supervision
 Hire for fit           Identify
 Coach                   expectations
 Counsel                Develop a plan
 Guide                  Provide any needed
                          retraining and
                          resources
                         Evaluate versus
                          expectations
              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
         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 values
   Enhance the personal growth of people
   Facilitate 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 saw                    Renewal
6. Synergize
                                       Public
                                        understood
5. Seek first to understand, then to beVictory
4. Think win/win
3. Put first things first
2. Begin with the end in mind
                                      Private
1. Be proactive                       Victory

                             (Covey, 1990, p. 53)
   TWO DIMENSIONS OF LEADERSHIP
       High        Encouraging               Coaching
                   (use when                 (use when
                   followers are             followers
                   able and                  are unable
                   unwilling)                and willing)
Relationships
  (with people)
                   Delegating               Structuring
                   (use when                (use when
                   followers                followers are
                   are able                 unable and
                   and willing)             unwilling)

             Low                   Tasks                    High
                           (getting the job done)
      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?

				
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