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									Effective eGovernment Leadership
                                                                                            U.S. Department of Agriculture eGovernment Program




                         Characteristics of an Effective Project Leader




        Personal Humility                                                      Professional Will

        Demonstrates a compelling modesty,                                     Creates superb results, a clear catalyst in the
        shunning public adulation; never boastful                              transition from good to great

        Acts with quiet, calm determination, relies                            Demonstrates an unwavering resolve to do whatever
        principally on inspired standards,                                     must be done to produce the best long-term results
        not inspiring charisma to motivate                                     for the Department, no matter how difficult

        Channels ambitions into the Department, not themself;                  Sets standard of building an enduring great
        sets up successors for even more greatness in the                      Department;
        next generation                                                        will settle for nothing less

        Looks in the mirror, not out the window, do apportion                  Looks out the window, not in the mirror, to apportion
        responsibility for poor results, never blaming other                   credit for success of the Department – to other
        people, external factors or bad luck                                   people, external factors and good luck




Source: Jim Collins, Level 5 Leadership: The triumph of humility and fierce resolve, Harvard Business Review, jan 2001
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                                                                                      U.S. Department of Agriculture eGovernment Program




                        Qualities of Inspirational eGovernment Project Leaders
         Basic qualities of leaders are vision, energy, authority and strategic direction, but to be an truly inspirational
         leader, you need all four qualities below:

         1. Reveal your weaknesses
                  By revealing a weakness you establish trust among your followers by showing your not perfect.
                  Beyond creating trust, communicating a weakness also builds solidarity between followers and
                  leaders. One other advantage to exposing a weakness is that it offers a leader valuable protection.
                  If you don´t some weakness observers may invent one for you.
         2. Become a sensor
                  Inspirational leaders can sniff out signals in the environment and sense what is going on without
                  having anything spelled out for them. But sensing can create problems. In making fine judgements
                  about how far they can go, leaders risk losing their followers. Another risk is that by definition
                  sensing a situation involves projection and sometimes when a person projects, his thoughts may
                  interfere with the truth.
         3. Practice tough empathy
                  Tough empathy means giving people what they need, not what they want. At its best, tough
                  empathy balances respect for the individual and for the task at hand. Tough empathy also has the
                  benefit of impelling leaders to take risks. People that really care about something are more apt to
                  use tough empathy. They don´t just play a role but they truly care passionately about the people
                  and the work.
         4. Dare to be different
                  Inspirational leaders capitalize on what´s unique about themselves. The most effective leaders
                  deliberately use differences to keep a social distance. The differences can be everything from
                  dress style to handshake. Anything can be different the important thing is to communicate it!
        All four of the qualities are necessary for inspirational leadership, but you can´t use them mechanically, they must be part of
        your personality. So the challenge for prospective leaders are for them to be themselves, but with more skills. They need to
        come up with a personal style that works for them!
Source: Goffee & Jones, Why should anyone be lead be you? Harvard Business Review, sep-oct 2000
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                                                                                        U.S. Department of Agriculture eGovernment Program




                         Leadership That Gets eGovernment Results


   Different leadership styles are necessary in different cases in order to effectively impact the drivers of climate. The key
   to switching leadership styles is emotional intelligence.



   1. The leader’s modus operandi, 2. The style in phrase, 3. Underlying emotional intelligence competencies,
   4. When the style works best, 5. Overall impact on the climate

Coercive                 Authoritative           Affiliate                Democratic                Pacesetting           Coaching

1. Immediate             1. Mobilize people      1. Create harmony        1. Forges consen-         1. Sets high          1. Develops people
   compliance               toward a vision         & build emotional        sus through               standards for         for the future
                                                    bounds                   participation             performance
2. -Do what I tell       2. -Come with me!                                                                                2. -Try this!
    you!                                         2. -People come          2. -What do you           2. -Do as I do,
                         3. Self-confidence,                                                                              3. Developing
                                                     first!                   think?                    now!
3. Drive to achieve,        empathy,                                                                                         others, empathy,
   initiative, self-        change catalyst      3. Empathy, build-       3. Collaboration,         3. Conscient-            self-awareness
   control                                          ing, relationships,      team, leadership,         iousness, drive
                         4. When changes                                                                                  4. To help an
                                                    communication            communication             to achieve,
4. In a crisis, to          require a new                                                                                    employee imp-
                                                                                                       initiative
    kick start a turn-      vision, or when      4. To heal rifts in a    4. To build buy-in                                 rove performance
    around, or with         a clear direction       team or to moti-         or consensus, or       4. To get quick          or develop long-
    problem                 is needed               vate people dur-         to get input from         results from a        term strengths
    employees                                       ing stressful            valuable                  highly motivated
                         5. Most strongly                                                                                 5. Positive
                                                    circumstances            employees                 and competent
5. Negative                 positive
                                                                                                       team
                                                 5. Positive              5. Positive
                                                                                                    5. Negative

 Source: Goleman, Daniel, Leadership That Gets Results, Harvard Business Review, March-April 2000
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                                                                                     U.S. Department of Agriculture eGovernment Program




                     Leadership That Gets eGovernment Results


 Emotional intelligence – the ability to manage ourselves and our relationship effectively –
 consists of four fundamental capabilities.


Self-Awareness                         Self-Management                     Social Awareness                  Social Skill
• Emotional self-awareness             • Self-control                      • Emotional self-awareness        • Visionary leadership
• Accurate self-assessment             • Trustworthiness                   • Organizational awareness        • Influence
• Self-confidence                      • Conscientiousness                 • Service orientation             • Developing others

                                       • Adaptability                                                        • Communication

                                       • Achievement orientation                                             • Change catalyst

                                       • Initiative                                                          • Conflict management
                                                                                                             • Building bonds
                                                                                                             • Teamwork and
                                                                                                               collaboration




Source: Goleman, Daniel, Leadership That Gets Results, Harvard Business Review, March-April 2000
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                                                                                  U.S. Department of Agriculture eGovernment Program




                   Managing eGovernment Project Conflicts




   Six tactics for managing interpersonal conflict                                                   Strategy


 • Work with more, rather than less, information
   and debate it on the basis of facts                                              Focus on issues, not personalities
 • Develop multiple alternatives to enrich the
   level of debate
                                                                                    Frame decisions as collaborations aimed
 • Create common goals so everyone share a vision                                   at achieving the best possible solution
 • Inject humor into the decision process                                           for the company

 • Maintain a balanced power structure                                              Establish a sense of fairness and equity in
 • Resolve issues without forcing consensus                                         the process




Source: Eisenhardt, Kahwajy & Bourgeois III, How Management Teams can have a good fight, Harvard Business Review July-Aug 1997
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                                                                                  U.S. Department of Agriculture eGovernment Program




                    Managing Project Conflicts



           Approaches that help generate constructive disagreement within a team


               1. Assemble a heterogeneous team, including diverse ages, genders,
                  functional backgrounds and industry experience

               2. Meet together as a team regularly and often

               3. Encourage team members to assume roles beyond their obvious
                  product, geographic or functional responsibilities

               4. Apply multiple mind-sets to any issue

               5. Actively manage conflict




Source: Eisenhardt, Kahwajy & Bourgeois III, How Management Teams can have a good fight, Harvard Business Review July-Aug 1997
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