1 week one class notes

8/11/2019 1 Week One Class Notes

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OVERVIEW

1. Course overview (CO)

2. Assessments (3)

3. Expectations

Course Agreement

4. Introductions

5. Concepts of Leadership


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Course agreement

Class & tutorial attendance; absence

Moodle and Library resources

Academic process;

magazines v journals

referencing

library databases v Wikipedia.


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Concepts of Leadership

LEARNING OUTCOME ONE

Students will analyse the concepts of leadership and their

relationship to business.

Key elements

a) Leadership concepts:

behaviours

traits

skills

attitudes

knowledge

contemporary developments


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Leadership Concepts

List the behaviours, traits, skills, attitudes, and

knowledge displayed by exemplary business

leaders?


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Concepts of leadership

The new paradigm

Strategy

Change

Leadership & Management

Transactional v transformational leadership


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The new reality for todays

organisations

World is changing

Scandals and insecurity

War and terrorism

Needs strong leaders in these circumstances

New paradigm


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Leadership:The New Reality.

The New Reality for Leadership. Daft RL 2009

Old Paradigm New Paradigm

Industrial Age Information Age

Stability Change/Crisis

managment

Control Empowerment

Competition Collaboration

Things People &Relationships

Ginny Ferguson NZDB/AMPL630:CPIT


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New reality of leadership

OLD Paradigm

Uniformity

Self-centredness

Heroism

NEW Paradigm

Diversity

Higher purpose

Humility


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Leadership: What is it?

Both a Science and an Art.

Both Rational and Emotional.

Takes place on stages large and small.



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Learning the art and science of

leadership

Leadership as an art

leadership skills and qualities cannot be learned

from a textbook

takes practice and hands-on experience personal exploration and development

Leadership as a science

knowledge and facts describe the process

how to use leadership skills to attain organisational

goals


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Leadership: What is it not?

Myths: Good Leadership is all common sense.

Leaders are born not made.

The only school you learn leadership from is the school of

hard knocks.

Hughes,Ginnet, Curphy 2002



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Leadership: What it is.

Some Definitions.

Leadership is the creation of communities in whichhuman beings can reach the leading edge of theirpotential.

Leadership is the poetry and politics of hope.

Leadership is about transcending and re-enchanting life and work.

Cammock P 2003



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Definitions contd

The process of influencing an organised group

toward accomplishing its goals.

Roach and Behling 1984

Implicit in this is the leader/ follower/situation

interaction.Hughes,Ginnet, Curphy 2002



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Principle Centered Leaders

Men and women of character who work withcompetence on farms with seed and soil onthe basis of natural principles and build thoseprinciples into the centre of their lives, theirrelationships with others, their agreements andcontracts, management processes and missionstatements.



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Principle Centered Leaders contd

The challenge:

Be a light, not a judge.

A model, not a critic.

Covey S 1990,1991



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Leadership is Holistic

Leadership is a dance, in which leaders and

followers jointly respond to the rhythm and call of

a particular social context, within which leaders

draw from deep wells of collective energy andexperience, to engage followers around

transforming visions of change and lead them in

the collective creation of compelling futures.

Cammock P 2003



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Management Effectiveness

Study

Envisioning

Engaging/enacting

Technical Skills


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Four Critical Characteristics

Passion

Integrity

Faith

Courage

The Heart of Character

A sense of self

A concern for others


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Leadership is Holistic

Ginny Ferguson;AMPL630 CPIT

Skills

Tasks

Alignment

CharacterEmotion

Cognition

Soul

Skilled Rationality

A Deeper Connecting Order

Integration and Flow

Cammock P 2003


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Leadership: What is it?


Leadership Management

Technical

Professional

Work/Service

Plan

Organise

Control

Transact

Criticise

Administer systems

Status Quo

Efficiency

Pleasant Life

Envision

Engage

Enact

TransformAppreciate

Create

communities

Change &

Hi-performance

Engaged and

Meaningful LifeCammock P 2003


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The Tasks

Envisioning

Intent (where are you going?)

Strategy (how are you going to get there?)

Goals (How are you going to motivate and measureprogress?)

SMART Goals



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The Tasks (contd)

Engaging

The invitation:

Right people on; wrong people off.

Set the vision (who before what)

The right people are self motivated.Collins, Good to Great in Cammock P 2004



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The Tasks (contd)

Enacting

-bringing a vision into action' by accomplishing

or performing it in reality, as opposed to simply

talking about itOxford English Dictionary.

The most challenging task.

Meeting Resistance; Sustaining Energy.

Meeting Fundamental Needs.Cammock P 2003



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What are the Skills?


Envisioning Engaging Enacting

4.Seeing

the whole

1.Connecting

2.Listening &

learning

3.Reflecting

&balancing

5.Clarifying

purpose

6.Communicating &

Recommunicating

7.Team Building

&Networking

8.Challenging

9.Coaching

& Supporting

10.Recognising,Celebrating

&Fronting

Performance

Improves

Future

Orientation

Priority

Setting

Problem

Solving

Cammock P 2003


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Basic Skills

Learning from experience. Communication

Listening

Assertiveness

Providing feedback

Stress Management Technical Competence

Effective Relationships upwards

Effective Relationships sideways

Setting Goals

Conducting Meetings

Managing PerformanceHughes,Ginnet, Curphy 2002



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Advanced Skills

Delegating Managing Conflict

Negotiation

Problem Solving

Improving Creativity

Diagnosing Performance problems in Individuals, Groups andOrganisations

Team building

Development Planning

Credibility

Coaching

Empowerment Planning

.

Hughes,Ginnet, Curphy 2002Ginny Ferguson;AMPL630 CPIT


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Leader, Follower, Situation.


Leader

Personality

Position

Expertise etc

Situation

Task

Stress

Environmentetc

Values

Norms

Cohesiveness

etc

Followers

Hughes,Ginnet, Curphy 2002

Comparing Management &


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Leadership

Management LeadershipDirection Planning, budgeting,

monitoring bottom line

Creating vision &

strategy, scanning the

horizon

Alignment Organising & staffing;directing, controlling,

creating boundaries.

Creating shared culture &values; helping others

grow. Reducing

boundaries.

Relationships Focus is on objects,

producing/selling goods& services. Based on

position power. Acting

as boss.

Focus is on people,

inspiring and motivatingfollowers. Based on

personal power. Acting as

coach, facilitator, servant.




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Leadership

Personal

Qualities

Emotional distance,

expert mind,

talking, conformity,

insight intoorganisation.

Emotional connection

(heart), open mind

(mindfulness), listening

(communication), non-

conformity (courage),insight into self

(integrity).

Outcomes Maintains stability Creates change, often

radical change.

Daft R L 2002


Comparing management and


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leadership

Managers need to become effective leaders.

Move to leadership valuing change,

empowerment and relationships.

Leadership cannot replace management.



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leadership

Direction, alignment, relationships,

personal qualities, outcomes.

The soft skills of leadership complement the

hard skills of management, and both areneeded to guide organisations effectively.


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Leadership is not automatic

New paradigm of leadership is the ability to use

human skills to build a culture of performance,

trust and integrity.

Top seven reasons for executive derailment. Executive coaching.

Reasons for executive


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derailment

Acting in a bullying style.

Being cold, aloof and arrogant.

Betraying personal trust.

Being too ambitious and playing

politics.



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derailment

Performance problems with the business.

Unable to delegate.

Poor selection.

Transactional vs


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Transactional vs

Transformational leadership

Transactional leadership: a transaction orexchange process between leaders and

followers. Focus on the present, stability, following of rules

Transformational Leadership: leadership

characterised by the ability to bring about

significant change in followers and the

organisation. Focus on change, envisioning, values, relationships, the good of

the group, higher level needs of followers, develops followers

into leaders

P 149- 151 text


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Summary

The nature of leadership.

Art and science of leadership.

Management and leadership.

The soft skills of leadership complement the

hard skills of management, and both are

needed to guide organisations effectively.

Evolving theories.


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Summary:

Leadership is about: Followership

Situations

Soul

Purpose/vision

Change

Character/personality

.



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References

Daft, R. L., & Pirola-Merlo, A. (2009). Theleadership experience:Asia Pacific edition 1.

South Melbourne, Victoria: Cengage

Learning.

Cammock, P. (2003) The Dance of Leadership:

the Call for Soul in 21 Century Leadership.

Auckland: Prentice Hall

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