leadership : week #3 dr. fred heismeyer adjunct professor webster university shanghai, china...

LEADERSHIP: week #3

Dr. Fred HeismeyerAdjunct Professor

Webster UniversityShanghai, China

[email protected]

Presentation requirements

Minimum of 3 examples from Global Enterprises

Minimum of 2 theories on your topicDiscussion of strengths and weaknesses of

topic area

Minimum of 6 peer-reviewed sourcesPPT with References/Work Cited slide at the

end

Presentation requirements

3 questions your presentation will answer Listed at the beginning of your presentation Answers at the end of your presentation. One questions (of the three) will be asked on the

final exam.

All members of your team must have a “significant” role in the preparation and delivery of your group’s presentation.

PRESENTATION

20 minutes per presentation Minimum 18 minutes and maximum 22 minutes

NOTE: you will need to practice

Be prepared to answer questionsAll team members are expected to presentSlides

Supports your presentation Do not need graphics or animations Use bullet points When using a quote or statistic – must be cited on slide No minimum or maximum number of slides

PRESENTATION

The following students do not appear to be on a team – see me after class:

a.m. class: Mint, Monrudee Wongsaroj, Boom, Eve and Anan

p.m. class: Vang Xiaoyin, Cai Hua, Chen Zhonga, Liu Lu, Ma

Yong, Ren Jianli, Zhang Yan, Zhu Lei

QUESTIONS FROMLAST WEEK?

Remember,this is your time to ask questions.

MEMORABLE QUOTE

“Behaving as and becoming an effective leader is a secondary by-product of an intense commitment to a purpose.”

--Level Three Leadership (2e) by James Clawson

What is

EFFECTIVE LEADERSHIP?

What is


Leader are effective when theirLeader are effective when theirfollowers achieve their goals, canfollowers achieve their goals, canfunction well together, and canfunction well together, and canadapt to the changing demandsadapt to the changing demandsfrom external forces.from external forces.

By Afsaneh NahavandiBy Afsaneh NahavandiThe Art and Science of Leadership (3e)The Art and Science of Leadership (3e)

What is


An effective leader has a powerful An effective leader has a powerful purpose or cause. In the relentless purpose or cause. In the relentless desire to accomplish that purpose, desire to accomplish that purpose, one becomes a leader, influencing one becomes a leader, influencing others voluntarily to join in it.others voluntarily to join in it.

By James ClawsonBy James ClawsonLevel Three Leadership (2e)Level Three Leadership (2e)

SIX STEPS TO

EFFECTIVE LEADERSHIP

1. Clarify your center (VABEs)

2. Clarify what’s possible (Environment)

3. Clarify what others can contribute (Strengths)

SIX STEPS TO

EFFECTIVE LEADERSHIP

4. Supporting others so they can contribute (Empowerment)

5. Relentlessness (Purpose Driven)

6. Measuring and celebrating progress (Goals and Evaluation)

QUESTION:

What are VABEs?

DISCUSSION:

VABEsANSWERANSWER

ValuesAssumptionsBeliefsExpectations

SMALL GROUP DISCUSSION:

VABEs

Group 1: Group 1: communicationGroup 2: Group 2: conflict resolutionGroup 3: Group 3: decision makingGroup 4: Group 4: problem solvingGroup 5: Group 5: trustGroup 6: Group 6: strategic thinking

SMALL GROUP DISCUSSION:

VABEsSMALL GROUP DISCUSSIONSMALL GROUP DISCUSSION

How do our VABEs impact, affect or force our behaviors relating to communication, conflict resolution, decision making, problem solving, trust and strategic thinking?

““Leaders have to be continually Leaders have to be continually broadening their vision and broadening their vision and

deepening their insight into the deepening their insight into the global, societal, market, global, societal, market,

competitive, consumer, and related competitive, consumer, and related issues that surround any issues that surround any

organization.”organization.”

from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson

““Many aspects of the Information Age Many aspects of the Information Age shape our thinking about shape our thinking about

organizations and leadership. In this organizations and leadership. In this new age, power revolves around the new age, power revolves around the people who coordinate resources to people who coordinate resources to meet customer needs. Information meet customer needs. Information becomes the key competitive and becomes the key competitive and

managerial advantage.”managerial advantage.”


Peter Senge’sPeter Senge’sTHE LEARNING ORGANIZATIONTHE LEARNING ORGANIZATION

“characterized by widely distributed power “characterized by widely distributed power and structures that recognize much better and structures that recognize much better

the value of all organization members the value of all organization members receiving, processing, and making receiving, processing, and making decisions from new and explodingdecisions from new and exploding

oceans of information.”oceans of information.”


1900 1950 2000

Rateof

changein

society

Rural/Agriculture Urbanization/Industrial Global/Information

Text – pg 44

INFOCRACIESINFOCRACIESVS.VS.

BUREAUCRACYBUREAUCRACY


Primogeniture Max Weber Warren Bennis

ARISTOCRACY BUREAUCRACY INFOCRACY

Through 18th Century 19th and 20th Century Information Age

Text – pg 48

Power is distributed bygender and lineage

Assumption is, “Fatherknows best.”

Power is distributed bygender and office.

Assumption is, “Boss knows best.”

Power is distributingto key process contributors (KPCs)

Assumption is, “KPCsKnow best.”

TIME

LEADER

OTHERS TASK

ORGANIZATION

InfluenceStrategicThinking

ManagingChange

EmployeeBonding

Shared vision

Organizational design

EnvironmentalForces

Four CornerstonesFour CornerstonesMoral Foundation of Effective LeadershipMoral Foundation of Effective Leadership

• Telling the Truth

• Promise Keeping

• Fairness

• Respect for the Individual

Clawson calls this the Ethical Leadership Litmus Test

Text: page 86

MoralsMorals

•Morals are your personal beliefs about what is right and wrong.

EthicsEthics

•Ethics are codes of conduct that define right and wrong in a particular group.

ValuesValues

•Values are those beliefs or standards in life that we prioritize above all others. (part of VABE’s)

Morality, Ethics, and LegalityMorality, Ethics, and Legality

• MORALITY: individual determination of what’s right and wrong

• ETHICS: the established and accepted guidelines of behavior for groups or institutions

• LEGALITY: obeying the established laws of society

What I see in me

What I do notsee in me

What you see in me

Open / Public self Blind Self

What you do not see in me

Hidden / Private Self Unknown Self

JOHARI WINDOWJOHARI WINDOW

What I see in meWhat Ido not

see in me

What you see in me

Open / Public Self Blind Self

What you do not see in me

Hidden / Private Self Unknown Self

JOHARI WINDOWJOHARI WINDOW

Knowing yourself through theKnowing yourself through the

PERSONALPERSONALSTYLESTYLE

INVENTORYINVENTORY

Personal Styles InventoryPersonal Styles Inventory

Just as every person has differently shaped feet and toes from every other person, so we all have differently “shaped” personalities. Just as no person’s foot shape is “right” or “wrong,” so no person’s personality shape is right or wrong. The purpose of the Personal Styles Inventory is to give you a picture of the shape of your preferences, but that shape, while different from the shapes of other’s personalities, has nothing to do with mental health or mental problems.

From The 1980 Annual Handbook for Group Facilitators by Craig Hogan and David W. Chapagne


Everyone brings to interactions a headful of assumptions, values and needs that engender either congenial, comfortable, productive discussion or frustrating, conflicting, unproductive argument (or worse, silent uncooperation) that reflects the prejudices and needs of the participants rather than the real issues.



When people who interact daily understand their own VABEs (values, assumptions, beliefs and expectations) that affect their thinking and interaction, they will more likely be tentative about the ideas and suggestions they advance, seeing them as ideas they value rather than as commandments carved in stone. They also will be more able to accept the ideas or actions of others that differ from their own, realizing that these, too, are the results of the values and assumptions of others.


PERSONAL STYLEPERSONAL STYLE

“Looking at your preferences for personal success, understanding others’ preferences for team success.”

EXTROVERSION/INTROVERSIONEXTROVERSION/INTROVERSION dimensiondimension

•Where you like to focus your attention

EXTROVERSION/INTROVERSIONEXTROVERSION/INTROVERSION dimensiondimension

• EXTROVERSION

– You prefer to focus on the out world of people and things

• INTROVERSION

– You prefer to focus on the inner world of ideas and impressions

EXTROVERSION/INTROVERSIONEXTROVERSION/INTROVERSION dimension dimension

• Extroversion

– Like variety and some distraction– Are faster, dislike complicated procedures– Are good at greeting people– Are impatient with long slow jobs– Often enjoy telephoning– Usually act quickly, sometimes without

thinking– Are interested in how other people do the job

EXTROVERSION/INTROVERSIONEXTROVERSION/INTROVERSION dimension dimension

• Introversion

– Like quiet for concentration– Are more careful with details– Have trouble remembering names and faces– Don’t mind working on one project for a long

time uninterruptedly– Like to think before they act– Are interested in the idea behind the job

INTUITIVE/SENSINGINTUITIVE/SENSING dimension dimension

•The way you like to look at things


• SENSING

– You tend to focus on the present and on concrete information gained from your senses

• INTUITION

– You tend to focus on the future, with a view toward patterns and possibilities


• Intuitive

– Like solving new problems– Dislike doing the same thing over and over

again– Enjoy learning a new skill more than using it– Work in bursts of energy powered by

enthusiasm– Are patient with complicated situations– Are impatient with routine and details– Follow their inspirations, good or bad


• Sensing

– Dislike problems unless there are standard ways to solve them

– Don’t mind routine– Enjoy using skills already acquired– Work more steadily– Are impatient when there are too complicated

details to remember– Are patient with routine and details– Don’t usually get inspired


• Intuitives need a Sensing type:– To bring up pertinent facts,

to remember things that weren’t relevant at the time they happened, to check records, proofread, score tests, to read the fine print of a contract, to notice what should be attended to, to inspect, to keep track of detail and to have patience

• Sensing type needs an Intuitive:– To see the possibilities, to

supply ingenuity on problems, to deal with complexity having too many imponderables, to explain what another intuitive is talking about, to look far ahead, to furnish new ideas, to “spark” things that seem impossible

THINKING/FEELINGTHINKING/FEELING dimension dimension

•The way you like to go about deciding things


• THINKING

– You tend to base your decisions primarily on logic and on objective analysis of cause and effect

• FEELING

– You tend to base your decisions primarily on values and on subjective evaluation of person-centered concerns


• THINKING

– Are not very interested in people’s feelings– Relatively unemotional– May hurt people’s feelings without knowing it– Like analysis, enjoy putting things into logical order– Make decisions impersonally, sometimes ignoring

people’s wishes– Need to be treated fairly– Are able to reprimand people or fire them when

necessary


• Feeling

– Are very aware of other people and their feelings

– Like to please people or help them– Like harmony. Efficiency may be badly

disturbed by office feuds– Have decisions influenced by personal likes

and wishes– Need occasional praise– Dislike telling people unpleasant things


• Feeling type needs a Thinker:– To analyze, to organize,

to find the flaws in advance, to reform what needs reforming, to weigh “the law and the evidence”, to hold consistently to a policy, to fire people when necessary and to stand firm against opposition

• Thinker needs a Feeling type:– To persuade, to

conciliate, to forecast how others will feel, to arouse enthusiasm, to teach, to sell, to advertise and to appreciate the thinker him/herself

JUDGING/PERCEIVINGJUDGING/PERCEIVING dimension dimension

•How you deal with the outer world

JUDGING/PERCEIVINGJUDGING/PERCEIVING dimension dimension

• JUDGING

– You like a planned and organized approach to life and prefer to have things settled

• PERCEIVING

– You like a flexible and spontaneous approach to life and prefer to keep your options open

JUDGING/PERCEPTIVEJUDGING/PERCEPTIVE dimension dimension

• Judging

– Like to plan their work and be able to get it finished on schedule

– Like to get things settled and wrapped up– May decide things to quickly– May not like to interrupt one project for a

more urgent one– May not notice new things which need to be

done

JUDGING/PERCEPTIVEJUDGING/PERCEPTIVE dimension dimension

• Perceptive

– Like to adapt to changing situations– Like to leave things free for alterations– May have trouble making decisions– May start too many projects and finish too

few– May postpone unpleasant jobs

PROBLEM SOLVING MODELPROBLEM SOLVING MODELDecide on course of action. Decide on course of action.

Act on it! Evaluate the process.Act on it! Evaluate the process.

SensingFactsDetails

Intuitive PossibilitiesOptions

ThinkingLogicCause& Effect

Feeling FeelingsValues

Define the problemGather relevant dataBe realistic

List possible solutionsGenerate alternativesUse your imagination

List steps involvedWeigh practicality of each courseExamine consequences

Determine harmony with personal valuesAssess effects on self and othersWeigh gains/losses

COMMUNICATECOMMUNICATEfor understandingfor understanding

Sensing Intuitive

Thinking Feeling

Be factualDocument successful applicationReduce risk factorsThoroughly work out details in advanceShow why it makes senseFinish sentences and

Give global schemeDon’t overwhelm with detailsUse confidence and enthusiasmState facts as contributions to ideasPoint out the future benefitsIndicate challenges

Be logicalState principles involvedStress competent handling of issuesBe well organized, moving logically from point to pointList the costs and benefits

Tell who else is for the ideaBe personable and friendlyIndicate how its helpfulTell why its valuableFirst mention points of agreement

Career Dimensions

By Jim Laub, 2000By Jim Laub, 2000

Organizational FunctionsOrganizational Functions

• Provides Leadership

• Shares Leadership

• Values People

• Develops People

• Builds Community

• Displays Authenticity

Share Leadership

Sharethe Vision

Sharethe

Power

Sharethe

Status

ProvideLeadership

Envisionthe Future

ClarifyGoals

TakeInitiative

ETHICS

MORALS VALUES

HEALTHYHEALTHYORGANIZATIONORGANIZATION

ValuePeople

Believein People

ListenReceptively

Serve Others First

ETHICS

MORALS VALUES


DevelopPeople

Provide for Learning

Model Behaviors

Encourage and Affirm

Build Community

BuildRelationships

ValueDifferences

WorkCollaboratively

Display Authenticity

HaveIntegrity

Be WillingTo Learn

Be Open &Accountable

ETHICS

MORALS VALUES


ValuePeople

Build CommunityShare Leadership

DevelopPeople

Display AuthenticityProvideLeadership

ETHICS

MORALS VALUES


Believe inPeople

ListenRespectively

Serve OthersFirst

BuildRelationships

ValueDifferences

WorkCollaboratively

Sharethe Vision

Sharethe Power

Sharethe Status

Provide forLearning

ModelBehaviors

Encourageand Affirm

HaveIntegrity

Be WillingTo Learn

Be Open andAccountable

Envisionthe Future

ClarifyGoals

TakeInitiative

ValuePeople


DevelopPeople


ETHICS

MORALS VALUES


DISCUSSION:DISCUSSION:

Healthy OrganizationsHealthy Organizations

SMALL GROUP DISCUSSIONSMALL GROUP DISCUSSION

Discuss and give an example of how the organizational function fits into the model of Level Three Leadership, the Leadership Point of View and VABEs?

Believe inPeople

ListenRespectively

Serve OthersFirst

BuildRelationships

ValueDifferences

WorkCollaboratively

Sharethe Vision

Sharethe Power

Sharethe Status

Provide forLearning

ModelBehaviors

Encourageand Affirm

HaveIntegrity

Be WillingTo Learn

Be Open andAccountable

Envisionthe Future

ClarifyGoals

TakeInitiative

ValuePeople


DevelopPeople


ETHICS

MORALS VALUES


1

2

6

5

43

World-Class Performers:

The text refers to WCP as:The text refers to WCP as:

““People who are performing at People who are performing at the pinnacle of their the pinnacle of their professions.”professions.”

World-Class Performers:

GROUP DISCUSSIONGROUP DISCUSSION

What measures does your group feel are important for WCP and why?

Please rank the top five measures.

Newburg’s Resonance model

Dream

Preparation

Setbacks, Obstacles, Successes

Revisit theDream

RESONANCERESONANCE

ENERGY

CYCLE

RESONANCE Feeling of wholeness Comes to people from different

sources Resonant experiences are

transferable Experiencing resonance is a fleeting

thing that comes and goes and cannot be recreated

RESONANCE“Resonance is the sense of seamless

harmony with one’s surroundings so that internal experience and external experience are one, the fulfillment of performing at your best without strain.”

By James ClawsonLevel Three Leadership (2e)

PURPOSE OF LIFE

To find your resonance To invest in your resonance To enjoy your resonance To help other find their resonance

RESONANCE:

When have you When have you experience this experience this feeling of feeling of resonance?resonance?

RESONANCE:

How will you How will you help others find help others find their resonance their resonance in your current in your current job/situation?job/situation?

THE 12 QUALITIES OF LEADERSHIP

Another way of stating leadership is:

World-Class Performers

QUALITIES OF LEADERSHIP

HAS A MISSION THAT MATTERS 1

Quality

IS A BIG THINKER

2Quality



HAS HIGH ETHICS

3Quality


MASTERS CHANGE

4Quality


IS SENSITIVE

5Quality


IS A RISK TAKER

6Quality


IS A DECISION MAKER 7

Quality


USES POWER WISELY 8

Quality


COMMUNICATES EFFECTIVELY 9

Quality


IS A TEAM BUILDER

10Quality


IS COURAGEOUS

11Quality


IS COMMITTED

12Quality

Leadership and Communication

Communication BlundersLetters to the Welfare Department

“I want money as quick as I can get it. I have been in bed with the doctor for two weeks and he doesn’t do me no good. If things don’t improve, I will have to send for another doctor.”“I am glad to report that my husband who was reported missing is now dead.”“This is my eighth child, what are you going to do about it?”“You have changed my little boy to a girl. Will this make a difference?”

Great Country Western Lines“When the phone don’t ring, you’ll know it’s me.”“I’ll even tell you I love you, if you want me to.”“You’re the reason our kids are ugly.”

A Little StoryThis is a story about four people named Everybody,

Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was sure that Somebody

would do it. Anybody could have done it, but Nobody did it.

Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody would do it,

but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody

did what Anybody could have done!

(Sound Familiar?)

Sam Walton Rules for Building a Business

Rule 4: Communicate everything you possibly can to your partners. The more they know, the more they will understand. The more they understand, the more they will care.

Communication is a Leader’s Role

Communication Basics

Communication is a process by which people transmit information about ideas and feelings to one another for the purpose of accomplishing a task or relating a message.Communication has three elements: a sender, a message, and a receiver.Dr. Stephen Covey states that communication is the most important skill in life. However, it is often under appreciated and under utilized.

Communication is both verbal and nonverbal.30 to 35 percent of communication is verbal and the remaining 65 to 70 percent is nonverbal. Example: eye contact.

Leadership-Communication Link

Leadership is enacted through communication.

Communication allows a leader to be effective through the sharing of goals, ideas, and visions.

Communication builds trust between leaders and followers.

Leadership-Communication Stats

80% of a leader’s time is spent on communication or roughly 2,000 hour per year.

University of Minnesota study indicates that 60% of mistakes are due to poor listening. This can be very costly to companies.

Communication MUST be a priority.

Three Components of Effective Communication

Talking-Use “I” Messages.Frequent approach: “You are late completing your report and that stinks! You are a terrible employee!”Instead try: “I am disappointed that the report was not completed on time. When this happens, the team suffers and we all fail in our obligations. I would appreciate you correcting this problem.”

ListeningUnderstanding

Leaders are in positions of power and can influence situations greatly with their responses.

“Seek first to understand, then to be understood.”

Dr. Stephen Covey

Communication Builds TrustWhen a leader utilizes talking, listening, and understanding, trust develops.The most effective leader is the leaders who gets personal with followers by inquiring about goals, needs, desires, or ambitions and learns to appreciate the whole person.A leader’s role is to serve followers and to promote their potential.A leader can avoid “losing touch” through effective communication.Avoid buzzwords like downsizing, resizing, etc.

Communication Myths

1) Words Contain Meaning2) Communication and Information are not the

same. Dissemination of information is NOT communication.

3) Effective communication does not require much effort.

4) Communication is a product on an assembly line. The post a poster theory.

5) Good speakers are good communicators.

Summary

Communication is the single most important tool a leader can employ to be effective.

Leadership is enacted through communication.

A leader can be only as effective as the individual mastery of the art and ability to communicate.

Communication skills can be taught and improved upon by all.

leadership : week #3 dr. fred heismeyer adjunct professor webster university shanghai, china...

Documents

science of leadership

ewhat iseffective leadership

powerful purpose

james clawsonlevel

groups presentation

questionsall team members

vabessmall group discussionhow

james clawsonmany aspects