Mgt. 667 – LeadershipMgt. 667 – Leadership

Rex MitchellRex MitchellSpring 2006Spring 2006

What is Leadership?What is Leadership?

LeadershipLeadership: art of mobilizing others to : art of mobilizing others to want to struggle for shared aspirationswant to struggle for shared aspirations

PowerPower: potential ability to influence : potential ability to influence behavior, events …get people to do things behavior, events …get people to do things they would not do otherwisethey would not do otherwise

InfluenceInfluence, , politicspolitics: processes & actions : processes & actions through which potential power is usedthrough which potential power is used

What is “effective” leadership?

Think of one of the most effective leaders you have experienced directly

List some key characteristics &/or actions that made her/him effective

Characteristics of Admired Leaders

Honest (Integrity)Forward-lookingCompetentInspiring

IntelligentFair-mindedBroad-mindedSupportiveStraightforwardDependableCooperativeDetermined... (K&P p.25)

Are these:Are these:

Traits - innate & relatively fixedTraits - innate & relatively fixed

Skills - abilities differ, skills can be Skills - abilities differ, skills can be developeddeveloped

Style - behaviors: task and relationshipStyle - behaviors: task and relationship

Situational - adapt style (mix of directive & Situational - adapt style (mix of directive & supportive) to situationsupportive) to situation

Contingent - leader/follower/situation Contingent - leader/follower/situation match: task and relationshipmatch: task and relationship

Skills Model of LeadershipSkills Model of Leadership

Typical Styles Model of LeadershipTypical Styles Model of Leadership

Situational Model of LeadershipSituational Model of Leadership

Some Other Leadership Some Other Leadership ApproachesApproaches

Path-goal approach – want to enhance Path-goal approach – want to enhance employee performance & satisfaction by employee performance & satisfaction by focusing on motivation (expectancy focusing on motivation (expectancy theory)theory)

Leader-member exchange theory – Leader-member exchange theory – focuses on focuses on interactionsinteractions between leaders & between leaders & followers, individualizedfollowers, individualized

Transformational leadership – changes & Transformational leadership – changes & transforms individuals & organizationstransforms individuals & organizations

LeadershipLeadership

Leaders don't create followers, they

create more leaders. [Tom Peters]

In every block of marble I see a statue;

see it as plainly as though it stood before

me, shaped and perfect in attitude and

action. I have only to hew away the rough

walls which imprison the lovely apparition

to reveal it to other eyes, as mine already

see it. [Michelangelo]

A leader is best when people barely know

he exists. Not so good when people obey

and acclaim him. Fail to honor people,

they fail to honor you. But of a good

leader, who talks little, when his work is

done, his aim fulfilled, they will say, "We

did this ourselves.“

[Lao-tse, Tao Te Ching]

Studying the K & P BookStudying the K & P Book

Focus on the Five Leadership Practices & Focus on the Five Leadership Practices & Ten Commitments of LeadershipTen Commitments of Leadership

Two commitments for each practiceTwo commitments for each practice

Book is organized around these, ch. 3-12Book is organized around these, ch. 3-12

Studying the K & P Book (cont.)Studying the K & P Book (cont.)

Read Preface and ch. 1-2 for generalRead Preface and ch. 1-2 for general

Study list of 5 Practices & 10 Study list of 5 Practices & 10 CommitmentsCommitments

For ch.3-12, re one commitment each:For ch.3-12, re one commitment each:– Read one-page summary at endRead one-page summary at end

– Read chapter, including examplesRead chapter, including examples

– End up with understanding of that End up with understanding of that commitment & some possible actionscommitment & some possible actions

Engaging With Readings

What are my reactions to this: thoughts, feelings?

What do I agree with, like, want to remember and use? Why?

What do I disagree with, wish were different, would change, would expand on...? Why?

What connections & expansions can I make from my experience?

What Leaders Do & What What Leaders Do & What Constituents ExpectConstituents Expect

In groups:In groups:

What do you agree with, like, want to remember?

What do you disagree with, would change, would expand on...?

Report out

LeadershipLeadership

Good leadership is an understandable and a universal process

There are shared patterns to the practice of leadership

They can be learned

K&P describe leadership first as a personal journey of exploration and then as a rallying of others

Core theme: leadership is a relationship

...between those who aspire to lead and those who choose to follow

The domain of leaders is the future

...long-term development of people and institutions so they can adapt, change, prosper, and grow.

Leadership development is ultimately self-development

We must become the change we wish to see in the world.

- Mahatma Gandhi

CredibilityCredibility

Hard to earn and sustain

Easy to lose

Almost impossible to regain

If you don't believe in the messenger, you won't believe the message

Do what you say you will do

K&P’s Five PracticesK&P’s Five Practices

Model the wayModel the way

Inspire a Shared VisionInspire a Shared Vision

Challenge the ProcessChallenge the Process

Enable Others to ActEnable Others to Act

Encourage the HeartEncourage the Heart

With Ten Commitments of LeadershipWith Ten Commitments of Leadership

Model the WayModel the Way– Find your voiceFind your voice

– Set the exampleSet the example

Inspire a Shared VisionInspire a Shared Vision– Envision the futureEnvision the future

– Enlist othersEnlist others

Challenge the ProcessChallenge the Process– Search for opportunitiesSearch for opportunities

– Experiment and take risksExperiment and take risks

Ten Commitments, cont.Ten Commitments, cont.

Enable Others to ActEnable Others to Act

– Foster collaborationFoster collaboration

– Strengthen othersStrengthen others

Encourage the HeartEncourage the Heart

– Recognize contributionsRecognize contributions

– Celebrate values and victoriesCelebrate values and victories

SELF-ASSESSMENT INSTRUMENTS

Learning objective: personal/leadership development

Instruments help focus this development

No right or wrong answers; are for your benefit

Some questions may seem too restrictive, don’t overthink

Some instruments on web

Order LPI materials, possibly Myers-Briggs

Do before class, including scoring them (don’t read ahead!)

Prepare to Start LPIPurchase online - Self and Observer forms

Do Self soon

Get at least three peers to do Observer inventories, not bosses or subordinates

Better to use peers outside present job, if possible

Use is strictly to help you plan development

You get observer forms, see me to enter data in report software

All entered before we meet on 4/27

Instrument 1: Clarifying Your Instrument 1: Clarifying Your Work ValuesWork Values

Have rankings (1 highest)Have rankings (1 highest)

In different groups:In different groups:

– Compare rankingsCompare rankings

– Discuss differences, especially largest onesDiscuss differences, especially largest ones

– Not to change or develop consensusNot to change or develop consensus

Report out Report out

Next WeekNext Week

K&P ch. 3-6

For each K&P chapter 3-12: identify at least two of what you regard as most important points:– One from the two essentials and discussion at the first

of the chapter

– One from action steps

Prep Clif Bar case

Get LPI Observer forms out

Order Myers-Briggs, if appropriate

Form permanent peer learning groups next week

Engaging With Readings

What are my reactions to this: thoughts, feelings?

What do I agree with, like, want to remember and use? Why?

What do I disagree with, wish were different, would change, would expand on...? Why?

What connections & expansions can I make from my experience?