next generation leader
TRANSCRIPT
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Problem Attributes of Leader-Participation Problem Attributes of Leader-Participation Model (contd.)Model (contd.)
Subordinate conflict
Is conflict amongsubordinates over
preferred solutionslikely ?
Commitment probability
If you were to make the decisionby yourself, is it reasonably
certain that your subordinate(s)would be committed to it ?
Goal congruence
Do subordinates share theorganizational goals to be
attained in solving thisproblem ?
Subordinate information
Do subordinates havesufficient information to make
high-quality decisions ?
05/03/23 5Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright © 1999
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The Four Generations in today’s The Four Generations in today’s WorkforceWorkforce
05/03/23 9 THE LEADERSHIP DEFICIT RECRUITING AND RETAINING THE MULTI-GENERATIONAL WORKFORCE LANCE JENSEN RICHARDS & JASON S. MORGA Source: Bureau of Labor Statistics
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Generational mindset differencesGenerational mindset differences
05/03/23 10 THE LEADERSHIP DEFICIT RECRUITING AND RETAINING THE MULTI-GENERATIONAL WORKFORCE LANCE JENSEN RICHARDS & JASON S. MORGA Source: Bureau of Labor Statistics
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Leadership Effectiveness Impacts Employee Leadership Effectiveness Impacts Employee EngagementEngagement
Data from The Extraordinary Leader, by Jack Zenger and Joe Folkman
Great leaders makea great difference
Good leaders havean adequate impact
Poor leaders createdissatisfaction
Finding: It takes a substantial change in leadership effectiveness (perceived by 360 assessments) to greatly impact balanced measures and employee engagement (i.e., the relationship is not incremental)
Leadership Effectiveness – 360 Assessed (High Tech Co.)
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Cherokee Wisdom and Leadership Cherokee Wisdom and Leadership CompetenciesCompetencies
05/03/23 15Cherokee wisdom (adapted from: Dhyani Ywahoo. Voices of Our Ancestors: Cherokee Teachings from the Wisdom Fire. Boston: Shambhala,1987).
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Purpose of Management and LeadershipPurpose of Management and Leadership
05/03/23 16How to be an even better manager A Complete A–Z of Proven Techniques & Essential Skills 6th Edition, Michael Armstrong ISBN 0 7494 4262 X
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Purpose of Management and Leadership cont’Purpose of Management and Leadership cont’
05/03/23 17How to be an even better manager A Complete A–Z of Proven Techniques & Essential Skills 6th Edition, Michael Armstrong ISBN 0 7494 4262 X
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The Five Practices and Ten CommitmentsThe Five Practices and Ten Commitments
05/03/23 18Leadership The Challenge Workbook, Copyright © 2003 by James M. Kouzes and Barry Z. Posner www.josseybass.com
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Paradox of Managerial LeadershipParadox of Managerial Leadership
Source: J. Nicholls, ‘The paradox of managerial leadership’, Journal of General Management, vol. 18, no. 4 (1993).05/03/23 20
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LeadershipLeadership
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Level 5 HierarchyLevel 5 Hierarchy
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IRS Leadership Competencies Arrayed IRS Leadership Competencies Arrayed By Leadership LevelBy Leadership Level
ExecutiveLeader
Senior Leader
Front LineLeader
Employee
•Entrepreneurship•External Awareness•Group Leadership •Political Savvy•Service Motivation•Strategic Thinking
•Achievement Orientation•Business Acumen•Continual Learning•Decisiveness•Developing Others•Influencing/Negotiating
•Adaptability•Communication•Partnering•Problem Solving•Teamwork•Technical Credibility
•Customer Focus•Diversity Awareness•Integrity/Honesty
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Traditional and New Leadership Traditional and New Leadership
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The New Leadership CompetenciesThe New Leadership Competencies
05/03/23 26The Leader’s Handbook Making Things Happen, Getting Things Done Peter R. Scholtes, McGraw-Hill
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Situational LeadershipSituational Leadership
Adapted from University of Australia : Using Situational Leadership by Dr Judy S (Division Manager Business) 05/03/23 27
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Matching Style with Development LevelMatching Style with Development Level
05/03/23 28Adapted from University of Australia : Using Situational Leadership by Dr Judy S (Division Manager Business)
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Situational Leadership TheoriesSituational Leadership Theories• Situational Leadership Theorists
– Attempt to determine the appropriate leadership style for various situations.
• Contingency leadership theory (Fiedler)• Leadership continuum (Tannenbaum & Schmidt)• Path-goal theory (House)• Normative leadership theory• Situational leadership theory (Hersey & Blanchard)• Leadership substitutes and neutralizers
– “Should the leader change style or should the situation be changed to fit the leader’s style?”
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Situational Leadership Theory and the Situational Leadership Theory and the Interactional FrameworkInteractional Framework
What is the task to be accomplished?
What is the followers job maturity?
FollowersSituation
Psychological maturity?
Leader
Outcomes:Outcomes:Task accomplishmentTask accomplishment
Increased follower Increased follower maturitymaturity
Telling: high task, low relationishipSelling: high task, high relationshipParticipating: low task, low relationshipDelegating: low task, low relationshipDecision to use developmental intervention
The McGraw-Hill Companies, Inc. © 199905/03/23 30
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Putting the Leadership Theories Together
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Recruiting and Training StrategiesRecruiting and Training Strategies• Hiring managers need to be educated about the war for talent and the contributions offered
• The age of the 9 to 5 workday is long gone
• Employers need to consider how each generational group interacts with other groups and with
management, and focus on building teams—not just across generations, but across cultures as
well
• Employees should be educated on the benefits and challenges of generational diversity
• Companies need to start building benefits programs to leverage different workforce
expectations
• Offering flexible options and performance rewards can help increase retention of Gen X
workers
• In today’s project-driven business landscape, companies need to streamline staffing strategies
by developing hiring practices that enable ease of entry and exit from the organization
05/03/23 32 THE LEADERSHIP DEFICIT RECRUITING AND RETAINING THE MULTI-GENERATIONAL WORKFORCE LANCE JENSEN RICHARDS & JASON S. MORGA Source: Bureau of Labor Statistics
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Johari WindowJohari Window
05/03/23 33Known to Others
Know
n to
My
Self
http://www.nwlink.com/~donclark/leader/johari.html
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The Employee Complaint ModelThe Employee Complaint Model1. Listen to the complaint and
paraphrase it.
2. Have complainer recommend a solution.
3. Schedule time to get all the facts and/or make a decision.
4. Develop a plan.
5. Implement the plan and follow up.
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The Customer Complaint ModelThe Customer Complaint Model
Model 13–2
1. Admit the mistake and apologize.
2. Agree on a solution (have the customer recommend a solution).
3. Implement the solution quickly.
4. Prevent future complaints.
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Trust DimensionsTrust Dimensions
CompetenceCompetence ConsistencyConsistency
LoyaltyLoyalty OpennessOpenness
IntegrityIntegrity
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Three Types of TrustThree Types of Trust• Deterrence-based =
fear-based
• Knowledge-based
• Identification-based
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How to Build TrustHow to Build Trust
• Practice openness• Be fair• Speak your feelings • Tell the truth • Show consistency • Fulfill your promises • Maintain confidences • Demonstrate competence
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Think, Think, ThinkThink, Think, Think
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