logging in or signing up LEADERSHIP icba Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 895 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: September 25, 2009 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: acchr (19 month(s) ago) Dear Friend, We shall apprecaite if you can share ppt on achaudhari_hr@rediffmail.com Regards, Atul Saving..... Post Reply Close Saving..... Edit Comment Close By: rajkamaliit (21 month(s) ago) I am propfessor at University in India. I am Dr. Raj Kamal (www.rajkamal.org) at the University www.elex.dauniv.ac.in. I am interested in Leadership PPT to develop a course on Ethics in Electonics and Computer Engineering Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript LEADERSHIP : LEADERSHIP By Ismail Clement ICBA Training & Consultancy www.icbatc.com.my CASE STUDY 1 : CASE STUDY 1 What leadership problems do you see at the EOC? What are the likely consequences of the leadership problems? Leadership: What Do They Mean? : Leadership: What Do They Mean? A leader is someone who sets direction and influences people to follow that direction. A : “_____ was a wonderful worker here and in the other six companies he (or she) worked for. Nobody heard a peep out of _____, yet we all admired _____ for being a quiet, behind-the-scenes worker bee.” A B : B “What an inspiring leader _____ was during six years of employment with us. _____ was also an inspiring leader at other phases in his (or her) career. Long before_____ received the first of two promotions, we knew that _____ had the right stuff to be a leader.” Slide 6: If people do not do anything differently from what they would have done without your presence, you have not exerted leadership. ANDREW J.DUBRIN Slide 7: Position as a manager, supervisor, lead, etc. this power does not make you a leader...it simply makes you the boss So What’s So Good About Being a Leader? : So What’s So Good About Being a Leader? POWER PRESTIGE & People Admire Contribution MANAGER : MANAGER PLANNING CONTROLING LEADING ORGANISING Slide 10: MANAGERS EQUILIBRIUM INSPIRES LEADERS Is a Manager a Leader? : Is a Manager a Leader? Slide 12: LEADERS INSPIRING CREATE POSITIVE CHANGES MOTIVATING INFLUENCING PERSUADING Slide 13: LEADERSHIP QUALITIES INTEGRITY CONFIDENCE SINCERETY WISDOM COMMITMENT COURAGE HUMILITY HONESTY Slide 14: LEADERSHIP ATTITUDE SKILL KNOWLEDGE Leaders are followed : Leaders are followed TRUST RESPECT LEADERS : LEADERS As a leader you must know yourself. Know your own strengths and weaknesses, so that you can build the best team around you. LEADERS : LEADERS Keep the right balance between 'doing' yourself and managing others 'to do'. Slide 18: John Chambers, the CEO of Cisco Systems, spends about 30 hours per week listening to and interacting with customers. Slide 19: LEADERS Good leadership principles must cascade down through the whole organization. Slide 20: LEADERS Always give your people the credit for your achievements and successes. Slide 21: telling others what to do Slide 22: looking inside ourselves and thinking about how our leadership actions reflect who we are. Examples of Leadership theories : Examples of Leadership theories 1. “Great Man” Theories 2. Trait Theories 3. Contingency Theories. 4. Situational Theories 5. Behavioral Theories 6. Participative Theories 7. Management Theories 8. Relationship Theories 1. “Great Man” Theories : 1. “Great Man” Theories Great Man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 2. Trait Theories : 2. Trait Theories Similar in some ways to “Great Man” theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. 3. Contingency Theories : 3. Contingency Theories Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. 4. Situational Theories : 4. Situational Theories Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making. 5. Behavioral Theories : 5. Behavioral Theories Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. 6. Participative Theories : 6. Participative Theories Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. 7. Management Theories : 7. Management Theories Management theories (also known as “Transactional theories”) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. 8. Relationship Theories : 8. Relationship Theories Relationship theories (also known as “Transformational theories”) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards. Leadership styles : Leadership styles Leaders carry out their roles in a wide variety of styles. Leadership style is influenced by the individual’s beliefs, values, and assumptions as well as the organizational culture and the situation. Styles that have been identified include autocratic, laissez-faire, democratic, and others. Managerial Grid : Managerial Grid The managerial grid model (1964) is a behavioral leadership model developed by Robert Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y. Impoverished style : Impoverished style The indifferent (previously called impoverished) style (1,1): evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions. Country club : Country club The accommodating (previously, country club) style (1,9): yield and comply. This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase -performance. The resulting atmosphere is usually friendly, but not necessarily very productive. Produce or Perish : Produce or Perish The dictatorial (previously, produce or perish) style (9,1): control and dominate. With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in case of crisis management. Middle-of-the-road : Middle-of-the-road The status quo (previously, middle-of-the-road) style (5,5): balance and compromise. Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met. Team : Team The sound (previously, team) style (9,9): contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company. Self-Assessment: Leadership Behaviors : Self-Assessment: Leadership Behaviors Instructions: 1. Fill out the questionnaire, as follows. Imagine that you have a finite amount of time and skill with which to lead your department or work group (which, by the way, you do). In column one, assess your current proficiency in the 15 leadership behaviors by rating yourself on a percentage basis (0% – 100%) for each behavior. Self-Assessment: Leadership Behaviors : Self-Assessment: Leadership Behaviors In column two, estimate how much time you spend on the 15 behaviors by apportioning your sum total (100%) of actual time spent among the roles. In column three, assess where you need to be spending your time for your work group to excel. Again, apportion your sum total (100%) of where you should be spending your time among the 15 tasks. Self-Assessment: Leadership Behaviors : Self-Assessment: Leadership Behaviors Each column must total 100%, but not every individual item may have a number in it. If other words, if you feel you have no skill in an area, or devote no time to it, you will leave that box blank. 2. After you have filled out the questionnaire, complete the questions that follow. 1. Leadership from Within : 1. Leadership from Within 1. Leadership from Within : 1. Leadership from Within the relationship between self-knowledge and effective leadership. Part of being an effective leader is the ability to create an environment that encourages self-discovery and the testing of assumptions that may impede growth, change, and the development of a shared vision. Where Leadership Begins : Where Leadership Begins In his book Leading from the Inside Out, Kevin Cashman said: “We tend to view leadership as an external event . . . as something we do. Rather, leadership is an intimate expression of who we are; it is our being in action.” Where Leadership Begins : Where Leadership Begins In other words, we tend to think of leadership as telling others what to do instead of looking inside ourselves and thinking about how our leadership actions reflect who we are. Thus, instead of thinking, “What action should I take in this situation?” perhaps we ought to think more broadly and look at how our view of the world impacts our decisions, and how the messages we send through our language and actions impact others. Paradigms that Guide Thinking : Paradigms that Guide Thinking Paradigms are mental models that provide a structure for our thoughts and guide our thinking. They help us make sense of all the information we encounter by telling us what to pay attention to, how to arrange what we pay attention to, how to draw conclusions, and how to interpret things. This process is guided by a set of unconscious assumptions we carry to make sense of what we experience Paradigms that Guide Thinking : Paradigms that Guide Thinking We develop our paradigms over time from our family, region of the country, cultural niche, organizations, any environment in which we learn the written or unwritten rules that guide our behavior. Paradigms that Guide Thinking : Paradigms that Guide Thinking Paradigms are useful in that they help us structure how to think about and act in a situation. They cause problems when we think our paradigm is the only paradigm. When we view people who have different paradigms as thinking in confusing, unpredictable, irrational, immoral, or unethical ways, it frequently creates conflict. Paradigm Shift : Paradigm Shift To successfully move from the role of Individual Contributor to the roles of Manager and Leader. Three paradigms that govern each of these roles and impact the way we think and act: Technical Paradigm (Individual Contributor) Transactional Paradigm (Manager). Transformational Paradigm (Leader). Paradigm Shift : Paradigm Shift These paradigms are not mutually exclusive. Each augments and complements the others, providing a range of thinking from which to draw, depending on the situation at hand. Three Paradigms Chart : Three Paradigms Chart The chart provides an overview of how these paradigms differ on the six dimensions listed in the left-hand column. Dimension: View of the Organization : Dimension: View of the Organization Individual Contributors tend to see the organization through the filter of the technician, viewing the organization as a technical system designed for technical production. They see the organization in terms of the importance of outputwhether in their unit or elsewhereand they respect technical knowledge in the unit. Dimension: View of the Organization : Dimension: View of the Organization Managers respect and understand the organization as a technical system, but they also see the organization as a political system that consists of a coalition of political interests. They tend to view the organization as a system of exchange and view it in terms of the quantity and quality of transactions. Dimension: View of the Organization : Dimension: View of the Organization Leaders, on the other hand, see the organization as a moral system governed by a central core of moral values that support the common good. Dimension: Credibility and Source of Power : Dimension: Credibility and Source of Power Individual Contributors get credibility from their technical competence. Their power in the organization derives both from their technical competence and from how others view their competence (i.e., their reputation for being technically proficient). Dimension: Credibility and Source of Power : Dimension: Credibility and Source of Power Managers’ credibility stems from their organizational position, including grade level, and credentials. But their power is based on the extent to which they operate in a political environment (i.e., effectively getting transactions accomplished). The people who get things done are the most successful. Dimension: Credibility and Source of Power : Dimension: Credibility and Source of Power Leaders’ credibility comes from behavioral integrity”walking the talk and talking the walk.” Leaders’ power comes from their consistent, principle-centered behavior and actions that demonstrate honesty, integrity, trust, dignity, and respect for all people. They have a need for power but use it for empowering others rather than for their own purposes. When it is used personally, power becomes a source of energy rather than a source of control over others. Dimension: Orientation to Senior Management : Dimension: Orientation to Senior Management Individual Contributors’ orientation to senior management and authority tends to be cynical. They see authority as standing in the way of progress and management as being self-serving and bureaucratic. Dimension: Orientation to Senior Management : Dimension: Orientation to Senior Management Managers see their ability to respond as currency for conducting future transactions. They are selective about which battles they pick, they don’t fight every fight, and they get on-board when a decision is made. Dimension: Orientation to Senior Management : Dimension: Orientation to Senior Management Leaders are self-confident, committed to and motivated by a higher purpose. They are centered, have an internal locus of control, and exhibit self-understanding and self-discipline. Because their power and sense of self comes from inside, they have the freedom to take riskseven the risk of failurebecause they have the confidence that what they are doing is the right thing to do. Dimension: Approach to Opposition : Dimension: Approach to Opposition This dimension refers to the kinds of arguments one puts forth when faced with any kind of opposition. Individual Contributors argue using rational thought, describing what they think is the best way to accomplish things or resolve problems. They typically believe that if you show others that this is the best approach, other people will see it and they will get their way. Dimension: Approach to Opposition : Dimension: Approach to Opposition Managers argue that the best way to deal with opposition is to make compromisesi.e., think in terms of what the other person wants and how they can provide that. They may also think about what kind of deals to make, or how to get the next level of the organization what it wants, in exchange for getting what they want. Dimension: Approach to Opposition : Dimension: Approach to Opposition Leaders are known for their good judgment and their expertise in their profession. They are able to attend to complex and competing needs simultaneously, and they approach challenges with a variety of perspectives and approaches. They use and promote the use of critical, creative, and reflective thinking which provides the basis for multiple frames of reference, situational alternatives, and challenging the status quo. Dimension: Communication Pattern : Dimension: Communication Pattern Individual Contributors tend to communicate very literally and to look at situations as isolated events. Dimension: Communication Pattern : Dimension: Communication Pattern Managers will not only communicate the facts but will also ascribe meaning and intent to the facts. They tend to come to their conclusions about the meaning behind the facts by observing patterns, actions, behaviors, policies, etc., over time rather than by looking at situations as discrete events. Dimension: Communication Pattern : Dimension: Communication Pattern Leaders know that their every action (or lack thereof) is subject to symbolic interpretation by followers and, as a result, frequently use symbolic actions in a sincere and authentic manner to make a point. They give careful thought to the meaning of their actions. Dimension: Intention : Dimension: Intention Both Individual Contributors and Managers have self-preservation as their primary intention. They strive to preserve their power base and reputation in the subordinate, peer, and supervisory ranks. But they come at this intention from two different assumptions. Dimension: Intention : Dimension: Intention Individual Contributors tend to preserve their knowledge base and keep a close hold on it to maintain their reputations, whereas Managers maintain their self-preservation by becoming politically savvy and understanding the transactions it might take to get ahead Dimension: Intention : Dimension: Intention Leaders are passionatefocused and committed to a vision of the common good. They tend to be disenchanted with the status quo and pursue their calling with a sense of giving. Slide 71: Activity: Which Paradigm? Three Lenses of Leadership : Three Lenses of Leadership We have examined three different ways of looking at the world. Is one right and the others wrong? Of course not. The best of leadership is both transactional and transformational. Every leader displays both. However, Quinn would argue that to be effective, leaders have to be more transformational and less transactional. Three Lenses of Leadership : Three Lenses of Leadership In the final analysis, leadership is a way of thinking that guides your behavior, decisions, and actions. Given the complexity of the challenges you encounter as a management professional today and in the future, you’ll want your thinking to be as multidimensional as possible. Three Lenses of Leadership : Three Lenses of Leadership The three paradigms will help you expand the range of your thinking. Think of them as three lenses through which to view a situation and determine your actions. Telescopic lens : Telescopic lens The telescopic lens is more transformational. When you look through this lens, you’re more likely to: Establish your beliefs and values and be consistent with them. Determine a course for change in the future and articulate it as a vision. Stimulate coworkers and yourself to challenge traditional ways of thinking. Develop yourself and others to the highest levels of potential. Mid-distance lens : Mid-distance lens When you look through the mid-distance lens, your view is more transactional. You’re likely to focus on articulating standards, expectations, goals, and rewards, and the consequences for not meeting expectations. Microscopic lens : Microscopic lens When you look through the microscopic lens, your view is like that of the individual contributor. You may be part of a task force or team where your focus is on detail-oriented, task-specific work and your style is more laissez-faire. Balancing the Paradigms : Balancing the Paradigms What it takes. To do this, you may need to let go of behaviors and beliefs about leadership that are comfortable for you but that no longer serve you well. You may have to stop doing some things you’re good at and love to do, and instead delegate them to someone else to further that person’s professional development. Or, you may begin to rethink behaviors that haven’t served you well and consider how to change them. Balancing the Paradigms : Balancing the Paradigms Benefits. Moving away from old habits and out of your comfort zone can free you to expand the ways in which you think about leadership, change your behaviors and actions to become more effective, and move freely between the paradigms through more conscious choices. If you want to think like a leader, you’ll need to sacrifice some of the Technical and Transactional thinking and balance these with more Transformational thinking. Slide 81: Activity: The Case for Self-Knowledge Slide 82: ATTENTION This Leadership 81 slides is only part of the Leadership 189 slides. If you need Leadership 189 slides, please do e-mail me at ismail_clement@yahoo.com Thank you very much. You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
LEADERSHIP icba Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 895 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: September 25, 2009 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: acchr (19 month(s) ago) Dear Friend, We shall apprecaite if you can share ppt on achaudhari_hr@rediffmail.com Regards, Atul Saving..... Post Reply Close Saving..... Edit Comment Close By: rajkamaliit (21 month(s) ago) I am propfessor at University in India. I am Dr. Raj Kamal (www.rajkamal.org) at the University www.elex.dauniv.ac.in. I am interested in Leadership PPT to develop a course on Ethics in Electonics and Computer Engineering Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript LEADERSHIP : LEADERSHIP By Ismail Clement ICBA Training & Consultancy www.icbatc.com.my CASE STUDY 1 : CASE STUDY 1 What leadership problems do you see at the EOC? What are the likely consequences of the leadership problems? Leadership: What Do They Mean? : Leadership: What Do They Mean? A leader is someone who sets direction and influences people to follow that direction. A : “_____ was a wonderful worker here and in the other six companies he (or she) worked for. Nobody heard a peep out of _____, yet we all admired _____ for being a quiet, behind-the-scenes worker bee.” A B : B “What an inspiring leader _____ was during six years of employment with us. _____ was also an inspiring leader at other phases in his (or her) career. Long before_____ received the first of two promotions, we knew that _____ had the right stuff to be a leader.” Slide 6: If people do not do anything differently from what they would have done without your presence, you have not exerted leadership. ANDREW J.DUBRIN Slide 7: Position as a manager, supervisor, lead, etc. this power does not make you a leader...it simply makes you the boss So What’s So Good About Being a Leader? : So What’s So Good About Being a Leader? POWER PRESTIGE & People Admire Contribution MANAGER : MANAGER PLANNING CONTROLING LEADING ORGANISING Slide 10: MANAGERS EQUILIBRIUM INSPIRES LEADERS Is a Manager a Leader? : Is a Manager a Leader? Slide 12: LEADERS INSPIRING CREATE POSITIVE CHANGES MOTIVATING INFLUENCING PERSUADING Slide 13: LEADERSHIP QUALITIES INTEGRITY CONFIDENCE SINCERETY WISDOM COMMITMENT COURAGE HUMILITY HONESTY Slide 14: LEADERSHIP ATTITUDE SKILL KNOWLEDGE Leaders are followed : Leaders are followed TRUST RESPECT LEADERS : LEADERS As a leader you must know yourself. Know your own strengths and weaknesses, so that you can build the best team around you. LEADERS : LEADERS Keep the right balance between 'doing' yourself and managing others 'to do'. Slide 18: John Chambers, the CEO of Cisco Systems, spends about 30 hours per week listening to and interacting with customers. Slide 19: LEADERS Good leadership principles must cascade down through the whole organization. Slide 20: LEADERS Always give your people the credit for your achievements and successes. Slide 21: telling others what to do Slide 22: looking inside ourselves and thinking about how our leadership actions reflect who we are. Examples of Leadership theories : Examples of Leadership theories 1. “Great Man” Theories 2. Trait Theories 3. Contingency Theories. 4. Situational Theories 5. Behavioral Theories 6. Participative Theories 7. Management Theories 8. Relationship Theories 1. “Great Man” Theories : 1. “Great Man” Theories Great Man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 2. Trait Theories : 2. Trait Theories Similar in some ways to “Great Man” theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. 3. Contingency Theories : 3. Contingency Theories Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. 4. Situational Theories : 4. Situational Theories Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making. 5. Behavioral Theories : 5. Behavioral Theories Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. 6. Participative Theories : 6. Participative Theories Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. 7. Management Theories : 7. Management Theories Management theories (also known as “Transactional theories”) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. 8. Relationship Theories : 8. Relationship Theories Relationship theories (also known as “Transformational theories”) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards. Leadership styles : Leadership styles Leaders carry out their roles in a wide variety of styles. Leadership style is influenced by the individual’s beliefs, values, and assumptions as well as the organizational culture and the situation. Styles that have been identified include autocratic, laissez-faire, democratic, and others. Managerial Grid : Managerial Grid The managerial grid model (1964) is a behavioral leadership model developed by Robert Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y. Impoverished style : Impoverished style The indifferent (previously called impoverished) style (1,1): evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions. Country club : Country club The accommodating (previously, country club) style (1,9): yield and comply. This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase -performance. The resulting atmosphere is usually friendly, but not necessarily very productive. Produce or Perish : Produce or Perish The dictatorial (previously, produce or perish) style (9,1): control and dominate. With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in case of crisis management. Middle-of-the-road : Middle-of-the-road The status quo (previously, middle-of-the-road) style (5,5): balance and compromise. Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met. Team : Team The sound (previously, team) style (9,9): contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company. Self-Assessment: Leadership Behaviors : Self-Assessment: Leadership Behaviors Instructions: 1. Fill out the questionnaire, as follows. Imagine that you have a finite amount of time and skill with which to lead your department or work group (which, by the way, you do). In column one, assess your current proficiency in the 15 leadership behaviors by rating yourself on a percentage basis (0% – 100%) for each behavior. Self-Assessment: Leadership Behaviors : Self-Assessment: Leadership Behaviors In column two, estimate how much time you spend on the 15 behaviors by apportioning your sum total (100%) of actual time spent among the roles. In column three, assess where you need to be spending your time for your work group to excel. Again, apportion your sum total (100%) of where you should be spending your time among the 15 tasks. Self-Assessment: Leadership Behaviors : Self-Assessment: Leadership Behaviors Each column must total 100%, but not every individual item may have a number in it. If other words, if you feel you have no skill in an area, or devote no time to it, you will leave that box blank. 2. After you have filled out the questionnaire, complete the questions that follow. 1. Leadership from Within : 1. Leadership from Within 1. Leadership from Within : 1. Leadership from Within the relationship between self-knowledge and effective leadership. Part of being an effective leader is the ability to create an environment that encourages self-discovery and the testing of assumptions that may impede growth, change, and the development of a shared vision. Where Leadership Begins : Where Leadership Begins In his book Leading from the Inside Out, Kevin Cashman said: “We tend to view leadership as an external event . . . as something we do. Rather, leadership is an intimate expression of who we are; it is our being in action.” Where Leadership Begins : Where Leadership Begins In other words, we tend to think of leadership as telling others what to do instead of looking inside ourselves and thinking about how our leadership actions reflect who we are. Thus, instead of thinking, “What action should I take in this situation?” perhaps we ought to think more broadly and look at how our view of the world impacts our decisions, and how the messages we send through our language and actions impact others. Paradigms that Guide Thinking : Paradigms that Guide Thinking Paradigms are mental models that provide a structure for our thoughts and guide our thinking. They help us make sense of all the information we encounter by telling us what to pay attention to, how to arrange what we pay attention to, how to draw conclusions, and how to interpret things. This process is guided by a set of unconscious assumptions we carry to make sense of what we experience Paradigms that Guide Thinking : Paradigms that Guide Thinking We develop our paradigms over time from our family, region of the country, cultural niche, organizations, any environment in which we learn the written or unwritten rules that guide our behavior. Paradigms that Guide Thinking : Paradigms that Guide Thinking Paradigms are useful in that they help us structure how to think about and act in a situation. They cause problems when we think our paradigm is the only paradigm. When we view people who have different paradigms as thinking in confusing, unpredictable, irrational, immoral, or unethical ways, it frequently creates conflict. Paradigm Shift : Paradigm Shift To successfully move from the role of Individual Contributor to the roles of Manager and Leader. Three paradigms that govern each of these roles and impact the way we think and act: Technical Paradigm (Individual Contributor) Transactional Paradigm (Manager). Transformational Paradigm (Leader). Paradigm Shift : Paradigm Shift These paradigms are not mutually exclusive. Each augments and complements the others, providing a range of thinking from which to draw, depending on the situation at hand. Three Paradigms Chart : Three Paradigms Chart The chart provides an overview of how these paradigms differ on the six dimensions listed in the left-hand column. Dimension: View of the Organization : Dimension: View of the Organization Individual Contributors tend to see the organization through the filter of the technician, viewing the organization as a technical system designed for technical production. They see the organization in terms of the importance of outputwhether in their unit or elsewhereand they respect technical knowledge in the unit. Dimension: View of the Organization : Dimension: View of the Organization Managers respect and understand the organization as a technical system, but they also see the organization as a political system that consists of a coalition of political interests. They tend to view the organization as a system of exchange and view it in terms of the quantity and quality of transactions. Dimension: View of the Organization : Dimension: View of the Organization Leaders, on the other hand, see the organization as a moral system governed by a central core of moral values that support the common good. Dimension: Credibility and Source of Power : Dimension: Credibility and Source of Power Individual Contributors get credibility from their technical competence. Their power in the organization derives both from their technical competence and from how others view their competence (i.e., their reputation for being technically proficient). Dimension: Credibility and Source of Power : Dimension: Credibility and Source of Power Managers’ credibility stems from their organizational position, including grade level, and credentials. But their power is based on the extent to which they operate in a political environment (i.e., effectively getting transactions accomplished). The people who get things done are the most successful. Dimension: Credibility and Source of Power : Dimension: Credibility and Source of Power Leaders’ credibility comes from behavioral integrity”walking the talk and talking the walk.” Leaders’ power comes from their consistent, principle-centered behavior and actions that demonstrate honesty, integrity, trust, dignity, and respect for all people. They have a need for power but use it for empowering others rather than for their own purposes. When it is used personally, power becomes a source of energy rather than a source of control over others. Dimension: Orientation to Senior Management : Dimension: Orientation to Senior Management Individual Contributors’ orientation to senior management and authority tends to be cynical. They see authority as standing in the way of progress and management as being self-serving and bureaucratic. Dimension: Orientation to Senior Management : Dimension: Orientation to Senior Management Managers see their ability to respond as currency for conducting future transactions. They are selective about which battles they pick, they don’t fight every fight, and they get on-board when a decision is made. Dimension: Orientation to Senior Management : Dimension: Orientation to Senior Management Leaders are self-confident, committed to and motivated by a higher purpose. They are centered, have an internal locus of control, and exhibit self-understanding and self-discipline. Because their power and sense of self comes from inside, they have the freedom to take riskseven the risk of failurebecause they have the confidence that what they are doing is the right thing to do. Dimension: Approach to Opposition : Dimension: Approach to Opposition This dimension refers to the kinds of arguments one puts forth when faced with any kind of opposition. Individual Contributors argue using rational thought, describing what they think is the best way to accomplish things or resolve problems. They typically believe that if you show others that this is the best approach, other people will see it and they will get their way. Dimension: Approach to Opposition : Dimension: Approach to Opposition Managers argue that the best way to deal with opposition is to make compromisesi.e., think in terms of what the other person wants and how they can provide that. They may also think about what kind of deals to make, or how to get the next level of the organization what it wants, in exchange for getting what they want. Dimension: Approach to Opposition : Dimension: Approach to Opposition Leaders are known for their good judgment and their expertise in their profession. They are able to attend to complex and competing needs simultaneously, and they approach challenges with a variety of perspectives and approaches. They use and promote the use of critical, creative, and reflective thinking which provides the basis for multiple frames of reference, situational alternatives, and challenging the status quo. Dimension: Communication Pattern : Dimension: Communication Pattern Individual Contributors tend to communicate very literally and to look at situations as isolated events. Dimension: Communication Pattern : Dimension: Communication Pattern Managers will not only communicate the facts but will also ascribe meaning and intent to the facts. They tend to come to their conclusions about the meaning behind the facts by observing patterns, actions, behaviors, policies, etc., over time rather than by looking at situations as discrete events. Dimension: Communication Pattern : Dimension: Communication Pattern Leaders know that their every action (or lack thereof) is subject to symbolic interpretation by followers and, as a result, frequently use symbolic actions in a sincere and authentic manner to make a point. They give careful thought to the meaning of their actions. Dimension: Intention : Dimension: Intention Both Individual Contributors and Managers have self-preservation as their primary intention. They strive to preserve their power base and reputation in the subordinate, peer, and supervisory ranks. But they come at this intention from two different assumptions. Dimension: Intention : Dimension: Intention Individual Contributors tend to preserve their knowledge base and keep a close hold on it to maintain their reputations, whereas Managers maintain their self-preservation by becoming politically savvy and understanding the transactions it might take to get ahead Dimension: Intention : Dimension: Intention Leaders are passionatefocused and committed to a vision of the common good. They tend to be disenchanted with the status quo and pursue their calling with a sense of giving. Slide 71: Activity: Which Paradigm? Three Lenses of Leadership : Three Lenses of Leadership We have examined three different ways of looking at the world. Is one right and the others wrong? Of course not. The best of leadership is both transactional and transformational. Every leader displays both. However, Quinn would argue that to be effective, leaders have to be more transformational and less transactional. Three Lenses of Leadership : Three Lenses of Leadership In the final analysis, leadership is a way of thinking that guides your behavior, decisions, and actions. Given the complexity of the challenges you encounter as a management professional today and in the future, you’ll want your thinking to be as multidimensional as possible. Three Lenses of Leadership : Three Lenses of Leadership The three paradigms will help you expand the range of your thinking. Think of them as three lenses through which to view a situation and determine your actions. Telescopic lens : Telescopic lens The telescopic lens is more transformational. When you look through this lens, you’re more likely to: Establish your beliefs and values and be consistent with them. Determine a course for change in the future and articulate it as a vision. Stimulate coworkers and yourself to challenge traditional ways of thinking. Develop yourself and others to the highest levels of potential. Mid-distance lens : Mid-distance lens When you look through the mid-distance lens, your view is more transactional. You’re likely to focus on articulating standards, expectations, goals, and rewards, and the consequences for not meeting expectations. Microscopic lens : Microscopic lens When you look through the microscopic lens, your view is like that of the individual contributor. You may be part of a task force or team where your focus is on detail-oriented, task-specific work and your style is more laissez-faire. Balancing the Paradigms : Balancing the Paradigms What it takes. To do this, you may need to let go of behaviors and beliefs about leadership that are comfortable for you but that no longer serve you well. You may have to stop doing some things you’re good at and love to do, and instead delegate them to someone else to further that person’s professional development. Or, you may begin to rethink behaviors that haven’t served you well and consider how to change them. Balancing the Paradigms : Balancing the Paradigms Benefits. Moving away from old habits and out of your comfort zone can free you to expand the ways in which you think about leadership, change your behaviors and actions to become more effective, and move freely between the paradigms through more conscious choices. If you want to think like a leader, you’ll need to sacrifice some of the Technical and Transactional thinking and balance these with more Transformational thinking. Slide 81: Activity: The Case for Self-Knowledge Slide 82: ATTENTION This Leadership 81 slides is only part of the Leadership 189 slides. If you need Leadership 189 slides, please do e-mail me at ismail_clement@yahoo.com Thank you very much.