Date post: | 26-Dec-2015 |
Category: |
Documents |
Upload: | neil-bradley |
View: | 220 times |
Download: | 1 times |
1
Day 4 AM Objectives• Organizational change leadership• Create a definition of transformational leadership• Strategic and executive change leadership –
understand how enterprise level change impacts throughout – up, down, inward, outward (client, marketplace)
• 5D thinking – understanding and using multiple perspectives
• Creating a Plan That Works – Mapping the Transitional Time Line
3
Maslow
• Does your strategy threaten their current statusd on the pyramid?
• Does your strategy threaten anything in their circle of motivation?
4
Understanding Motivation
• Maslow’s Hierarchy of Needs – The Pyramid of Motives
• The Bulls Eye of Context• How does this affect an
executive’s global communication strategy and positioning?
6
Motivating & Influencing Others
• Is it easier to motivate people to take action when the context is closer or further away from the bulls eye?
7
Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsThe Pyramid of MotivesThe Pyramid of Motives
Existence Needs
Relationship Needs
Fulfillment Needs Self-fulfillmentSelf-fulfillmentSelf-actualizationSelf-actualization
EsteemEsteem(Self-respect & feelings of
success)
Achievement Achievement (according to societal
norms),love & feelings of belonging
SafetySafety(security, order, stability)
Physiological NeedsPhysiological Needs(Hunger, thirst, shelter, body comforts, heat, etc.)
External
Internal
8
Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsThe Pyramid of MotivesThe Pyramid of Motives
Existence Needs
Relationship Needs
Fulfillment Needs Self-fulfillmentSelf-fulfillmentSelf-actualizationSelf-actualization
EsteemEsteem(Self-respect & feelings of
success)
Achievement Achievement (according to societal
norms),love & feelings of belonging
SafetySafety(security, order, stability)
Physiological NeedsPhysiological Needs(Hunger, thirst, shelter, body comforts, heat, etc.)
External
Internal
What happens when the pyramid is disrupted?
How can a leader counteract the disruption to a team, an individual contributor, and the organization’s culture.
9
Maslow’s HierarchyMaslow’s Hierarchy
Self-fulfillmentSelf-fulfillmentSelf-actualizationSelf-actualization
Transcendence: Transcendence: To help others find To help others find self-fulfillment and self-fulfillment and
realize their potentialrealize their potential
Self-Actualization: to Self-Actualization: to find self-fulfillment and find self-fulfillment and realize one’s potentialrealize one’s potential
10
Leader Motives
• Leader’s need for power– personalized– socialized– measurable (projective tests)
• Thematic Apperception Test• Miner’s Sentence Completion Scale
12
Leadership Motive Patterns
• Successful Managers– Defined: High subordinate morale and
productivity– Above average power– Achievement > affiliation– Moderate levels of activity inhibition
• ATT, 1982– High achievement => successful low level mgr– Moderate - high power, low affiliation, and high
inhibition => successful other managers– r = .33
13
Motivation to Manage vs. Sources of Power
Sources of Power Motivation to Manage
Expert Willingness to do routine tasks
Referent Relationships with authority
RewardDesire for recognition & advancement
Coercive Activity & assertiveness
LegitimateVisible difference from followers; Desire to exert influence
The top 10% in career advancement were high in both task and relations orientation.The bottom quarter were laissez faire.
14
Implications
• Leader effectiveness = f(need for [socialized] power, situation, degree of inhibition)– Measured by
• performance ratings, promotions• organization performance
• Limitations of study results– Inconsistent results (technical vs non-technical)– Effective leaders inhibit own needs– Interactions between leader & follower needs
15
Transformational and Transactional Leadership
• Leadership and Performance Beyond Expectations, Bass, 1985
• Contrast between transformational & transactional leaders’ skills & abilities– vision, rhetorical skills, etc.– ability to develop strong emotional bonds
with followers– inspiration ability– reliance on goal-setting and rewards
• Something we won’t talk about: laissez-faire leadership
17
MLQ Factors
• Leader behaviors– Transformational– Transactional– Laissez-faire
• Leader effectiveness– Extra effort– Effectiveness– Satisfaction
Based on 3600 ratings
18MLQ Transformational Factors
Idealized attributesIdealized behaviors
Inspirational motivation
Individualized consideration
Intellectual stimulation
Charismatic qualities
Vision & character
Coaching & concern
Follower alignment
Take a stand
Clarify purpose
Consider ethicsSet high standardsEnthusiasm
Encouragement
Individual needs
ListeningCoaching
Challenge assumptions
Encourage dialog
Stimulate ideas
19
MLQ Transactional Factors
Contingent reward
Active management-by-exception
Passive management-by-exception
Goals, rewards, & resources
Performance monitoring &
correction
Extreme problem attention
Path-Goal transactions
Clarify expectations
Negotiate
Enforce rules
Correct mistakes
Wait for problems
20
MLQ Laissez Faire Factors
• Avoid responsibilities• Absent at critical times• Failure to follow through• Avoid expressing
opinions on critical issues
21
• 33 independent empirical studies• Measures of performance in banks, military,
state, oil drilling (financial, combat readiness, department performance)
MLQ ValidationLowe, Kroeck, & Sivasubramaniam (1996)
-0.10
0.10.20.30.40.50.60.70.80.9
Man
agem
ent b
y Exc
eptio
n
Contin
gent R
eward
Indiv
iduali
zed C
onsid
eratio
n
Inte
llect
ual S
timula
tion
Charis
ma/
Insp
iratio
nal M
...
Co
rrel
atio
n -
Pu
blic
Org
aniz
atio
ns
Objective
Subjective
22
MLQ Implications for Transformational Leadership
• Additional attributes and qualities explain variance related to leadership outcomes
• Generalizes across types of organization and hierarchy levels
• Providing a better understanding of leader’s disposition => better selection, training, results
23
Transitional Timeline
Determine the ending phase that you want to move them to on the Transitional Timeline™. Your influencing goal might not be to complete the Transitional Timeline™. For example, if someone is resisting listening to your ideas during meetings, you simply might want them to explore some options.
NOTE: The Transitional Timeline model can be shortened or extended, heightened or compressed within any phase.
24
Positive Emotional Impact
Peak Performance Zone
1. D
en
ial
2. R
esis
tan
ce
3. S
ab
ota
geNegative
Emotional
Impact
4. Depths of Suffering
5. Exploration6. Acceptance
7. Narrowing Options8. Making Decisions
9. Commitment10. Achievement
* * * * * * * * * * * *
Transitional Time Line™
Heighten
Lessen
Shorten
Emotional Impact Time Line Periods