J.Lee Whittington, Ph.D.

University of Dallas College of Business

National Catholic Development Conference

September 2013

What does an over-managed, under-led organization look like?

Could an organization be over-led and under-managed? What would that look like?

Are you a Manager or a Leader?

ACTIVITY MANAGEMENT

(Coping With Complexity)

LEADERSHIP

(Coping With Change)

What Needs to be Done?

Planning and budgeting: establishing detailed steps and timetables for achieving needed results, then allocating the resources necessary to make it happen

Establishing direction: developing a vision of the future – often distant future – and strategies for producing the changes needed to achieve that vision

Source: John Kotter on What Leaders Really Do

ACTIVITY MANAGEMENT

(Coping With Complexity)

LEADERSHIP

(Coping With Change)

Create Network to Accomplish Agenda

Organizing and staffing: establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation

Aligning people: communicating direction in words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies and that accept their validity

Source: John Kotter on What Leaders Really Do

ACTIVITY MANAGEMENT

(Coping With Complexity)

LEADERSHIP

(Coping With Change)

Ensure the Job Gets Done

Controlling and problem solving: monitoring results, identifying deviations from plan, then planning and organizing to solve these problems.

Motivating and inspiring: energizing people to overcome major political bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs

Source: John Kotter on What Leaders Really Do

ACTIVITY MANAGEMENT

(Coping With Complexity)

LEADERSHIP

(Coping With Change)

Consequence Produces a degree of predictability and order and has the potential to consistently produce the short-term results expected by various stakeholders (e.g., for customers, always being on time; for stockholders, being on budget)

Produces change, often to a dramatic degree and has the potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive)

Source: John Kotter on What Leaders Really Do

X

Management

X

Leadership

X

X

X

X

1. Where leaders & managers are currently:

2. Where they

should be:according to

markets, products,

customers and people

Lots of randomcommunicationLots of randomcommunication

Loosestructure

Loosestructure

Break allthe rulesBreak allthe rules

Too muchstructure and

process

Too muchstructure and

process

Narrowly channeled

communication

Narrowly channeled

communication

Real-time communications

Dilemma:Adaptively

innovate andconsistently

execute

Chaos Trap Bureaucratic TrapEffective process management

allows innovation and streamlined execution to co-exist

Follow allthe rulesFollow allthe rules

Adaptiveculture

Semistructures

Transformational LeaderFlexibility and Discretion

Stability and ControlTransactional Managers

Inte

rnal F

ocu

s a

nd

In

teg

ratio

n

A

D

B

C

50

40

30

20

10

10

30

20

40

50Exte

rnal F

ocu

s a

nd

D

iffere

ntia

tion

Leadership Skills

Interpersonal Skills

Knowledge of the Business

Level 5 Leaders build enduring greatness through a paradoxical blend of personal humility and professional will.

They practice the discipline of the “window and the mirror.”

Effective

ActivePassive

Ineffective

Laissez-faire

Contingent Reward1

Inspirational Motivation2

Mgt by Exception – Passive1

Mgt by Exception - Active1

Idealized Influence2

Intellectual Stimulation2

Individualized Consideration2

1- These leader behaviors are typically described as Transactional Leadership

2-These leader behaviors are typically described as Transformational Leadership

Intellectual stimulation shows the degree to which you encourage others to be creative in looking at old problems in new ways, create an environment that is tolerant of seemingly extreme positions, and nurture people to question their own values and beliefs and those of the organization.

Question Assumptions Encourage followers to employ intuition Entertain ideas that may have seemed silly

at first Create imaginative visions Ask followers to rework the same problems

they thought they had solved See unusual patterns

Individualized consideration indicates the degree to which you show interest in others’ well-being, assign projects individually, and pay attention to those who seem less involved in the group.

Answer followers with minimum delay Show concern for follower well-being Assign tasks on the basis of individual

needs and abilities Encourage two-way exchange of ideas Be available when needed Constantly encourage self-development Effectively mentor, counsel, and coach

peers and followers

Idealized influence indicates whether you hold subordinates’ trust, maintain their faith and respect, show dedication to them, appeal to their hopes and dreams, and act as their role model.

Set examples for showing determination Display extraordinary talents Take risks Create a sense of empowerment in

followers Show dedication to “the cause” Create a sense of joint mission Deal with crises Use radical solutions Engender faith in others

Inspirational motivation measures the degree to which you provide a vision, use appropriate symbols and images to help others focus on their work, and try to make others feel their work is significant.

Provide meaning and challenge Paint an optimistic future Mold expectations that create self-fulfilling

prophecies Think ahead Take a first step – often with risk to oneself

Contingent reward shows the degree to which you tell others what to do in order to be rewarded, emphasize what you expect from them, and recognize their accomplishments.

Clarify Expectations about the job and the results you expect

Answer the question: “What does a good job look like?”

Create a clean line of sight between results and rewards

Don’t promise rewards you cannot deliver Keep your promises!

Pygmalion Effect

Shaping expectations through Contingent Reward

The Personal Management Interview

“Participative” “Coaching”

“Delegated” “Telling”

Task Behavior

Relationship Behavior

Low

Low

High

High

“I start with the premise that the function of leadership is to produce more leaders, not

more followers.”

Watch Me

Do It With Me

You Do It, I Watch

You Do It

You Do It, I Watch

Do it With Me

You Do It Watch Me

Will you be a self-serving leader who uses his power to benefit yourself and advance your personal agenda?

Will you be a servant-leader who uses his power to serve others?

“The best test, and most difficult to administer, is this:

Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged in society; will they benefit, or, at least, not be further deprived.”

Robert Greenleaf, Servant Leadership, 1977

• Identify and remove obstacles

• Provide the resources and tools that are needed

• Clarify expectations

• Give timely and performance-based feedback

• Affirm the person, even when you don’t approve of the performance