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Leadership Skills Effecting positive change in an organization.

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Leadership Skills Effecting positive change in an organization
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Page 1: Leadership Skills Effecting positive change in an organization.

Leadership Skills

Effecting positive change in an organization

Page 2: Leadership Skills Effecting positive change in an organization.

“The successful organization has one major attribute that sets it apart from unsuccessful organizations: dynamic and effective leadership.”

P. Hersey and K. Blanchard

Page 3: Leadership Skills Effecting positive change in an organization.

Who Are Ideal Leaders?

• Leaders I admire:

1.

2.

3.

4.

5.

• Leaders society admires:

1.

2.

3.

4.

5.

Page 4: Leadership Skills Effecting positive change in an organization.

What Are The Qualities of Ideal Leaders?

• Qualities I admire:

1.

2.

3.

4.

5.

• Qualities society admires:

1.

2.

3.

4.

5.

Page 5: Leadership Skills Effecting positive change in an organization.

Leadership Defined

• Leadership is the ability to influence others, either positively or negatively.– Positive: facilitation of task

accomplishment– Negative: task

accomplishment is inhibited.

• Emergent vs. appointed/hired

Page 6: Leadership Skills Effecting positive change in an organization.

Management vs. Leadership

• Management: – control of existing operations/functions

• Leadership:– strategic and visionary

• The primary role of the leader:– guide the team towards a future– strategically defined goals and objectives.

Page 7: Leadership Skills Effecting positive change in an organization.

Managerial and Leadership Circle

Page 8: Leadership Skills Effecting positive change in an organization.

Leadership: The Experts Have Spoken

• Trait • Functional• Situational

Page 9: Leadership Skills Effecting positive change in an organization.

Trait Theory

• Genetics, Mother Nature alone, is responsible for leadership qualities

 

Page 10: Leadership Skills Effecting positive change in an organization.

Functional Theory

• Task & Relationship– Leader emerges

depending upon needs of the group

 

Page 11: Leadership Skills Effecting positive change in an organization.

Task Leadership

• Keeps the members on-task. • Initiating• Coordinating• Summarizing • Elaborating on ideas 

Page 12: Leadership Skills Effecting positive change in an organization.

 Maintenance/Process Leadership

• Tension release

• Gate keeping

• Encouraging

• Mediating 

 

Page 13: Leadership Skills Effecting positive change in an organization.

 Situational Leadership Styles

• Adaptation of leadership style

• Accurate assessment of the situation

• React appropriately.

 

Page 14: Leadership Skills Effecting positive change in an organization.

True leaders recognize that teams:• inhabited by humans• learned behaviors• capacity for risk-taking• linked to internal controls• …can be frustrating, stressful, and even

unstable when initiative, creativity, and productivity are being expressed by team members.

Page 15: Leadership Skills Effecting positive change in an organization.

Group Exercise

• Split into three equal teams• The team process is important to this

exercise, so everyone must participate.• Follow the instructions of your leader

carefully.• Using the provided Tinker Toy sets, your

team will have five minutes to build something that works…does something…has a purpose.

Page 16: Leadership Skills Effecting positive change in an organization.

Leadership Styles

• Autocratic/controller• Laissez-faire• Democratic leadership• Kuhnert and Lewis’s

Transformational Leadership Theory– Type X The Performer– Type Y The Transformer

Page 17: Leadership Skills Effecting positive change in an organization.

Autocratic/Controller Leader • ALL controlling

– ensures predictable results.

• Individual assignments limited, specific in nature• Team needs secondary• Responsibility not shared. • Decisions? Leader only. • Motivation= fear/intimidation• Highly productive team

– BUT when leader is away, no work occurs

• Sabotage • Member reaction = aggressive, or apathetic Generals/Admirals Size of group

Page 18: Leadership Skills Effecting positive change in an organization.

Laissez-faire Leader • Minimum/No of leader participation

• Supplies/materials only when requested

• Infrequent, spontaneous comments on member activities

• No attempt to regulate events

• Often uses “hallway delegation” to assign tasks

• Teams less satisfied (leader & product)

Page 19: Leadership Skills Effecting positive change in an organization.

Democratic Leader • All participants have equal voice. • Information is freely shared. • Authority is delegated• Responsibility is shared by all members.• Assignments are complex• Feeling of contribution • Work occurs at all times • Teams report more satisfaction Best in small group situation

Page 20: Leadership Skills Effecting positive change in an organization.

 Situational Leadership Styles

• Which style appropriate?– New employee– 10 year employee– Absentee problem– Product development– Product release  

Page 21: Leadership Skills Effecting positive change in an organization.

Kuhnert and Lewis’s Transformational Leadership Theory

Type X - “The Performer”Type X - “The Performer”–A “transactional” leader

Type YType Y - - “The Transformer”“The Transformer”–A risk taker

Page 22: Leadership Skills Effecting positive change in an organization.

Transactional vs. Transformational Leadership Styles

• Transactional:

– Reactive leadership that responds to problems in a punitive manner

• Transformational: – Proactive– Charismatic

leadership that inspires exceptional performance

 

Page 23: Leadership Skills Effecting positive change in an organization.

Type X Leader • A leader who does not trust team

members to work and is unconcerned with the personal achievement of team members.– Does ALL of the work – No confidence in the ability of the group.

• group failure to perform = no promotion/bad grade

• group lacks confidence • reactive leadership= punitive

Emergency situations require performers

Page 24: Leadership Skills Effecting positive change in an organization.

Type Y Leader

• Transformational leaders: – risk takers– display trust in team members– concerned with member achievement.– Proactive-not reactive– Charismatic leadership

• inspires exceptional performance

Page 25: Leadership Skills Effecting positive change in an organization.

Meyers & Briggs Personality Profile

• Which profile fits the visionary leader?

Page 26: Leadership Skills Effecting positive change in an organization.

Does Leadership Style Really Make a Difference?

• Superman-style outdated– one person saving the day

• Today’s leader – leads a team – decisions are made

collectively– common good of the

organization key

Page 27: Leadership Skills Effecting positive change in an organization.

The key role for the leader– setting the context– Incorporation of organization’s

strategic goals and objectives into all aspects of the daily work, and team activities.

Key Role for the Leader

Page 28: Leadership Skills Effecting positive change in an organization.

Leadership Exercises

defining the difference– leadership and

authority

– technical and adaptive work.

Page 29: Leadership Skills Effecting positive change in an organization.

Authority• A degree of power

and influence over others– goals and objectives

– Authority impacts technical and adaptive work environments

• The proper use of authority = adapting to situation

• decisions need know-how– beyond the issue of

technical knowledge– wisdom to adapt and

meet the challenge

Page 30: Leadership Skills Effecting positive change in an organization.

Authority and Trust

• The proper use of authority requires:

Consistency Congruity: walking the talk Reliability Integrity


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