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Transformational
a presentation brought to you by:
Sherry Perkins
The Secret Behind
Leaders
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Sherry Perkins
•M.A. Organizational Development •30 Years Experience •Technology/Management/HR •Business Owner •Chair Waco WIB Alliance •SCORE Counselor •UOP Management Instructor
Vice President Enterprise Solutions
Consulting
imagine great people ®
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Who We Are
• Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of
Test Publishers • Microsoft Certified Partner
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We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.
Creating Value for Clients
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• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries
Client Highlights
Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer
Diverse Base of Marquee Clients
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Clients We’ve Served
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Objectives:
• Review Historical Leadership Patterns and Trends • Define Transformational Leadership • Isolate the Characteristics/Behavioral Patterns that
Typify This Leadership Style • Discuss Environments Best and Least Suited for
Various Leadership Styles • Suggest Strategies for Building Transformational
Leaders
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Discussion Questions
1. What are the signs that leadership is present? 2. Can individuals be trained to be leaders? 3. Is it more difficult to transition into or out of a
leadership position or role? 4. What are the top three most difficult challenges
that leaders face? 5. Is it more difficult to be a manager or a leader? What is the basis for your selection?
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Leadership Definition • The activity of leading a group of people or an organization. Leadership involves (1) establishing a clear vision, (2) sharing that vision with others so that they will follow willingly, (3) providing the information, knowledge, and methods to realize that vision, and (4) coordinating and balancing the conflicting interests of all members and stakeholders.
• Unlike management, leadership cannot be taught, although it
may be learned and enhanced through coaching or mentoring.
http://www.businessdictionary.com/definition/leadership.html#ixzz2EreBhBfu
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The Leader Versus Manager
• Change • Shapes Culture • Vision • Sets Direction • Passion • Transformational • Breaks Rules • Uses Conflict • Takes Risks
Leader Manager • Stability • Enacts Culture • Objectives • Plans Details • Control • Transactional • Makes Rules • Avoids Conflict • Minimizes Risks
http://changingminds.org/disciplines/leadership/articles/manager_leader.htm 4
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Are You Developing Managers Who Can Lead?
DecisionWise, Inc. 2010. Retrieved from http://www.decision-wise.com/leadership-development.html
Most companies are Over-managed and
Under-led.
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2009 Global Top 25 Companies for Leaders • IBM • Proctor & Gamble • General Mills, Inc. • McKinsey & Company • ICICI Bank Ltd. • McDonald’s Corporation • General Electric Company • Titan Cement Company • China Mobile Communications
Corporation • Hindustan Unilever • Natura Cosmeticico S.A. • Colgate Palmolive
• TNT N.V. • Deere & Company • Whirlpool Corporation • 3M Company • Cargill, Incorporated • Olam International • Eli Lilly and Company • PepsiCo, Inc. • American Express Company • Lockheed Martin Corporation • Intel Corporation • Infosys Technology • FedEx Corporation
Hewitt Associates, The RBL Group and Fortune, December, Retrieved from http://wwwlgreatleadershipbydan.com/2009/12/2009-global-top-companies-leaders.html
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2009 Global Top 25 Companies for Leaders • IBM • Proctor & Gamble • General Mills, Inc. • McKinsey & Company • ICICI Bank Ltd. • McDonald’s Corporation • General Electric Company • Titan Cement Company • China Mobile Communications
Corporation • Hindustan Unilever • Natura Cosmeticico S.A. • Colgate Palmolive
• TNT N.V. • Deere & Company • Whirlpool Corporation • 3M Company • Cargill, Incorporated • Olam International • Eli Lilly and Company • PepsiCo, Inc. • American Express Company • Lockheed Martin Corporation • Intel Corporation • Infosys Technology • FedEx Corporation
Hewitt Associates, The RBL Group and Fortune, December, Retrieved from http://wwwlgreatleadershipbydan.com/2009/12/2009-global-top-companies-leaders.html
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“The Quality of Leadership, more than any other single factor, determines the success or failure of an organization.”
Fred Fildler and Martin Chemers
Ken Nowack. (2006) Emotional Intelligence: Leaders Make a Difference. HR Trends, 17,40-42. Taken from http:// results.envisialearning.com
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Leadership Styles (Chat) – Name a Couple
• 1. • 2. • 3. • 4.
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Leadership Styles
• Authoritarian (autocratic)
• Participative (democratic)
• Delegative (laissez-faire)
• Situational • Servant • Transactional • Transformational
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The Evolution of Leadership
• Authoritarian (tops down) • Centralized Leadership • Individualized Leadership • Leader-Based • Task-Focused • MBWA (Management by Walking
Around) • Singularity of Perspective • Goal-centric
Past Present • Participative ( Shared) • Matrix/Open Systems
Collaborative • Group or Team Leadership • Culture or Values-Based • Knowledge-Focused • Virtual Offices/Global Work
Setting • Multi-cultural, Multi-valued,
Multi-generational • Transformative
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Sign of the Times (Chat)
• Adversarial Relationships • Bureaucratic Organization • Autocratic Leadership • Centralized Control
• Autocracy • Conformity • Compliance • One-Way Communications • Compartmentalization
Industrial Age Information Age • Cooperative Relationships
• Team Organization • _________ • Autonomy with
Accountability • Democracy • _________ • Initiative • Networking • _________
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Sign of the Times
• Adversarial Relationships • Bureaucratic Organization • Autocratic Leadership • Centralized Control
• Autocracy • Conformity • Compliance • One-Way Communications • Compartmentalization
Industrial Age Information Age • Cooperative Relationships
• Team Organization • Shared Leadership • Autonomy with
Accountability • Democracy • Diversity • Initiative • Networking • Holism
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High People – Low Task
Country Club
Low People – Low Task Impoverished
Low People – High Task Authoritarian
The Managerial Grid Robert Blake and Jane Mouton, 1985
Task
P e o p l e
High People – High Task Collaborative Leader
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Generational Leadership (Traditionalist/Boomers )
Worker Traits Their Leaders • Pride in workmanship • Integrity • Obedience • Patience • Work ethic (long hours,
hard work, and completed tasks)
• Work defines the person • Company loyalty • Stability, upward mobility
• Strong, firm leadership • Autocratic (single
headship) • No mixed messaging • Inter-personal
communication • Talk first – email second
Patrik Malmquist 04/2011,www .applitude.se/2011/04/ the-evolution-of-leadership-styles/
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Worker Traits Their Leaders
Patrik Malmquist 04/2011,www .applitude.se/2011/04/ the-evolution-of-leadership-styles/
Generational Leadership (Gen-Xers)
• Family-oriented • Work/Life balance priority • Mission focused; not clock
focused • Impatient; quick learners • Want to be taken seriously • Prefer time off rather than
money • Always looking for a work-
around • Not particularly trusting • Loyal to self and family
• Flexible • Attentive • Use technology well • Good communicators: Check for
understanding • Establish expectations • Don’t expect them to “Read
Between the Lines”
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Can Do and Wants
To Do (Empower)
Can’t Do But Wants To Do
(Train/Coach)
Can Do But Doesn’t Want To Do
(Inspire/Motivate)
Can’t Do/Doesn’t Want To Do
(?)
Situational Leadership Model Paul Hersey and Ken Blanchard, 1960’s
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Transformational Leader
Individualized Consideration
Intellectual Stimulation
Inspirational Motivation Idealized Influence
Transformational Leader
James MacGregor Burns, 1978, followed by Bernard M. Bass, 1985
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A New Kind of Leader “Transformational Leader”
• Introduced by James MacGregor Burns, 1978
• Marked by: – Strong Emotional Intelligence – Willingness to Take Risk – Focus on higher purpose, elevated
thinking (Perhaps a spiritual tone) – Ability to transform even as they
work to transform the organization. (“Let’s grow together”)
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Definition “Transformational Leader”
• Components : – Inspirational Motivation (Charisma; Inspires engagement, commitment) – Intellectual Stimulation (Creativity
and Independent Thinking) – Individualized Consideration
(Respect for Individual Needs – “no one-size fits all”)
– Idealized Influence (Practices Ethics; Instills pride and trust; appreciates core values)
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Where Does Transformational Leadership Fit?
Transformational
Servant
Autocratic
Participative
Situational
Transactional
Laissez-Faire
Motivated, Engaged Workforce
Team is a “Good Fit” Strong Emotional
Maturity
Innovative, Risk-Taking
Learning Organization
Open-Systems Environment 21
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Open-Systems Team Model (Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979
Effective Communications
Clearly Understood Goals Member Authority and Accountability
Equal Reward for Team versus Individual Achievement
Decision Level at Lowest Level of
Competency
Members Who Are Capable and
Committed
Inspire Continuous Learning
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Argyris, C. (1978)
Double-Loop Learning
Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html. 23
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10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
Occupational Interests Enterprising
Financial/Admin People Service
Technical
Mechanical
Creative
Are they motivated by this kind of work?
Will they be comfortable in the job environment?
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
Behavioral Traits Energy Level
Assertiveness
Sociability
Manageability Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Can they cope with the mental demands?
Thinking Style 10 9 8
7
6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability Numeric Reasoning
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10
CHARACTERISTICSScale 1
DRIVERScale 2
EXPRESSIVEScale 3
AMIABLEScale 4
ANALYTICALBehavioral Patterns Direct/Controlling Direct/Supporting Indirect/Supporting Indirect/ControllingPace Faster/Decisive Faster/Spontaneous Slower/Relaxed Slower/Systematic
Priority Task/Result Relationship/Interaction Relationship/ Communication Task/Process
Fears Being Taken Advantage of
Loss of Social Recognition
Sudden Change, Instability
Personal Criticism of their work
Gains Security Through Control Leadership Playfulness
Others' Approval Friendship, Cooperation Preparation, Thoroughness
Measures Person's Worth By
Quality or impact of Results, tracks records and process
Acknowledgements Applause Compliments
Compatibility with others, depth of contribution
Precision, Accuracy Quality of Results
Internal Motivator "Win" "Show" "Participation" "Process"
Appearance Businesslike, Functional Fashionable, stylish Casual, conforming Formal, conservative
Workplace Efficient Busy Structured
Interacting Busy Personal
Friendly Functional Personal
Formal Functional Structured
COMMUNICATION STYLES
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INDIVIDUAL FOCUS Atmosphere for
Individual Growth Emphasis on Balanced
Lifestyle People are Valued
TEAM Team Mentality
Open Communications Mutual Trust Among
Stakeholders
RESOURCES Sufficient Financial
Resources
CULTURAL MINDSET Freedom to Make Decisions Supportive Governing Board
Atmosphere Encourages Risk-Taking Commitment to Broad Mission
Effective Work Environment
Behaviors and Effective Work Environments, Dissertation , http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf
By Robert K. Greenleaf (1977)
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Effective Work Environment
Behaviors and Effective Work Environments, Dissertation , http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf
By Robert K. Greenleaf (1977)
INDIVIDUAL FOCUS People are Exploited
TEAM Strong Prejudices Excessive Internal
Competition Extreme Conflict
Centralized Power in a Few
RESOURCES Insufficient Financial
Resources Profit-driven
CULTURAL MINDSET Top-down Decision-making
Hierarchical Fear of Authority
Rigidity Focus on the Rules
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The Charismatic Leader
• 40,000 manager-leaders assessed for their leadership charisma
• …by almost 400,000 ‘Direct Reports’
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• Visionary • Power • Control • Charisma
Leader Focused
• Trust • Empowerment • Evolving • Transforming • Spiritual Component
Miller, M. (2007, October). Transformational leadership and mutuality. Transformation 24(3), 180-192. Colbert, A.E., Kristof-Brown, A.L., Bradley, B.H. & Barrick, M.R. (2008). CEO transformational leadership: The role of goal importance congruence in top management teams. Academy of Management Journal 51(1), 81-96. Weiner, E.J. (2003). Secretary Paulo Freire and the democratization of power: Toward a theory of transformative leadership. Education Philosophy and Theory 35(1), 89-106
People Focused
Transformational Leader
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Checkpoint 360 Universal Competencies & Skill Sets (Poll)
Communication: • Listens to Others • Processes Information • Communicates Effectively Leadership: • Instills Trust • Provides Direction • Delegates Responsibility Adaptability: • Adjusts to Circumstances • Thinks Creatively Relationships: • Builds Personal Relationships • Facilitates Team Success
Task Management: • Works Efficiently • Works Competently Production: • Takes Action • Achieves Results Development of Others: • Cultivates Individual Talents • Motivates Successfully Personal Development: • Displays Commitment • Seeks Improvement
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Communication: • Listens to Others • Processes Information • Communicates Effectively Leadership: • Instills Trust • Provides Direction • Delegates Responsibility Adaptability: • Adjusts to Circumstances • Thinks Creatively Relationships: • Builds Personal Relationships • Facilitates Team Success
Task Management: • Works Efficiently • Works Competently Production: • Takes Action • Achieves Results Development of Others: • Cultivates Individual Talents • Motivates Successfully Personal Development: • Displays Commitment • Seeks Improvement
Which Competencies Coincide with Transformational The Leadership Style?
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Take a CheckPoint 360 Leadership Survey on Us.
How Would you Rate As A Transformational Leader?
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Critical Checkpoint Competencies / Skills (Transformational Leadership)
Communication
Production
Relationships Development of Others
Personal Development
Adaptability
Listens Communicates
Takes Action
Cultivates Talents Motivates
Displays Commitment Seeks Improvement
Thinks Creatively
Facilitates Team Success * Builds
Personal Relationships
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Anonymous & Confidential
Anonymous & Confidential
Each Leader/ Manager
‘Self’
‘Boss’
Peers
Direct Reports
Feedback is Critical
Clients Partners
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Are You a Transformational Leader? (Poll)
1. Absolutely 100%
2. I’m more than half way there. 3. I don’t know. I’d like to participate in a Checkpoint 360 leadership survey and feedback on my transformational leadership skills.
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Questions?
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