Leaderdev 04
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The document outlines the essential elements of effective leadership, emphasizing the importance of power, influence, and psychological climate in organizational settings. It distinguishes between management and leadership, pointing out myths and facts about what effective leaders should be and do, including the significance of communication and emotional intelligence. The document concludes by highlighting the necessity of core character traits such as honesty, competence, and visionary outlook among leaders to inspire and connect with their teams.
Leaderdev 04
- 1. Leadership Development Master Class Module 4 Leadership: Core Character and Competence
- 2. Let us reflect again on the what of leadership….
- 3. Lesson 1 Power and Influence
- 4. • Leadership is about people
- 6. • Influence related to power?
- 7. • legitimate power • reward power • expert power • information power • I am your manager
- 8. • legitimate power • reward power • expert power • information power • I have authority to give you a bonus
- 9. • legitimate power • reward power • expert power • information power • I have knowledge and skill and can train and develop or solve problems
- 10. • legitimate power • reward power • expert power • information power • I have important information/access to important information
- 11. • What about visionary power?
- 14. Lesson 2 Psychological Climate
- 17. Want to change the system? Who has the power? – The Leaders
- 18. A little more about climate – specifically work climate…
- 19. 30% OF DIFFERENTIATION ATTRIBUTABLE TO HIGH PERFORMANCE CLIMATE
- 21. The classic success causal relationship
- 22. Modern success causal relationship
- 23. So leadership matters and it is all about…
- 25. So what do leaders do?
- 26. Lesson 3 What Leaders Do
- 27. Do Notes Personal Responsibility From Enron, to global financial crisis Simplify Tony Manning, Jack Welch Understand Breadth, Depth, and "The most important thing I've Context learned since becoming CEO is context. It's how your company fits in with the world and how you respond to it.” GE's CEO Jeff Immelt Leaders learn constantly and also GE's CEO Jeff Immelt have to learn how to teach Stay disciplined and detailed “Michael Dell can tell you how many computers were shipped from Singapore yesterday." Like people “So it's critical to understand people, to always be fair, and to want the best in them.” Jeff Immelt
- 28. In HBR, Kotter show the leader task by contrasting it to management…
- 29. Management Leadership Planning and Budgeting Setting a Direction Organizing and Staffing Aligning People Controlling and Problem Motivating People Solving “Motivation and inspiration energize people, not by pushing them in the right direction but by satisfying basic human needs” John Kotter HBR, 1990
- 30. According to Kouzes and Posner our first challenge is to rid ourselves of these outdated traditions and myths
- 31. A field guide for Leadership By Jim Kouzes and Barry Posner
- 32. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: The ideal organization is orderly and stable, and can and should run like clock work Fact: The best leadership achievements come from challenging the process, changing things, shaking up the organization
- 33. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: Leader as “renegade” who magnetizes a band of followers with courageous acts Fact: Leaders attract constituents not because of their willful defiance, but because the leader has a deep faith in the human capacity to adapt and grow
- 34. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: Good managers focus on the short term. Fact: Effective leaders have a long term future orientation
- 35. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: Leaders are visionaries with Merlin-like powers Fact: Leaders must have a vision, a sense of direction, but not psychic foresight. It can be their original thinking or someone else’s.
- 36. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: Leaders ought to be cool, aloof and analytical; they should separate emotions from work Fact: When real life leaders discuss what they are proudest of in their own careers they describe feelings of inspiration, passion, elation, intensity, challenge, caring and kindness – and yes, even love
- 37. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: Leaders have the special gift of Charisma! Fact: Leaders’ dynamism comes from a strong belief in a purpose and a willingness to express that conviction
- 38. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: The job of management is primarily one of control: of resources including time, money materials and people. Fact: The more leaders control others, the less likely it is that people will excel, the less they’ll be trusted. Leaders don’t command and control; they support and serve.
- 39. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: It’s lonely at the top Fact: The most effective leaders are involved and in touch with those they lead. They care deeply about them, and often refer to them as family.
- 40. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: Leaders are superior – those on top are automatically leaders. Fact: Leadership isn’t a place: it’s a process. It involves skills and abilities useful in the executive suite and on the front line.
- 41. A field guide for Leadership By Jim Kouzes and Barry Posner Myth: Leaders are born, not made. Fact: Leadership is not in a gene; it is an observable, learnable set of practices. The belief that leadership can’t be learned is a powerful deterrent to leadership development
- 42. A field guide for Leadership By Jim Kouzes and Barry Posner Model The Way Inspire A Shared Vision Challenge The Process Enable Others To Act Encourage The Heart
- 43. So now we know what they do – but what must they have…
- 44. Lesson 5 A Healthy Core Character
- 45. The Most Admired Characteristics of a Leader
- 47. 21% Ambitious 88% Honest 40% Broad-minded 23% Imaginative 20% Caring 6% Independent 66% Competent 65% Inspiring 28% Cooperative 20% Courageous 47% Intelligent 33% Dependable 14% Loyal 24% Determined 17% Mature 42% Fair-minded 8% Self-controlled 71% Forward-looking 34% Straightforward 35% Supportive
- 48. The Leadership Core Ho s ne t Fo a -lo king rw rd o Ins iring p -Influe ing nc C m e nt o p te
- 49. The Ritz • Honesty and climate
- 51. The Ritz • Honesty and climate
- 52. Martin Luther King Jr “ I have a dream” • Forward Looking
- 53. Collin. P. Huntington “ W shall build good ships here e -At a profit if we can -At a loss if we must -But always good ships” Newport News Ship Building Company 1891 • Forward Looking
- 54. Winston Churchill “ Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.” • Inspiring
- 55. Dee Hock “ The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” • Competent
- 56. Now lets reflect on leadership competence…
- 58. 1
- 64. And values?
- 66. And the impact of work climate…
- 68. 2
- 69. John W. Gardner Communication between leader and constituent is at the heart of everything • Communication
- 70. Kouzes and Posner Ninety percent of executives rate themselves as effective communicators. Only thirty percent of their subordinates agree. • Communication
- 71. Kouzes and Posner The biggest problem with leadership communication is the illusion that it has occurred. • Communication
- 72. Antonio R. Damasio Neurologists agree that facts, emotions and symbols must be created as “ images” in order for the brain to order them, process them and produce thought. Creating images is essential. A “ images” include sights, sounds, smells and nd feelings. • Communication
- 73. Every year since 1950, the number of American children gunned down has doubled. • Communication
- 74. Let Us Remember Those… . • Communication
- 75. How big is an acre of land… • Communication
- 76. The Size of A Football Field • Communication
- 77. The Power of a Story… • Communication
- 78. • Communication
- 79. Harley executive, quoted in Results-based Leadership “ W we sell is the opportunity for a 43 year-old hat accountant to dress up in black leather, ride through small towns and have people be afraid of him.” • Communication
- 80. They Did Not Say A Word, Y They et W ere Communicating Perfectly… • Communication
- 81. • Communication
- 82. • Communication
- 83. “ The facts may not be boring but you might be” • Remember!!
- 84. “ W hen leaders fail to communicate in facts, emotions, and symbols, constituents will fill in the blanks” • Remember!!
- 85. 3
- 86. Emotions are the messengers of the soul… Anon
- 87. “ Reason without emotion is neurologically impossible.” Dr. Antonio Damasio, Descartes’ Error: Emotions, Reason, and The Human Brain • Emotional Intelligence (EQ)
- 88. Inte e eC ntrib n to llig nc o utio EQ C ntrib n toSuc e s o utio cs Suc e s cs • Emotional Intelligence (EQ)
- 89. Under the pressure of change EQ is extremely important… • Emotional Intelligence (EQ)
- 90. • Emotional Intelligence (EQ)
- 93. Increasing Self Awareness Introspection Self-observation Self-disclosure Social comparison Interaction with diverse people
- 94. Frances Wilks 1998 “Anger is one of the greatest teachers that we can have in the pursuit of emotional intelligence.”
- 95. Why do we choose it? To gain control To get what we want To get others to help us To hide real feelings To avoid responsibility • But Anger Is A Choice
- 96. Dr Redford Williams ”Anger is the one emotion that does the most harm to the heart”
- 97. Building Self Image orgive (self and others) uild and apply skills ontribute se the power of now evelop healthy habits (diet, exercise etc)
- 100. 4
- 101. Orchestrating Individual Performance Elevating Discretionary Effort…
- 103. •Do you know what is expected of you at work? •Do you have the materials and equipment you need to do your work right? •At work, do you have the opportunity to do what you do best every day? •In the last seven days, have you received recognition or praise for doing good work? •Does your supervisor, or someone at work, seem to care about you as a person? •Is there someone at work who encourages your development? •At work, do your opinions seem to count? •Does the mission/purpose of your company make you feel your job is important? •Are your associates (fellow employees) committed to doing quality work? •Do you have a best friend at work? •In the last six months, has someone at work talked to you about your progress? •In the last year, have you had opportunities at work to learn and grow? Copyright 1992-1999 The Gallup Organization, Princeton, NJ
- 104. 5
- 105. Orchestrating Team Performance
- 106. Again A Cynical View…
- 107. Again A Cynical View…
- 108. Clarity of purpose; Strong individuals; Focus; Roles and role flexibility; Training and competence; Trust; Commitment; Communication; Line of sight between performance and reward.
- 109. 6
- 111. Organizational Leadership Individual and team Leadership – leading people
- 112. Organizational Leadership Organization leadership- building an enduring enterprise
- 113. Organizational Leadership © Capacity 2000 CC
- 116. Sources Descartes' Error: Emotion, Reason and the Human Brain By Antonio R. Damasio Published by Penguin Books, 2005 ISBN 014303622X, 9780143036227 The Leadership Challenge: how to get extraordinary things done in organizations By James M. Kouzes, Barry Z. Posner, Thomas J. Peters Published by Jossey-Bass Publication, 1990 Original from the University of Michigan Digitized 23 Aug 2007 ISBN 155542211X, 9781555422110 www.tompeters.com www.12manage.com
- 117. Sources Emotional Intelligence By Daniel Goleman Published by Bantam Books, 1995 ISBN 055309503X, 9780553095036 http://www.minnaar-cc.com www.tompeters.com www.12manage.com http://www.haygroup.com https://www.clc.executiveboard.com