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8/14/2019 Managing and Leading Principles
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LEADINGLEADING PRICIPLESPRICIPLESPrepared By:Prepared By:
Ashraf S. Youssef, Ph. D.Ashraf S. Youssef, Ph. D.Quality AssuranceQuality Assurance ManagerManager
S.M. ASQ L.A. BSI M. ELI M. EMSS.M. ASQ L.A. BSI M. ELI M. EMS
I.E.I.E. : Your Source for Achieving Excellence: Your Source for Achieving Excellence
FebruaryFebruary 2222,, 20092009
AgendaAgenda
..
2.2. Learning to LeadLearning to Lead
3.3. LEAD Teams.LEAD Teams.
4. Ten Essentials of Teamwork
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Leadership Theories
Traits Those that dont change readily, e.g., height, gender
Those that change with difficulty, values
Those that can be developed
Leadership Styles Orientation to people
Task orientation
Contingencyleaders style needs to adapt to the context
New leadership such as transformational or connective
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ea ers
Steven Rhinesmith (2000)
1. Managing competitiveness by looking at the" "
2. Managing complexity
3. Managing alignment
4. Managing change
5. Managing teams
6. Managing learning by being open and
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learning globally
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Black, Morrison, and Gregersen (1999)
1. Inquisitiveness
. n a y o em race ua y
3. Character to develop trust andgoodwill among people from differentcultural backgrounds
4. Savvy" that allows a leader to see
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resources for accomplishment
Rosen, Digh, Singer and Phillips (2000)
1. Personal literacy including understanding selfand one's own limitations and abilities
2. Social literacy to assemble strong teams and
unleash collective strength
3. Business literacy including understanding theorganization and its environment
4. Cultural literacy includes knowing about and
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McCall and Hollenbeck (2002)
1. Open-minded and flexible in thinking andtactics pursued
2. Cultural interest and sensitivity
3. Ability to deal with complexity
4. Resilience, resourcefulness, optimism, andenergy
5. Honesty and integrity
6. A stable ersonal life
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7. Technical or business skills
Global LeadershipAttributes and Theories
A global mindseta way of thinking that looks beyond self andimmediate circumstancestrait; new leader
Know the bbusiness and its eenvironmentknow theenvironment savv bi icture thinkin ali nmentcontin enc
Create and convey a clear vision with integrity clear sense ofpurpose; convey to others;character; honesty; integritytrait,leadership style
Develop self- awariness and understandingpersonal literacy;self-knowledge; reflectiontrait; new leader
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many backgroundsleadership style, trait
Continuously learninquisitiveness; being open to others and tonew information; leader and learnernew leader
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1. A global mindset2. An ability to work as an equal with persons of diverse backgrounds
Attributes for the Global Managers
. ong- erm or en a on4. The ability to facilitate organizational learning5. The ability to create learning systems6. The ability to motivate employees to excellence7. Skill in negotiation and an ability to approach conflict in a
collaborative mode8. Skillful choices and assignments for managers worldwide9. The ability to lead and participate effectively in multicultural teams10. An understandin of one's own cultural values and assum tions
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Moran and Riesenberger (1994):
.11. An ability to profile the organizational and national culture of others
with accuracy
12. Avoidance of cultural mistakes and ability to behave in anappropriate manner in all countries
Global perspective
Local res onsiveness
Attributes for the Global Managers
Synergistic learning that makes itpossible to work with and learn frompeople from many cultures
An ability to collaborate with others on
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Adler and Bartholomew (1992)
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Can be from any country
Typically speaks more than one language
Attributes for the Global Managers
fluently
Has lived and worked in more than one
country
Often has a passport from more than onecountry
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Ohmae (1990)
requen y e c o paren s w o are romdifferent nations
Managerial Attributes in Europe
The European style of management differs from U.S. andJapanese management styles on the basis of fourcharacteristics:1. greater or entat on towar peop e as n v ua s2. A higher level of internal negotiations betweensuperordinates and subordinates3. Greater skills at managing international diversity and4. An enhanced ability to manage between extremes likeshort-run versus long-run goals
Roland Calori and Bruno Dufour (1995)
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In Europe, the most admired senior managers arehumane, professional, determined, close toemployees, and communicate well (Brown, 1994)
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Leadership skills thatliberate, inspire and
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motivate powerful
performance at everylevel of the organization!
?
What pressures are causing
organizations to change
the way they do business?
?
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Changing customer expectations
Market Pressure
ew tec no og es
Emerging markets
More competitors
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n er epen en g o a econom es
Frequent mergers & acquisitions, strategic
Market Pressure
alliances
Complex and ever-changing marketconditions
Must be better, faster, cheaper and more
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innovative to compete
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Mergers, acquisitions and strategic
Internal Pressure
alliances require new ways of working
Turbulent, complex, fast-pace workenvironments
Continuous process improvementre uired
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More direct reportsless supervision
Everyone asked to collaborate
Internal Pressure
An environment of shared leadership
Accountability and decision makingshifted to workers
Intense competition for skilledworkershi h turnover
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,
need a leadership approach that
fosters commitment and aligns
performance
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strategic priorities
Helps employee leaders
Build trust and inspire cross-functionalteamwork
Help others think through issuesand arrive at decisions
Coach others and committo continuous learning
Influence others and promote
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teamwork
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Helps employee leaders
Surface and resolve conflicts-
Deal with change constructively
Link daily actions to businessobjectives
Take personal responsibility
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for results
Helps your organization
Create a collaborative, productive-
Gain clarity about the importanceof personal leadership and sharedaccountability
Develop a flexible, agile, market-
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Helps your organization
Enhance the competence of leaders
Align leadership and performancedrivers
Sharpen focus on key goals andstrategies
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Research
ersona ea ers p
Coaching others forsuccess
Linking performance
shows that three
competencies
create agility and
responsiveness at
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every level of the
organization
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Personal leadership
dynamic global marketplace, employees
at every level must step forward into
leadership roles
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Personal leadership
Discusses the mindset that leadership iseveryones responsibility and explore fivecritical leadership strategies
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Personal leadership
The Basic Principles
1. Focus on the situation, issueor behavior, not on the person
2. Maintain the self-confidenceand self-esteem of others
3. Maintain constructive relationships
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4. Take initiative to make things better
5. Lead by example
Personal Strategiesfor Navigating Change
Personal leadership
Skills that help participants recognizeand deal with difficult transitions
Managing Your PrioritiesA mind-mapping process and other
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priorities, improve communication andcomplete tasks
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Influencing for Win-Win OutcomesTechniques for communicating ideas
Personal leadership
Moving from Conflict to Collaboration
Skills that transform conflict intopositive, constructive outcomes
Proactive Listenin
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Techniques to enhance listening skills
and the ability to seek, process andapply information
Expressing Yourself:
Presentin Your Thou hts and Ideas
Personal leadership
A process for planning, organizing anddelivering results-oriented messages
Handling Emotions Under Pressure
Techniques that help participants take
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charge in difficult circumstances andmove discussions toward recovery
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Market res onsiveness is
maximized when managers,
supervisors and employees
have the skills to turn
Coaching
others
for success
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conversations into strategic
coaching moments
Coaching others for success
Coaching: Bringing Out the Best inOthers Techniques for guiding andmo va ng peers owar g er eve sof performance
Giving and Receiving ConstructiveFeedbackA rocess for communicatin critical
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information in a way that supportsongoing learning and mutual respect
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Givin Reco nition
Coaching others for success
Techniques for acknowledging theaccomplishments of peers, managersand suppliers in meaningful,appropriate ways
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Leaders with formal
responsibility for others
need special skills to inspire
commitment and focus
n ng
performance
to strategic
goals
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per ormance on e goa s adeliver the biggest return
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To be properly executed,
a strate has to be
communicated throughout
the organization
in a way that everyone can
n ng
performance
to strategic
goals
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understand and take
action on it
Moving the Organization
Linking performance to strategic goals
Contribution
Identifying WorkPriorities & Setting
Verifiable Goals
GainingCommitment to
Preset Goals
CorrectingPerformance
Problems
Conducting
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Performance Review
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Moving the Organization Forward:Defining Your Teams Contribution
A rocess for resentin bi - icture oals
Linking performance to strategic goals
and encouraging participation in thedevelopment of plans to supportobjectives
Identifying Work Priorities and Setting
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An approach leaders and employees canuse to prioritize and set goals for highestreturn
Gaining Commitment to Preset Goals
A process for developing commitment
Linking performance to strategic goals
employees had a minimal role inestablishing
Correcting Performance Problems
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individual performance back on trackand sustain morale and commitment
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Conducting a Collaborative
Linking performance to strategic goals
Per ormance Review
A process for conducting positive,forward-looking performanceevaluations
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What Type of Leadership StyleIs Yours?
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John Maxw ell says,
If you invest in your development as aea er, e ong- erm resu s grow .
And yes, some are born with greaternatural gifts/skills than others, but the realability to lead is a collection of skills thatcan be learned and improved.
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From The 21 Irrefutable Laws of Leadership
Leadership is
self-awareness, understandingothers, and vision
Insight
Take responsibility & risksInitiative
communicate & lead others in theright direction
Inspiration
empower others to use their talentsInvolvement
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be yourselfIndividuality
Style
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Visionary Leaders
Cast visions powerfully because they have acrystal-clear picture in their mind of what theywant to happenand then they pursue itrelentlessly and draw people into the vision.
They may or may not be able to form teams,ali n talents set oals or mana e ro ress
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toward achievement.
Directional Leaders
Sometimes operate behind the scenes, but
right path at the critical intersections byassessing the values, mission, strengths,weaknesses, resources, personnel & open tochange in the group and then point them in
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.
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Strategic Leaders
Have the ability to break an exciting visioninto achievable steps. They form a gameplan that everyone can understand andparticipate in and then challenge the groupto work the plan in a synchronized pattern.
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Managing Leaders
Have the unique ability to establish milemarkers, then organize & monitorpeople, processes, systems, andresources to achieve the mission.
They even derive enormous satisfactionfrom doing all the managing.
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Mot ivational Leaders
Possess insight into who needs a freshc a enge, a ona ra n ng, pu crecognition, or an encouraging word.This ability is vital, especially when thetasks become tiresome or difficult.
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Shepherding Leaders
Nurture the team members by.
everyone has the skills or desire to bea leader, but will thrive in thecommunity and work hard when theyknow they are cared for.
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Team-Bu ilding Leaders
Have insight into people. They seethe ri ht abilities character &chemistry that will blend to achievethe desired results. If the rightpeople are in the right slots doing theright things for the right reasons,theyll get the work done with very
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little guidance.
Entrepreneurial Leaders
Possess vision, boundless energy,an a r s - a ng sp r . eyfunction best in a start-up operation.They love being told it cannot bedone.
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Re-engineering Leaders
Would rather tune-up, heal and
lost the vision or focus. They like tosolve the problem and then move on toanother.
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Bridge-building Leaders
Are the most flexible. They have the
to listen, understand and think outsidethe box. They are very diplomatic andrelate to diverse people.
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L.E.A.D.ing Teams
Creating
Synergy andProductivity
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Conflicti
Leadership
Common Goals
Model of the Ten Essentials of Teamwork
u
RespectFor
Differences
MutualTrust
i
Self-Esteem
Interaction andInvolvement
What TeamsNeed
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Process &Content Power to
Makedecisions
OpenCommunication
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Ten Essentials of Teamwork
1. Common Goals:
Reason for being and2. Leadership:
wor ng toget er
Rationalize existence
Clear goals produce teamachievement
able to lead
Respected andinfluential individuals
Build bridges
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3. Interaction andinvolvement of all
4. Maintenance ofindividual self-esteem:
Ten Essentials of Teamwork
members:
Members mustcontribute actively
No holding back
Leaders mustknow how to get
Individual contributionsmust be heard, valuedand acknowledged
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n v ua sinvolved
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5. OpenCommunication:
6. Power to makedecisions:
Ten Essentials of Teamwork
Members canspeak their mind
Ample time shouldbe given forcommunication
Good informal
a oes e eam avethe power to change?
Team carries outdecisions
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channels
7. Attention to process andcontent:
8. Mutual trust: Treatment of each other,
Ten Essentials of Teamwork
Process used to do thework; how the workshould be done
Content of the work done;
what has to be done
leader
Discussion of howbehaviors affect trust
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9. Respect for Differences:
Disagreement and
10.Constructive conflictresolution:
Ten Essentials of Teamwork
erence w t outpunishment
Respect for the needs ofothers
If not met, can bedemotivating
ea y reso u on
Leader facilitates memberexpression of conflict
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Task and Social Dimensions
Inseparable components ofteamwork
Team leaders must workcontinually with both dimensions,as must the team members
The extent that the team does its
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,
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TASK Dimension that
SOCIAL Dimension that
Task and Social Dimensions
that team membersare to perform
Outlines the jobsand how the jobsare to be done
members feel towardone another and theirmembership on theteam
When ideas are
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developed, plans for
working together arealso developed
Preserving Dignity
Team is a diversecollection of individuals
DIGNITY
People are more
own unique characterand potential forcontribution to theteam
Conformation andsubjugation is
com or a e as par o a
group
Leader must besensitive to the need topreserve individual
dignity, to capitalize on
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differences, and to nottry to achieveconformity
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Why is this important?
Unique character and potential forcontribution
Conforming and subjugation is
degrading
Takes into consideration:
Race, gender, age, religion or culture
Capitalizes on differences
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What people fear
Groupthink
No patience to work with others would ratherbe independent
Frustration due to time demands for
consensus building
Want work to have ersonal mark
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What an effective team leader can do
Realize the need for individuality
Teamwork is an ongoing negotiation
Facilitates different views into consensus
Challenges team to meet individual needs
Provide work alone or with team
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The L.E.A.D. Model
Lead with a clear purpose
Empower to participate
Aim for consensus
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Direct the process
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What L.E.A.D. does
Includes key leadership functions:
Setting goals and objectives
Involving people
Reaching consensus
Attention to task and relationships
Ensures 10 essentials are met
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Lead with a clear purpose
Use goals as motivation for teams
Set realistic, team-oriented goals
Publish the teams goals
Have milestones to make sure theteam is going in the right direction
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Empower to participate
Give the team members the power(authority) to follow through and act onthe established goals
Team members become unmotivatedif they cannot participate in importantdecisions
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More empowerment
Help people solve problems they arecapable of solving
Encourage participation by listening
Listening and asking questions
Regularly seek team members ideas,opinions, and reactions without judging
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Even more
Allow teams to assess themselvesand determine team erformance
Positive reinforcement often
Genuine appreciation
Focus on: Consideration, Attention,and Encouragement
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Aim for consensus
Consensus?Hel eo le move toward eneral a reement
Bring as many ideas, opinions, andconflicts to the table
Help find the approach that best meets theneeds of the organization & team members
Responsibility of leader to act on decisionor to empower the team to
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Direct the process
Use various techniques to help the
Be aware of methods and practicesthat help team members work welltogether
Direct does not mean to order the
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team around
Review of Objectives
What does L.E.A.D. stand for?
How are the two dimensions related?
What does preservation of dignity haveto do with team leadership?
How can we use the L.E.A.D. model inteamwork on a regular basis?
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an s or
your time and attention
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