Thursday DEVELOPING LEADERS. Check-In Start by Reflecting: Awareness – listen carefully with eyes...

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Thursday

DEVELOPING LEADERS

Check-In

Start by Reflecting: Awareness – listen carefully with eyes and hearts

open Making messages Explicit – state intentions, validate

assumptions, slow down Evoke the Self – feel connected, appreciative,

authentic Practice Positive Regard – letting go of ego to focus

on othersReflect on your best characteristic as a leader, how you

will leverage it more effectively? What is your learning challenge as a leader? How will you use this opportunity to experiment?

Don't follow leadersWatch the parkin' meters

Subterranean Homesick Blues

TransformationalTransactional

Leadership

In small groups - “develop criteria about how to judge the perfect apple.”

What did you come up with?

What has this got to do with leadership?

History of Leadership Thought(whirlwind version)

TraitBehavioral/

StyleContingencyCharismatic

Traits“Leaders are born not made”

Trait: characteristics of the person Personality Traits Social Traits Physical Characteristics

ambition and energy the desire to lead honesty and integrity self-confidence intelligence job-relevant knowledge initiative self-assured helicopter Factor good health above/below average height upper Socio-economic level

Traits - Problems

Ideal is impossible Traits so ill-defined that

they are almost useless So many exceptions to

the rule Implied - elite officer

corps who have inherited characteristics

Behavioral/Style Theories of Leadership

Propose that specific behaviors differentiate leaders from non-leaders

Style Leaders who employ a given style are

seen as more effective (democratic / authoritarian)

The Managerial Grid

9,9 Team ManagementWork accomplishment is fromcommitted people who have a “commonstake” in organization’s purpose. Thisleads to relationships of trustand respect.

1,9Country Club ManagementThoughtful attention to needsof people for satisfying relation-ships leads to a comfortable,friendly organization atmosphereand work tempo.

1,1Impoverished ManagementExertion of minimum effort toget required work done is ap-propriate to sustain organiza-tion membership

9,1 Authority-ObedienceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that human elements interfere to a mini-mum degree.

5,5Middle-of-the-Road ManagementAdequate organization performance is possible through balancing the necessity to get out work with main-taining morale of people at a satisfactory level.

Con

cern

for

Peop

le

Concern for Production

1 2 3 6 7 8 9

1

5

8

9

Problems with Behavioral/StyleApproach to Leadership

Researched subordinates satisfaction, turn over, inter-group conflict

Flaw - only explained at most 15% difference

Situational Leadership Theories

Stress the importance of considering the context when examining leadership

Fiedler Contingency Model Hersey and Blanchard’s Situational

Theory Path / Goal Approach Substitutes for Leadership

Hersey and Blanchard’s Situational Theory

Follower: unable and unwilling leader needs to give clear and specific directions (in

other words, be highly directive – tell and sell) Follower: unable but willing

leader needs to display high task orientation to compensate for the follower’s lack of ability (in other words, tell them exactly what to do)

Follower: able but unwilling leader needs to use a supportive and participative

style (in other words, sell the task) Follower: both able and willing

leader doesn't need to do much (in other words, a laissez-faire approach will work)

Transactional Leader • Contingent Reward: Contracts exchange of

rewards for effort, promises rewards for good performance, recognizes accomplishments.

• Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.

• Management by Exception (passive): Intervenes only if standards are not met.

Laissez-Faire Leader • Abdicates responsibilities, avoids making decisions.

Transactional and Transformational Leadership

Transformational Leader

Charisma: Provides vision and sense of mission, instills pride, gains respect and trust.

Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality, and careful problem-solving.

Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

1.Vision and articulation. Has a vision--expressed as an idealized goal--that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.

2. Personal risk. Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision.

3. Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change.

4. Sensitivity to follower needs. Perceptive of others' abilities and responsive to their needs and feelings.

5. Unconventional behaviour. Engages in behaviours that are perceived as novel and counter to norms.

Key Characteristics of Charismatic Leaders

Transactional and Transformational Leadership:

Message: We Need to be Both Question: When? How will

you know? How might you develop either

skill set? (in 30 minutes?)

I know who to count on, I know who to trust

Bye and Bye

Accountability and Making a Difference

Create a Culture of Candor

1. We live in a Political World2. Ensure the “Honest

Conversation” takes place3. Use Conflict Constructively

BackgroundPolitical Behaviour

Those activities that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. Legitimate: normal everyday behaviour Illegitimate: extreme political behaviours

that violate the implied rules of the game

Why Do We Get Politics?

Organizations are made up of groups and individuals who have differing values, different goals and different interests

Resources in organizations are limited Performance outcomes are not

completely clear and objective

Factors Influencing Political Behaviour

Political behaviour

Low High

Individual factors

• High self-monitors• Internal locus of control• High Mach• Organizational investment• Perceived job alternatives• Expectations of success

Organizational factors

• Reallocation of resources• Promotion opportunities• Low trust• Role ambiguity• Unclear performance

evaluation system• Zero-sum reward practices• Democratic decision making• High performance pressures• Self-serving senior managers

Favourable outcomes

• Rewards• Averted punishments

What Individual Factors Contribute to Politics?

High self-monitors (more aware of situations)

Internal locus of control (control environment)

High machs (high desire for power) Organizational investment (put lots of time

and effort into organization) Perceived job alternatives (lots of

opportunity) Expectations of success (high belief it will

work)

What Organizational Factors Contribute to Politics?

Reallocation of rewards (change occurring) Zero-sum reward practices Promotion opportunities Role ambiguity (unclear responsibilities) Unclear performance evaluation system

(subjective) High performance pressure (blame others) Political senior managers (they watch and

learn) Low trust

Types of Dangerous Political Activity

Attacking or blaming others Controlling information Forming coalitions (in and out

crowds) Creating obligations Managing impressions

Small Group Chat

Describe an incident where you saw someone engaging in political behaviour.

What was your reaction to observing the political behaviour?

Under what circumstances do you think political behaviour is appropriate?

Removing Politics

Leaders Go First by: Sharing power Sharing knowledge Asking for input Making decisions based on objective

data Continually remind everyone that the

competition is located outside of the organization

How to have the Honest Conversation

Break the Silence by making it safe Leaders Go First Create Conversational Rules (DeBono) Stir Debate – ask questions – Listen Get in front of employees – engage in

dialogues – Listen Look for friends who will deliver bad

news (to you)

Having the Honest Conversation

“Task Force” – to seek out Truth Present ideas to senior team in form of

a discussion Allows employees to be honest (without

the fear of losing their jobs)

How will you know if you have arrived?

One simple way to verify if you are getting the feedback you need is to count how many employees challenge you at your next staff meeting.

Create a Culture of Candor

1. We live in a Political World2. Ensure the “Honest Conversation” takes

place

3. Use Conflict Constructively

Topic: Conflict Management

Functional conflict - helps to stimulate thought, actions, deeds.

Dysfunctional conflict - destructive and negative or none offered.

Org. Performance

H

LLevel of Conflict

L H

Approaches to Conflict

Avoidance - withdrawal from conflict Accommodation - place other’s needs

first Forcing - place one’s needs first Compromise - each gives up something

of value Collaboration - seek solution which is

advantageous to all parties

Conflict Management Styles

forcing

Satisfy own concern

Desire to satisfy other’s concernlow high

high

low

avoidance

compromise

accommodate

collaborate

When to use

34

Avoidance – unimportant issue / unimportant relationship

Accommodation – unimportant issue / important relationship (chips in the bank)

Forcing – issue important / relationship not Compromise – both are moderately

important (and time is tight) Collaboration – both are very important

(this takes lots of time)

Having the Good Fight

Have the Good Fight – Eisenhardt, 1997; HRB

1. Focus on the Facts• Issues not personalities

2. Develop Multiple Alternatives3. Rally around Goals

• Collaborations around what is best for company4. Inject humour into process5. Maintain balanced power structure

• Autocratic, Strong + Inclusive, Weak (Power vacuum)

6. Don’t force consensus • Consensus with Qualification

After-Action ReviewCapture the Lessons

36

Extract lessons learned after an event in order to apply them to future activities. Emergency Response – each day Product Development – each stage Entering into new Business – test / reflect Sales – learn from wins and losses M & A – after strategy, negotiations, due

diligence, and execution stages “Sustain” or “Improve” Learning in the Thick of it, Darling, 2005; HBR

LLL What are your takeaways?

Starting Well Partner up Share a story on your last, new

boss What did they do at the start of

their new gig that you thought … was good?… was not so good?

Early Start Leadership: 296

Cameron and Wright, 2015

Proposed

Before Arrival Day One + First 2 Weeks

First 90 Days 6 Months Long View

 ORIGIN

Insider / Outsider 

HISTORYPast Experiences

 SELF

Strengths / Weaknesses

Focus: What am I getting into?  

 RELATIONSHIPSAvoiding Isolation

 LEARNING

Learning, Listening, Observing

 POWER

Positional vs. Personal

Focus: Who I am  

 VISION

Vision, Strategy, Tone 

ACTIONQuick Wins

 TEAM

Building the Team

Focus: Who are YOU? 

 ACTIONExecution

 CYCLES

Virtuous Cycles 

TRUSTRelationship Utilization

Focus: Where We are Going

 STYLE

How to Lead 

SELFPersonality

 OBJECTIVES

Career Direction

Focus: Let’s Get there

Findings

Leading through the Challenges: Hardiness, Stress and RelaxationThe tempest may howl and the loud

thunder roarAnd gathering storms may arise,

But calm is my feeling, at rest is my soul.Lone Pilgrim

Stress Stress major factor in our lives. Ipsos-Reid

of 1500 Canadians (2001) found that 62% reported experiencing a great deal of stress on the job. Workplace stress was bad enough to cause 34% of those surveyed to

say that it had made them physically ill. Discuss causes of stress in your world (right now).

Managing Stress ...

Force Field

Lewin

Current Level of Functioning

Driving RestrainingForces Forces

(Stressors) (Resiliency) (Reactions)

You

Managing Stress….

Enactive Proactive Reactive

Eliminate stressors

*Permanent

*Long time

Develop resiliency

*Long term

*Moderate

time

Learn coping skills

*Short term

*Immediate

Stressors Reactions

Resiliency

Hardiness (Resiliency) Capacity for enduring or sustaining

hardship; capability of surviving under unfavorable conditions.

Bell – downsizing – 2/3 survivors had health declines; 1/3 thrived

Difference: focus on Commitment (involved), Control (try to influence outcomes), Challenge (opportunity for learning) attitudes

Leadership Coping Technique

Learn a relaxation technique

“Progressive Muscle Relaxation”

Stress Model

Hans Selye Stress Du-stress (-) Eu-stress (+)

LLL

Who are you now?

bwright@brocku.ca deborahh@athabascau.ca

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