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Welcome LPEC Students!
Please:Make a name tent Take a handful of M&Ms
We will start soon…
1. Name You Want Me to Call You2. Three M&Ms (color coded answers)3. Goal you Have for the Semester
Red: Favorite hobbies Green: Favorite foods Yellow: Favorite movies Orange: Favorite places to travel Brown: Meaningful experience from the summer Blue: Wild card (interesting fact about you)
INTRODUCTIONS
Leaders and Power
ED 276A Leadership Seminar September 11-12
When you think about the word power in relation to people, what first comes to mind?
Take a moment and write down the first words that come to mind
POWER
Power defined as: The potential of an individual to influence another individual or group
People exercise power to change attitudes and behaviors of others
Power and conflict inevitable in organizations
Powerlessness also corrupts
Linda Hill: Power Dynamics in Organizations
Political Conflict in OrganizationsHill, L. Power Dyanamics in Organizations
Precipitating Factors:•Crisis•Void in Authority•Formation of competing coalitions
Prevention Factors•Thick culture of shared value•Leadership•Capacity to resolve conflict
Sources of Political Conflict•Diversity•Interdependence•Competition for scarce resources
Action of Key Players
Creativity and
Innovation
Political Infighting
Formal Authority Position in hierarchy and prescribed responsibilities
Relevance Relationship between task and organizational objectives
Centrality Position in key networks
Autonomy Amount of discretion in position
Visibility Degree to which performance can be seen by others
Hill, L. Power Dynamics in Organiztions
Sources of Positional Power:
Expertise Relevant knowledge and skills
Track Record Relevant experience
Attractiveness Attributes that others find appealing and identify with
Effort Expenditure of time and energy
Hill, L. Power Dynamics in Organizations
Sources of Personal Power
Is it effective for the individual?
Is it effective for the organization?
Is it ethical?Linda Hill
Assessing Individual Power and Influence
Distinguishes leaders and managers
Need a balance between leadership and management within organizations (and ideally in leaders/managers as individuals)
Often organizations over managed, under led
Leadership and management are distinctive and complimentary
Kotter: What Leaders Really Do
LEADERS
Coping with changePreparing people for change and helping them through it
Setting a direction
Aligning and empowering people
Motivating and inspiring
MANAGERS
Coping with complexity
Helping to bring order and consistency
Planning and budgeting
Structure/define/organize
Problem-solving
Train and delegate
Kotter: Leaders vs Manager
Challenge early in career involving risk and willingness to learn from triumphs and failures
Broadening experiences and networks
Developmentally appropriate mentoring and coaching
What makes leaders?
It is helpful to think about yourself along the dimensions of leadership and management. Which is dominant in you?
Think about the head of your organization. Are they more one or the other, a good balance? Are there a couple of people who share the role?
Personal Reflection: Leaders and Managers
Within your organization, is your power personal and/or positional?
What qualities describe your power?
Final Reflection
The most successful organizations will be “learning organizations.”
Work must become more learningful.
Peter Senge: The Fifth Discipline
Assertion: Organizations are healthy when learning occurs
Learning organizations are those that tap people’s commitment to learn at all levels and positions within the organization
Learning organizations are created Discipline: Developmental path for acquiring skills
and knowledge An approach or disposition towards knowledge
construction and relationships, *NOT* best practices or emulating a model
Peter Senge’s Fifth Discipline
Personal Mastery
Mental Models
Building Shared Vision
Team Learning
Systems Thinking: 5th Discipline drives and unifies
5 Disciplines as Ensemble
Proficiency Taking a learning stance, commitment to own lifelong learning
Deepening personal vision (self-knowing, clarity, authenticity)
Reflective versus reactive (mindfulness)
Rare
Personal Mastery
Assumptions, values and beliefs that shape our understanding and perception of the world.
“Filters” for knowledge construction that keep us from having new insights
Dispositions for Inquiry Self-knowing and Reflectivity Learning to accept Disequilibrium and
Uncertainty. Opening up to new thinking(think of Rogoff and Gonzalez-Mena’s work in
ECE)
Mental Models
Goals and values that are shared across an organization…not just the leaders
United visions or “pictures” of the future, collective mission
Commitment to the long term
Not forced compliance
Building Shared Vision
Starts with dialogue, “thinking together”
Suspending assumptions and defenses, all become aware of what undermines learning
Key is looking for a “larger picture” beyond any individual perspective
Team Learning
We tend to focus on “snapshots” of isolated parts of a system (islands and silos)
Seeing ourselves as part of a larger system “The whole”…connected versus separate
Learning to think about consequences of our actions (or in-actions)
Systems Thinking
o I am my positiono The enemy is out thereo The illusion of taking chargeo The fixation of eventso The parable of the boiled frogo The delusion of learning from experienceo The myth of the management team
Organizational Learning Disability
o Trait Theory
o Behavioral Theory
o Contingency Theory
o Inspirational TheoryCharismatic LeadershipTransformative Leadership
Leadership Theories
Big Five (predictive)Extroversion* (includes ambition and energy)Conscientiousness*Openness to new experiences*AgreeablenessEmotional Stability
Newer Theories: Emotional Intelligence (empathy)
Trait theory helpful for leadership identification—emergence and appearance of leaders—but does not identify who will be effective as a leader
Trait Theory (Who You Are)
Ohio State Studies• Initiating structure (organizing work, well-
defined tasks, goals and deadlines)• Consideration (mutual trust, respect for
employee ideas, regard for feelings)
University of Michigan Studies• Employee-oriented (interpersonal emphasis)• Production-oriented (task oriented)
Behavioral Theory (What You Do and How Well it Works)
Fiedler Model
Leaders-Member Exchange Theory (LMXO)
Path-Goal Theory (Robert House)
Contingency Theories(Depends on the Situation)
Establishes leadership style using Least Preferred Coworker Questionnaire
Assumes leadership style fixed (change the leader to fit the situation, change the situation to fit the leader)
Assesses style in terms of Leader-member relations Task structure Position power
Fiedler Contingency Model
Leaders relationships not all the same due to time, establishes a special group with some
In-group and out-group categorized and relationships stable over time
Based on personality characteristics and competence
In group members higher performance ratings, lower turnover intentions, greater satisfaction with supervisors, and higher overall satisfaction
Leader-Member Exchange Theory (Contingency)
Robbins and Judge, Chap 11 Leadership
The Path-Goal Theory (Contingency)
Environmental Contingency
Factors•Task structure•Formal Authority System•Work Group
Subordinate Contingency Factors
•Locus of Control•Experience•Perceived Ability
Outcomes•Performance•Satisfaction
Leader Behavior•Directive•Supportive•Participative•Achievement Oriented
Vision, willingness to take personal risks to achieve vision
Sensitivity to followers’ needs and exhibits extraordinary behaviors
Articulates appealing vision, high performance expectations, sets new values by example, emotional contagion
Do-able (Yes We Can!)
Charismatic Leadership (Inspirational) Theory
Motivate their followers by guiding them in the direction of the established goals by clarifying role and task requirements.
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 correct action.
Management by Exception: (passive) Intervenes only if standards are not met.
Laissez-Faire: Abdicates responsibilities, avoids making decisions.
Robbins and Judge, Chap. 11, Leadership
Transactional Leaders
Pay attention to the concerns and needs of followers
Help followers look at problems in new ways
Excite and inspire followers to put out extra effort to achieve group goals
Encourage followers to be innovating and creative
Encourage followers to question established authority
Robbins and Judge, Chap 11. Leadership
Transformational Leaders:
Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.
Inspirational Motivation: 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.
Robbins and Judge, Chap 11. Leadership
Transformational Leaders
Effective
Transformational
Active
Passive
Ineffective
Transactional
Full Range of Leadership Model
Laissez-faire
Management by Exception
Contingent Reward
Individualized Consideration
Intellectual Stimulation
Inspirational Motivation
Idealized Influence