What is moral leadership? What is shared leadership? How do you lead across cultures? How do you lead organizational change? Copyright © 2012 John Wiley.

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Presentation transcript:

What is moral leadership? What is shared leadership? How do you lead across cultures? How do you lead organizational change? Copyright © 2012 John Wiley & Sons, Inc. 14-2

Authentic leadership  Involves both owning one’s personal experiences  values, thoughts, emotions, and beliefs, AND  acting in accordance with one’s true self  expressing what you really think and believe and acting accordingly Copyright © 2012 John Wiley & Sons, Inc.

Leader’s positive personality traits can influence followers. Self-efficacy  An individual’s belief about the likelihood of successfully completing a specific task. Optimism  The expectation of positive outcomes Copyright © 2012 John Wiley & Sons, Inc.

Hope  The tendency to look for alternative pathways to reach a desired goal. Resilience  The ability to bounce back from failure and keep forging ahead Copyright © 2012 John Wiley & Sons, Inc.

Spiritual Leadership  Includes values, attitudes, and behaviors, required to intrinsically motivate the leader and others to have a sense of spiritual survival through calling and membership.  A causal leadership approach for organizational transformation, designed to create an intrinsically motivated, learning organization Copyright © 2012 John Wiley & Sons, Inc.

Servant leadership  Based on the premise that a primary purpose of business should be to create a positive impact on the organization’s employees as well as the community.  Best demonstrated by those with a vision and a desire to serve others first rather than by those seeking leadership roles Copyright © 2012 John Wiley & Sons, Inc.

“It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead….” - John Greenleaf ( View an interesting blog on the emergent leadership philosophy of Servant-Leadership )Servant-Leadership 14-8 Copyright © 2012 John Wiley & Sons, Inc.

How strong are your leadership values? Take a quick survey based on Mick Yates’ 4E’s Leadership Framework, and receive immediate feedback results. 4E’s Leadership Framework 14-9 Copyright © 2012 John Wiley & Sons, Inc.

Transformational Leadership  Emphasizes values, vision, and intellectual stimulation Copyright © 2012 John Wiley & Sons, Inc.

14-11 Copyright © 2012 John Wiley & Sons, Inc.

Shared leadership  A dynamic, interactive influence process through which individuals in teams lead one another.  Evidenced in self-directed work teams when shared and vertical leadership is used in work settings Copyright © 2012 John Wiley & Sons, Inc.

Necessary conditions for successful team performance:  Efficient, goal-directed effort.  Adequate resources.  Competent, motivated performance.  A productive, supportive climate.  Commitment to continuous improvement and adaptation Copyright © 2012 John Wiley & Sons, Inc.

Self-Leadership Activities  A individual’s portfolio of self-influence strategies that positively influence individual behavior, and thought processes.  Behavior-focused  Behavior-focused (self observation, goal setting)  Self-rewards (reinforcing attainment of goals)  Constructive-thought-pattern (self analysis, positive self-talk, mental imagery of tasks to accomplish) Copyright © 2012 John Wiley & Sons, Inc.

GLOBE ( Global Leadership and Organizational Behavior Effectiveness Research Program )  Comprehensive, cross-cultural research study found that attributes and entities of different cultures can predict the most effective organizational practices, leader attributes and behaviors that are most effective in that culture Copyright © 2012 John Wiley & Sons, Inc.

14-16 Copyright © 2012 John Wiley & Sons, Inc.

 Charismatic/value based  Team-oriented  Participative  Humane-oriented  Autonomous  Self-protective GLOBE Leadership Dimensions Copyright © 2012 John Wiley & Sons, Inc.

 Assertiveness  Future orientation  Gender egalitarianism  Uncertainty avoidance  Power distance  Institutional collectivism  In-group collectivism  Performance orientation  Humane orientation Cultural Dimensions Associated with Leader’s Effectiveness Copyright © 2012 John Wiley & Sons, Inc.

Key applications of GLOBE  Dimensions of effective leadership must be matched with the culturally ‘endorsed’ leadership style.  Terms such as Integrity and team-oriented are important desirable leadership dimensions across most cultures Copyright © 2012 John Wiley & Sons, Inc.

Change leadership  Deals with the idea that an organization must master the challenges of change while creating a satisfying, healthy, and effective workplace for its employees Copyright © 2012 John Wiley & Sons, Inc.

Context  Collection of opportunities and constraints that affect the occurrence and meaning of behavior as well as the relationships among variables Copyright © 2012 John Wiley & Sons, Inc.

Contexts for Leadership Action  Stability  Crisis  Sudden threats to high priority goals require action with little or no response time.  Dynamic Equilibrium  Programmed change efforts shift with priorities.  Near the Edge of Chaos  Transition zone poised between order and chaos Copyright © 2012 John Wiley & Sons, Inc.

14-23 Copyright © 2012 John Wiley & Sons, Inc.

Patterning of attention  Involves isolating and communicating important information from a potentially endless stream of events, actions and outcomes Copyright © 2012 John Wiley & Sons, Inc.

Transformational change  Radically shifts the fundamental character of an organization. Incremental change Builds on the existing ways of operating, to enhance or extend them in new directions Copyright © 2012 John Wiley & Sons, Inc.

Unplanned change  Can occur spontaneously or randomly. Planned change  The result of specific efforts led by change agent. Performance gap  Represents problems to be solved or opportunities to be explored Copyright © 2012 John Wiley & Sons, Inc.

14-27 Copyright © 2012 John Wiley & Sons, Inc.

Power change strategies  Utilized to mobilize power, exert influence over others, and get people to support planned change efforts Copyright © 2012 John Wiley & Sons, Inc.

Force-coercion strategy  Uses authority, rewards, or punishments as primary inducements to change Copyright © 2012 John Wiley & Sons, Inc.

Rational persuasion strategy  Attempt to bring about change through the use of special knowledge, empirical support, or rational arguments Copyright © 2012 John Wiley & Sons, Inc.

Shared-power strategy  Actively involves the people who will be affected by a change in planning and making key decisions relating to this change Copyright © 2012 John Wiley & Sons, Inc.

Resistance to change  Any attitude or behavior that indicates unwillingness to make or support a desired alteration Copyright © 2012 John Wiley & Sons, Inc.

What People resist about change  Resistance to the change itself.  Resistance to the change strategy.  Resistance to the change agent Copyright © 2012 John Wiley & Sons, Inc.

Approaches to dealing with resistance  Education and communication  Participation and involvement  Facilitation and support  Negotiation and agreement  Manipulation and cooptation  Explicit and implicit coercion Copyright © 2012 John Wiley & Sons, Inc.

Copyright © 2012 John Wiley & Sons, Inc.