LEVELS OF LEADERSHIP Joyce Osland SJSU

Historical View of Leadership Strong Man long agopresent Transactor Visionary HeroSuperLeader

Level One Behaviors Managerial fad (short- term programs) Artifacts, buildings, physical things Level Two Conscious thought Intentional organization design (structure & systems) Espoused theories, the “talk” fads Level Three Values, assump- tions, beliefs,ex- pectations Organizatio nal culture & operating values Theories in action, the “walk” & underlying assumptions Org. AnalysisOrg. ActivityHuman Activity

THE 7S MODEL Shared Values Systems Structure Style SkillsStaff Strategy FIT

“I keep trying to hire a pair of hands, and they keep showing up with bodies and heads attached.” Henry Ford

What are VABEs?  Semiconscious values and beliefs developed over time about how the world should be  “Shoulds,” “oughts”  Source: Inherited from family and culture Developed from personal experience

Why Does Leadership Have to Take into Account Levels Two and Three?  More likely to result in high performance  Level One ignores two major sources of motivation for people – what they think and what they believe and feel  More powerful form of leadership  VABEs affect thought and though affects behavior

Level Three Leadership Costs Benefits  Front-loaded, time consuming to learn followers’ VABEs Committed firms may have:  Overwork  Burnout  Committed employees  Less likely to have alienated employees  High quality work  Satisfied customers  Greater survival probability

Learning to Recognize VABEs  Recognize your own and other’s  Unlearn some VABEs – put yourself in situations that make you question your beliefs  Develop influence skills based on your new insights on why people behave as they do  Reexamine roles and strategies in designing and leading organizations

Moral Foundation of Effective Leadership  Truth telling  Promise keeping  Fairness  Respect for the individual