Download presentation
Presentation is loading. Please wait.
Published byApril Foster Modified over 8 years ago
2
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
3
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. 14-3 Copyright © 2012 John Wiley & Sons, Inc.
4
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. 14-4 Copyright © 2012 John Wiley & Sons, Inc.
5
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. 14-5 Copyright © 2012 John Wiley & Sons, Inc.
6
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. 14-6 Copyright © 2012 John Wiley & Sons, Inc.
7
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. 14-7 Copyright © 2012 John Wiley & Sons, Inc.
8
“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.
9
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.
10
Transformational Leadership Emphasizes values, vision, and intellectual stimulation. 14-10 Copyright © 2012 John Wiley & Sons, Inc.
11
14-11 Copyright © 2012 John Wiley & Sons, Inc.
12
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. 14-12 Copyright © 2012 John Wiley & Sons, Inc.
13
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. 14-13 Copyright © 2012 John Wiley & Sons, Inc.
14
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). 14-14 Copyright © 2012 John Wiley & Sons, Inc.
15
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. 14-15 Copyright © 2012 John Wiley & Sons, Inc.
16
14-16 Copyright © 2012 John Wiley & Sons, Inc.
17
Charismatic/value based Team-oriented Participative Humane-oriented Autonomous Self-protective GLOBE Leadership Dimensions 14-17 Copyright © 2012 John Wiley & Sons, Inc.
18
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 14-18 Copyright © 2012 John Wiley & Sons, Inc.
19
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. 14-19 Copyright © 2012 John Wiley & Sons, Inc.
20
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. 14-20 Copyright © 2012 John Wiley & Sons, Inc.
21
Context Collection of opportunities and constraints that affect the occurrence and meaning of behavior as well as the relationships among variables. 12- 21 Copyright © 2012 John Wiley & Sons, Inc.
22
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. 14-22 Copyright © 2012 John Wiley & Sons, Inc.
23
14-23 Copyright © 2012 John Wiley & Sons, Inc.
24
Patterning of attention Involves isolating and communicating important information from a potentially endless stream of events, actions and outcomes. 14-24 Copyright © 2012 John Wiley & Sons, Inc.
25
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. 14-25 Copyright © 2012 John Wiley & Sons, Inc.
26
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. 14-26 Copyright © 2012 John Wiley & Sons, Inc.
27
14-27 Copyright © 2012 John Wiley & Sons, Inc.
28
Power change strategies Utilized to mobilize power, exert influence over others, and get people to support planned change efforts. 14-28 Copyright © 2012 John Wiley & Sons, Inc.
29
Force-coercion strategy Uses authority, rewards, or punishments as primary inducements to change. 14-29 Copyright © 2012 John Wiley & Sons, Inc.
30
Rational persuasion strategy Attempt to bring about change through the use of special knowledge, empirical support, or rational arguments. 14-30 Copyright © 2012 John Wiley & Sons, Inc.
31
Shared-power strategy Actively involves the people who will be affected by a change in planning and making key decisions relating to this change. 14-31 Copyright © 2012 John Wiley & Sons, Inc.
32
Resistance to change Any attitude or behavior that indicates unwillingness to make or support a desired alteration. 14-32 Copyright © 2012 John Wiley & Sons, Inc.
33
What People resist about change Resistance to the change itself. Resistance to the change strategy. Resistance to the change agent. 14-33 Copyright © 2012 John Wiley & Sons, Inc.
34
Approaches to dealing with resistance Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and cooptation Explicit and implicit coercion 12- 34 Copyright © 2012 John Wiley & Sons, Inc.
35
12- 35 Copyright © 2012 John Wiley & Sons, Inc.
Similar presentations
© 2024 SlidePlayer.com. Inc.
All rights reserved.