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.

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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.

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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.

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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.

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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.

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