1. Mgt. 667 – Leadership Rex Mitchell Spring 2006

2. What is Leadership?

3. Leadership: art of mobilizing others to want to struggle for shared aspirations Power: potential ability to influence behavior, events …get people to do things they would not do otherwise Influence, politics: processes & actions through which potential power is used

4. What is “effective” leadership? Think of one of the most effective leaders you have experienced directly List some key characteristics &/or actions that made her/him effective

5. Characteristics of Admired Leaders Honest (Integrity) Forward-looking Competent Inspiring Intelligent Fair-minded Broad-minded Supportive Straightforward Dependable Cooperative Determined... (K&P p.25)

8. Are these: Traits - innate & relatively fixed Skills - abilities differ, skills can be developed Style - behaviors: task and relationship Situational - adapt style (mix of directive & supportive) to situation Contingent - leader/follower/situation match: task and relationship

9. Skills Model of Leadership

10. Typical Styles Model of Leadership

11. Situational Model of Leadership

12. Some Other Leadership Approaches Path-goal approach – want to enhance employee performance & satisfaction by focusing on motivation (expectancy theory) Leader-member exchange theory – focuses on interactions between leaders & followers, individualized Transformational leadership – changes & transforms individuals & organizations

13. Leadership Leaders don't create followers, they create more leaders. [Tom Peters]

14. In every block of marble I see a statue; see it as plainly as though it stood before me, shaped and perfect in attitude and action. I have only to hew away the rough walls which imprison the lovely apparition to reveal it to other eyes, as mine already see it. [Michelangelo]

15. A leader is best when people barely know he exists. Not so good when people obey and acclaim him. Fail to honor people, they fail to honor you. But of a good leader, who talks little, when his work is done, his aim fulfilled, they will say, "We did this ourselves.“ [Lao-tse, Tao Te Ching]

18. Studying the K & P Book Focus on the Five Leadership Practices & Ten Commitments of Leadership Two commitments for each practice Book is organized around these, ch. 3-12

19. Studying the K & P Book (cont.) Read Preface and ch. 1-2 for general Study list of 5 Practices & 10 Commitments For ch.3-12, re one commitment each: –Read one-page summary at end –Read chapter, including examples –End up with understanding of that commitment & some possible actions

20. Engaging With Readings What are my reactions to this: thoughts, feelings? What do I agree with, like, want to remember and use? Why? What do I disagree with, wish were different, would change, would expand on...? Why? What connections & expansions can I make from my experience?

21. What Leaders Do & What Constituents Expect

22. In groups: What do you agree with, like, want to remember? What do you disagree with, would change, would expand on...? Report out

23. Leadership Good leadership is an understandable and a universal process There are shared patterns to the practice of leadership They can be learned K&P describe leadership first as a personal journey of exploration and then as a rallying of others

24. Core theme: leadership is a relationship...between those who aspire to lead and those who choose to follow The domain of leaders is the future...long-term development of people and institutions so they can adapt, change, prosper, and grow. Leadership development is ultimately self- development

25. We must become the change we wish to see in the world. - Mahatma Gandhi

26. Credibility Hard to earn and sustain Easy to lose Almost impossible to regain If you don't believe in the messenger, you won't believe the message Do what you say you will do

27. K&P’s Five Practices Model the way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

28. With Ten Commitments of Leadership Model the Way –Find your voice –Set the example Inspire a Shared Vision –Envision the future –Enlist others Challenge the Process –Search for opportunities –Experiment and take risks

29. Ten Commitments, cont. Enable Others to Act –Foster collaboration –Strengthen others Encourage the Heart –Recognize contributions –Celebrate values and victories

30. SELF-ASSESSMENT INSTRUMENTS Learning objective: personal/leadership development Instruments help focus this development No right or wrong answers; are for your benefit Some questions may seem too restrictive, don’t overthink Some instruments on web Order LPI materials, possibly Myers-Briggs Do before class, including scoring them (don’t read ahead!)

31. Prepare to Start LPI Purchase online - Self and Observer forms Do Self soon Get at least three peers to do Observer inventories, not bosses or subordinates Better to use peers outside present job, if possible Use is strictly to help you plan development You get observer forms, see me to enter data in report software All entered before we meet on 4/27

32. Instrument 1: Clarifying Your Work Values Have rankings (1 highest) In different groups: –Compare rankings –Discuss differences, especially largest ones –Not to change or develop consensus Report out

33. Next Week K&P ch. 3-6 For each K&P chapter 3-12: identify at least two of what you regard as most important points: – –One from the two essentials and discussion at the first of the chapter – –One from action steps Prep Clif Bar case Get LPI Observer forms out Order Myers-Briggs, if appropriate Form permanent peer learning groups next week

34. Engaging With Readings What are my reactions to this: thoughts, feelings? What do I agree with, like, want to remember and use? Why? What do I disagree with, wish were different, would change, would expand on...? Why? What connections & expansions can I make from my experience?