1. EDUCAUSE 2007 Leadership… a development process for IT professionals Copyright James W. King and Kathy Notter. 2007. This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

2. Leadership… a development process for IT professionals Kathy Notter James King University of Nebraska - Lincoln EDUCAUSE Seattle October 2007

3. Leadership Tony…has it half-right in his business…When you get away from those circumstances… autocratic control tends to be a non-starter. As a decision-maker, you do want people working for you who don't see it your way because they may see an opportunity you're not looking at. http://www.forbes.com/leadership/

4. What is leadership? Integrity Persistence Learning.. Changing

5. Leadership is about…. Change technical… adaptive… Authority formal… informal…

6. What is leadership? Influence…. Motivation… Initiative… Influence…. Motivation… Initiative…

7. “A company can grow big without losing the passion and personality that built it, but only if it’s driven not by profits but by people …The key is heart….if you pour your heart into your work, you can achieve dreams others may think impossible…” Howard Schultz

8. manager… …a person who conducts business or household affairs… …makes things work…

9. L eader… …a person who has commanding authority or influence… ….leading depends on what people think they are leading… …building and developing relationships with people…

10. Leadership …. a process of influencing group members to achieve organizational goals …excellent leaders motivate employees to achieve more than minimal tasks… What makes a great leader? –Many formal theories of leadership exist –Most people have their own beliefs

11. 1. Servant 2. Transformational 3. LMX4. Situational

12. Servant Leadership Theory To serve the followers…to be a steward… Role of the follower: To become wiser, freer, more autonomous Expected Outcomes include: Follower satisfaction, development and commitment to service Societal betterment

13. Altruistic Calling Deep-rooted desire to make a positive difference in others’ lives…. Generosity of spirit; ultimate goal to serve… Puts others’ interests ahead of their own; goes beyond the call of duty to meet others’ needs…

14. Emotional Healing Commitment to and skill in fostering spiritual recovery from hardships… Encompasses being empathic and great listener… Followers turn to these leaders when they have a personal trauma…

15. Wisdom Combination of awareness of surrounding & anticipation of consequences… Have strong cognitive skill to pick up cues from the environment & understand implications… Observant & anticipatory in most functions and settings …

16. Persuasive Mapping Influences others to use sound reasoning and mental frameworks… Skilled at mapping issues or problems and conceptualizing greater possibilities… Compelling when articulating options… Encourage others to dream great futures…

17. Organizational Stewardship Prepare an organization to leave a positive legacy… Desires to make a positive contribution through community development, programs, etc… Ethic for taking responsibility for the well-being of the community… Works to develop community spirit in the workplace…

19. Effective Passive Ineffective Active CT MBE-AMBE-PLF Idealized Influence (Charisma) Inspirational Motivation Intellectual Stimulation 4 I’s Individualized Consideration Full-Range Leadership Model Transactional Transformational

20. Transformational Leadership To inspire followers to pursue organizational goals… Role of the follower: Pursue organizational goals Expected Outcomes include: Goal congruence Increased effort, satisfaction and productivity Organizational gain

21. Transformational Leadership …creating meaningful work…

22. Transformational Leadership …going beyond transactional leadership by… –articulating a vision… –breaking from the status quo… –providing goals and a plan… –giving meaning or a purpose to goals… –taking risks… –being motivated to lead… –building relationships… –demonstrating high ethical and moral standards…

23. Intellectual Stimulation –Questions –Explores –Revises Inspirational Motivation –Demonstrates Optimism –Shows Meaning –Displays Vision Individualized Consideration –Empathizes –Develops –Delegates Idealized Influence –Trusts –Identifies –Dedicates Critical Characteristics Of Transformational Behaviors

25. LMX Leadership To develop positive relationships… Role of the follower: - To develop positive relationships with leaders Expected Outcomes include: - Mutual trust - Satisfactions - Increased effort

26. LMX Leadership When leaders and followers have good exchanges or high quality relationships, they share mutual trust, feel better, accomplish more, and the overall unit performance…is enhanced…

28. Situational Leadership Develop open communication… Role of the follower: - Develop self-reliance Expected Outcomes include: - Understanding the organizations mission statement - Mutual trust

30. Situational Leadership

32. Lead from where you are Formulate goals and strategies… Maintain relationships within your team and with larger community… Build credibility and trust… Bargain, network, exercise effective influence…

33. Attributes of the High-Performance Team Rapid Response Creative Talents Task Focus Future Focus High Communication Alignment on Purpose Shared Responsibility Participative Leadership

34. Motivation Sources …intrinsic…..enjoyment of the work itself… Motivated by FUN… …instrumental….expectation of tangible rewards.. Motivated by REWARDS… …self-concept …getting positive social feedback …Motivated by REPUTATION… …self-concept...need for positive self- regard.. Motivated by CHALLENGE… …goal….belief in a cause… Motivated by CAUSE…PURPOSE…

35. Leadership Influence Tactics SOURCES - POSITION - Legitimate Reward Coercive Information - PERSONAL - Rational persuasion Referent Expert Charisma

36. Preferred Leader-Influence Tactics Influence tactics: behaviors to influence… Assertiveness Friendliness / Ingratiation Reasoning / Rationality Bargaining / Exchange Sanctioning Appeals to a higher authority Coalitions Self Promotion

37. Six "weapons of influence“ Reciprocation - People tend to return a favor. Commitment and Consistency - If people commit, verbally or in writing, to an idea or goal, they are more likely to honor that commitment. Social Proof - People will do things that they see other people are doing. Authority - People will tend to obey authority figures Liking - People are easily persuaded by other people that they like. Scarcity - Perceived scarcity will generate demand.

38. Leadership …. a process of influencing group members to achieve organizational goals …to motivate people to achieve more than minimal tasks… What makes a great leader? –Four theories of leadership –What are your beliefs? …. a process of influencing group members to achieve organizational goals …to motivate people to achieve more than minimal tasks… What makes a great leader? –Four theories of leadership –What are your beliefs?

39. Leadership… a development process for IT professionals James King 402.472.3022 jking1@unl.edu Kathy Notter 402.472.5560 knotter2@unl.edu