1. 1 Day 4 AM Objectives Organizational change leadership Create a definition of transformational leadership Strategic and executive change leadership – understand how enterprise level change impacts throughout – up, down, inward, outward (client, marketplace) 5D thinking – understanding and using multiple perspectives Creating a Plan That Works – Mapping the Transitional Time Line

2. 2 Motivational Theories NeedsIndividual Differences CognitiveSituational

3. 3 Maslow Does your strategy threaten their current statusd on the pyramid? Does your strategy threaten anything in their circle of motivation?

4. 4 Understanding Motivation Maslow’s Hierarchy of Needs – The Pyramid of Motives The Bulls Eye of Context How does this affect an executive’s global communication strategy and positioning?

5. bullseye

6. 6 Motivating & Influencing Others Is it easier to motivate people to take action when the context is closer or further away from the bulls eye?

7. 7 Maslow’s Hierarchy of Needs The Pyramid of Motives Existence Needs Relationship Needs Fulfillment Needs Self-fulfillmentSelf-actualization Esteem (Self-respect & feelings of success) Achievement (according to societal norms), love & feelings of belonging Safety (security, order, stability) Physiological Needs (Hunger, thirst, shelter, body comforts, heat, etc.) External Internal

8. 8 Maslow’s Hierarchy of Needs The Pyramid of Motives Existence Needs Relationship Needs Fulfillment Needs Self-fulfillmentSelf-actualization Esteem (Self-respect & feelings of success) Achievement (according to societal norms), love & feelings of belonging Safety (security, order, stability) Physiological Needs (Hunger, thirst, shelter, body comforts, heat, etc.) External Internal What happens when the pyramid is disrupted? How can a leader counteract the disruption to a team, an individual contributor, and the organization’s culture.

9. 9 Maslow’s Hierarchy Self-fulfillmentSelf-actualization Transcendence: To help others find To help others find self-fulfillment and realize their potential Self-Actualization: to find self-fulfillment and realize one’s potential

10. 10 Leader Motives Leader’s need for power –personalized –socialized –measurable (projective tests) Thematic Apperception Test Miner’s Sentence Completion Scale

11. 11 Thematic Apperception Test Write a story about a picture

12. 12 Leadership Motive Patterns Successful Managers –Defined: High subordinate morale and productivity –Above average power –Achievement > affiliation –Moderate levels of activity inhibition ATT, 1982 –High achievement => successful low level mgr –Moderate - high power, low affiliation, and high inhibition => successful other managers –r =.33

13. 13 Motivation to Manage vs. Sources of Power Sources of PowerMotivation to Manage Expert Willingness to do routine tasks Referent Relationships with authority Reward Desire for recognition & advancement Coercive Activity & assertiveness Legitimate Visible difference from followers; Desire to exert influence The top 10% in career advancement were high in both task and relations orientation.The bottom quarter were laissez faire.

14. 14 Implications Leader effectiveness = f(need for [socialized] power, situation, degree of inhibition) –Measured by performance ratings, promotions organization performance Limitations of study results –Inconsistent results (technical vs non-technical) –Effective leaders inhibit own needs –Interactions between leader & follower needs

15. 15 Transformational and Transactional Leadership Leadership and Performance Beyond Expectations, Bass, 1985 Contrast between transformational & transactional leaders’ skills & abilities –vision, rhetorical skills, etc. –ability to develop strong emotional bonds with followers –inspiration ability –reliance on goal-setting and rewards Something we won’t talk about: laissez-faire leadership

16. 16 Multifactor Leadership Questionnaire Transformational Transactional Hi Lo

17. 17 MLQ Factors Leader behaviors –Transformational –Transactional –Laissez-faire Leader effectiveness –Extra effort –Effectiveness –Satisfaction Based on 360 0 ratings

18. 18 MLQ Transformational Factors Idealized attributes Idealized behaviors Inspirational motivation Individualized consideration Intellectual stimulation Charismatic qualities Vision & character Coaching & concern Follower alignment Take a stand Clarify purpose Consider ethics Set high standards Enthusiasm Encouragement Individual needs Listening Coaching Challenge assumptions Encourage dialog Stimulate ideas

19. 19 MLQ Transactional Factors Contingent reward Active management-by- exception Passive management- by-exception Goals, rewards, & resources Performance monitoring & correction Extreme problem attention Path-Goal transactions Clarify expectations Negotiate Enforce rules Correct mistakes Wait for problems

20. 20 MLQ Laissez Faire Factors Avoid responsibilities Absent at critical times Failure to follow through Avoid expressing opinions on critical issues

21. 21 33 independent empirical studies Measures of performance in banks, military, state, oil drilling (financial, combat readiness, department performance) MLQ Validation

22. 22 MLQ Implications for Transformational Leadership Additional attributes and qualities explain variance related to leadership outcomes Generalizes across types of organization and hierarchy levels Providing a better understanding of leader’s disposition => better selection, training, results

23. 23 Transitional Timeline Determine the ending phase that you want to move them to on the Transitional Timeline™. Your influencing goal might not be to complete the Transitional Timeline ™. For example, if someone is resisting listening to your ideas during meetings, you simply might want them to explore some options. NOTE: The Transitional Timeline model can be shortened or extended, heightened or compressed within any phase.

24. 24 Positive Emotional Impact Peak Performance Zone 1. Denial 2. Resistance 3. Sabotage Negative Emotional Impact 4. Depths of Suffering 5. Exploration 6. Acceptance 7. Narrowing Options 8. Making Decisions 9. Commitment 10. Achievement * * * * * * Transitional Time Line™ Heighten Lessen Shorten Emotional Impact Time Line Periods