2. J.Lee Whittington, Ph.D. University of Dallas College of Business National Catholic Development Conference September 2013

3.  What does an over-managed, under-led organization look like?  Could an organization be over-led and under-managed? What would that look like?

4. Are you a Manager or a Leader?

5. ACTIVITYMANAGEMENT (Coping With Complexity) LEADERSHIP (Coping With Change) What Needs to be Done? Planning and budgeting: establishing detailed steps and timetables for achieving needed results, then allocating the resources necessary to make it happen Establishing direction: developing a vision of the future – often distant future – and strategies for producing the changes needed to achieve that vision Source: John Kotter on What Leaders Really Do

6. ACTIVITYMANAGEMENT (Coping With Complexity) LEADERSHIP (Coping With Change) Create Network to Accomplish Agenda Organizing and staffing: establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation Aligning people: communicating direction in words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies and that accept their validity Source: John Kotter on What Leaders Really Do

7. ACTIVITYMANAGEMENT (Coping With Complexity) LEADERSHIP (Coping With Change) Ensure the Job Gets Done Controlling and problem solving: monitoring results, identifying deviations from plan, then planning and organizing to solve these problems. Motivating and inspiring: energizing people to overcome major political bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs Source: John Kotter on What Leaders Really Do

8. ACTIVITYMANAGEMENT (Coping With Complexity) LEADERSHIP (Coping With Change) Consequence Produces a degree of predictability and order and has the potential to consistently produce the short-term results expected by various stakeholders (e.g., for customers, always being on time; for stockholders, being on budget) Produces change, often to a dramatic degree and has the potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive) Source: John Kotter on What Leaders Really Do

9. Integration and Balance between Leadership and Management X Management X LeadershipLeadership X X X X 1. Where leaders & managers are currently: 2. Where they should be: according to markets, products, customers and people

10. Lots of random communication Lots of random communication Loose structure Loose structure Break all the rules Break all the rules Too much structure and process Too much structure and process Narrowly channeled communication Real-time communications Dilemma: Adaptively innovate and consistently execute Chaos Trap Bureaucratic Trap Effective process management allows innovation and streamlined execution to co-exist Follow all the rules Follow all the rules Adaptive culture Semistructures

11. Transformational Leader Flexibility and Discretion Stability and Control Transactional Managers Internal Focus and Integration ADAD BCBC 50 40 30 20 10 30 20 40 50 External Focus and Differentiation

12. Leadership Skills Interpersonal Skills Knowledge of the Business

13. Level 5 Leaders b uild enduring greatness through a paradoxical blend of personal humility and professional will. They practice the discipline of the “window and the mirror.”

14. The Most Effective Leaders Utilize a Full-Range of Leadership Behaviors

15. Effective Active Passive Ineffective Laissez-faire Contingent Reward 1 Inspirational Motivation 2 Mgt by Exception – Passive 1 Mgt by Exception - Active 1 Idealized Influence 2 Intellectual Stimulation 2 Individualized Consideration 2 1- These leader behaviors are typically described as Transactional Leadership 2-These leader behaviors are typically described as Transformational Leadership

16.  Intellectual stimulation shows the degree to which you encourage others to be creative in looking at old problems in new ways, create an environment that is tolerant of seemingly extreme positions, and nurture people to question their own values and beliefs and those of the organization.

17.  Question Assumptions  Encourage followers to employ intuition  Entertain ideas that may have seemed silly at first  Create imaginative visions  Ask followers to rework the same problems they thought they had solved  See unusual patterns

18.  Individualized consideration indicates the degree to which you show interest in others’ well-being, assign projects individually, and pay attention to those who seem less involved in the group.

19.  Answer followers with minimum delay  Show concern for follower well-being  Assign tasks on the basis of individual needs and abilities  Encourage two-way exchange of ideas  Be available when needed  Constantly encourage self-development  Effectively mentor, counsel, and coach peers and followers

20.  Idealized influence indicates whether you hold subordinates’ trust, maintain their faith and respect, show dedication to them, appeal to their hopes and dreams, and act as their role model.

21.  Set examples for showing determination  Display extraordinary talents  Take risks  Create a sense of empowerment in followers  Show dedication to “the cause”  Create a sense of joint mission  Deal with crises  Use radical solutions  Engender faith in others

22.  Inspirational motivation measures the degree to which you provide a vision, use appropriate symbols and images to help others focus on their work, and try to make others feel their work is significant.

23.  Provide meaning and challenge  Paint an optimistic future  Mold expectations that create self-fulfilling prophecies  Think ahead  Take a first step – often with risk to oneself

24.  Contingent reward shows the degree to which you tell others what to do in order to be rewarded, emphasize what you expect from them, and recognize their accomplishments.

25.  Clarify Expectations about the job and the results you expect  Answer the question: “What does a good job look like?”  Create a clean line of sight between results and rewards  Don’t promise rewards you cannot deliver  Keep your promises!

26.  Pygmalion Effect  Shaping expectations through Contingent Reward  The Personal Management Interview

27. “Participative”“Coaching” “Delegated”“Telling” Task Behavior Relationship Behavior Low High

28. “I start with the premise that the function of leadership is to produce more leaders, not more followers.”

29.  Watch Me  Do It With Me  You Do It, I Watch  You Do It

30. You Do It, I Watch Do it With Me You Do ItWatch Me

31.  Will you be a self-serving leader who uses his power to benefit yourself and advance your personal agenda?  Will you be a servant-leader who uses his power to serve others?

32.  “The best test, and most difficult to administer, is this: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged in society; will they benefit, or, at least, not be further deprived.” Robert Greenleaf, Servant Leadership, 1977

33. Identify and remove obstacles Provide the resources and tools that are needed Clarify expectations Give timely and performance-based feedback Affirm the person, even when you don’t approve of the performance