1. Thursday DEVELOPING LEADERS

2. Check-In Start by Reflecting: Awareness – listen carefully with eyes and hearts open Making messages Explicit – state intentions, validate assumptions, slow down Evoke the Self – feel connected, appreciative, authentic Practice Positive Regard – letting go of ego to focus on others Reflect on your best characteristic as a leader, how you will leverage it more effectively? What is your learning challenge as a leader? How will you use this opportunity to experiment?

3. Don't follow leaders Watch the parkin' meters Subterranean Homesick Blues Transformational Transactional

4. Leadership  In small groups - “develop criteria about how to judge the perfect apple.”  What did you come up with?  What has this got to do with leadership?

5. History of Leadership Thought (whirlwind version) Trait Behavioral/Style Contingency Charismatic

6. Traits “Leaders are born not made” Trait: characteristics of the person  Personality Traits  Social Traits  Physical Characteristics  ambition and energy  the desire to lead  honesty and integrity  self-confidence  intelligence  job-relevant knowledge  initiative  self-assured  helicopter Factor  good health  above/below average height  upper Socio-economic level

7. Traits - Problems  Ideal is impossible  Traits so ill-defined that they are almost useless  So many exceptions to the rule  Implied - elite officer corps who have inherited characteristics

8. Behavioral/Style Theories of Leadership Propose that specific behaviors differentiate leaders from non-leaders Style Leaders who employ a given style are seen as more effective (democratic / authoritarian)

9. The Managerial Grid 9,9 Team Management Work accomplishment is from committed people who have a “common stake” in organization’s purpose. This leads to relationships of trust and respect. 1,9 Country Club Management Thoughtful attention to needs of people for satisfying relation- ships leads to a comfortable, friendly organization atmosphere and work tempo. 1,1 Impoverished Management Exertion of minimum effort to get required work done is ap- propriate to sustain organiza- tion membership 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a mini- mum degree. 5,5 Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with main- taining morale of people at a satisfactory level. Concern for People Concern for Production 123 6789 1 5 8 9

10. Problems with Behavioral/Style Approach to Leadership Researched subordinates satisfaction, turn over, inter-group conflict Flaw - only explained at most 15% difference

11. Situational Leadership Theories Stress the importance of considering the context when examining leadership Fiedler Contingency Model Hersey and Blanchard’s Situational Theory Path / Goal Approach Substitutes for Leadership

12. Hersey and Blanchard’s Situational Theory  Follower: unable and unwilling  leader needs to give clear and specific directions (in other words, be highly directive – tell and sell)  Follower: unable but willing  leader needs to display high task orientation to compensate for the follower’s lack of ability (in other words, tell them exactly what to do)  Follower: able but unwilling  leader needs to use a supportive and participative style (in other words, sell the task)  Follower: both able and willing  leader doesn't need to do much (in other words, a laissez- faire approach will work)

13. Transactional Leader Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action. Management by Exception (passive): Intervenes only if standards are not met. Laissez-Faire Leader Abdicates responsibilities, avoids making decisions. Transactional and Transformational Leadership

14. Transformational Leader Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem-solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

15. 1.Vision and articulation. Has a vision--expressed as an idealized goal-- that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others. 2. Personal risk. Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision. 3. Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change. 4. Sensitivity to follower needs. Perceptive of others' abilities and responsive to their needs and feelings. 5. Unconventional behaviour. Engages in behaviours that are perceived as novel and counter to norms. Key Characteristics of Charismatic Leaders

16. Transactional and Transformational Leadership: Message: We Need to be Both Question: When? How will you know? How might you develop either skill set? (in 30 minutes?)

17. I know who to count on, I know who to trust Bye and Bye Accountability and Making a Difference

18. Create a Culture of Candor 1. We live in a Political World 2. Ensure the “Honest Conversation” takes place 3. Use Conflict Constructively

19. Background Political Behaviour Those activities that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. Legitimate: normal everyday behaviour Illegitimate: extreme political behaviours that violate the implied rules of the game

20. Why Do We Get Politics? Organizations are made up of groups and individuals who have differing values, different goals and different interests Resources in organizations are limited Performance outcomes are not completely clear and objective

21. Factors Influencing Political Behaviour Political behaviour Low High Individual factors High self-monitors Internal locus of control High Mach Organizational investment Perceived job alternatives Expectations of success Organizational factors Reallocation of resources Promotion opportunities Low trust Role ambiguity Unclear performance evaluation system Zero-sum reward practices Democratic decision making High performance pressures Self-serving senior managers Favourable outcomes Rewards Averted punishments

22. What Individual Factors Contribute to Politics? High self-monitors (more aware of situations) Internal locus of control (control environment) High machs (high desire for power) Organizational investment (put lots of time and effort into organization) Perceived job alternatives (lots of opportunity) Expectations of success (high belief it will work)

23. What Organizational Factors Contribute to Politics? Reallocation of rewards (change occurring) Zero-sum reward practices Promotion opportunities Role ambiguity (unclear responsibilities) Unclear performance evaluation system (subjective) High performance pressure (blame others) Political senior managers (they watch and learn) Low trust

24. Types of Dangerous Political Activity Attacking or blaming others Controlling information Forming coalitions (in and out crowds) Creating obligations Managing impressions

25. Small Group Chat Describe an incident where you saw someone engaging in political behaviour. What was your reaction to observing the political behaviour? Under what circumstances do you think political behaviour is appropriate?

26. Removing Politics Leaders Go First by: Sharing power Sharing knowledge Asking for input Making decisions based on objective data Continually remind everyone that the competition is located outside of the organization

27. How to have the Honest Conversation Break the Silence by making it safe Leaders Go First Create Conversational Rules (DeBono) Stir Debate – ask questions – Listen Get in front of employees – engage in dialogues – Listen Look for friends who will deliver bad news (to you)

28. Having the Honest Conversation “Task Force” – to seek out Truth Present ideas to senior team in form of a discussion Allows employees to be honest (without the fear of losing their jobs)

29. How will you know if you have arrived? One simple way to verify if you are getting the feedback you need is to count how many employees challenge you at your next staff meeting.

30. Create a Culture of Candor 1. We live in a Political World 2. Ensure the “Honest Conversation” takes place 3. Use Conflict Constructively

31. Topic: Conflict Management Functional conflict - helps to stimulate thought, actions, deeds. Dysfunctional conflict - destructive and negative or none offered. Org. Performance H L Level of Conflict L H

32. Approaches to Conflict Avoidance - withdrawal from conflict Accommodation - place other’s needs first Forcing - place one’s needs first Compromise - each gives up something of value Collaboration - seek solution which is advantageous to all parties

33. Conflict Management Styles forcing Satisfy own concern Desire to satisfy other’s concern low high low avoidance compromise accommodate collaborate

34. When to use 34 Avoidance – unimportant issue / unimportant relationship Accommodation – unimportant issue / important relationship (chips in the bank) Forcing – issue important / relationship not Compromise – both are moderately important (and time is tight) Collaboration – both are very important (this takes lots of time)

35. Having the Good Fight Have the Good Fight – Eisenhardt, 1997; HRB 1. Focus on the Facts Issues not personalities 2. Develop Multiple Alternatives 3. Rally around Goals Collaborations around what is best for company 4. Inject humour into process 5. Maintain balanced power structure Autocratic, Strong + Inclusive, Weak (Power vacuum) 6. Don’t force consensus Consensus with Qualification

36. After-Action Review Capture the Lessons 36 Extract lessons learned after an event in order to apply them to future activities. Emergency Response – each day Product Development – each stage Entering into new Business – test / reflect Sales – learn from wins and losses M & A – after strategy, negotiations, due diligence, and execution stages “Sustain” or “Improve” Learning in the Thick of it, Darling, 2005; HBR

37. LLL What are your takeaways?

38. Starting Well Partner up Share a story on your last, new boss What did they do at the start of their new gig that you thought … was good? … was not so good?

39. Early Start Leadership: 296 Cameron and Wright, 2015

40. Proposed Before ArrivalDay One + First 2 Weeks First 90 Days6 MonthsLong View ORIGIN Insider / Outsider HISTORY Past Experiences SELF Strengths / Weaknesses Focus: What am I getting into? RELATIONSHIPS Avoiding Isolation LEARNING Learning, Listening, Observing POWER Positional vs. Personal Focus: Who I am VISION Vision, Strategy, Tone ACTION Quick Wins TEAM Building the Team Focus: Who are YOU? ACTION Execution CYCLES Virtuous Cycles TRUST Relationship Utilization Focus: Where We are Going STYLE How to Lead SELF Personality OBJECTIVES Career Direction Focus: Let’s Get there

41. Findings

42. Leading through the Challenges: Hardiness, Stress and Relaxation The tempest may howl and the loud thunder roar And gathering storms may arise, But calm is my feeling, at rest is my soul. Lone Pilgrim

43. Stress Stress major factor in our lives. Ipsos-Reid of 1500 Canadians (2001) found that 62% reported experiencing a great deal of stress on the job. Workplace stress was bad enough to cause 34% of those surveyed to say that it had made them physically ill. Discuss causes of stress in your world (right now).

44. Managing Stress... Force Field Lewin Current Level of Functioning Driving Restraining Forces (Stressors)(Resiliency) (Reactions) You

45. Managing Stress…. EnactiveProactiveReactive Eliminate stressors *Permanent *Long time Develop resiliency *Long term *Moderate time Learn coping skills *Short term *Immediate Stressors Reactions Resiliency

46. Hardiness (Resiliency) Capacity for enduring or sustaining hardship; capability of surviving under unfavorable conditions. Bell – downsizing – 2/3 survivors had health declines; 1/3 thrived Difference: focus on Commitment (involved), Control (try to influence outcomes), Challenge (opportunity for learning) attitudes

47. Leadership Coping Technique Learn a relaxation technique “Progressive Muscle Relaxation”

48. Stress Model Hans Selye Stress Du-stress (-) Eu-stress (+)

49. LLL Who are you now? bwright@brocku.ca deborahh@athabascau.ca