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What is moral leadership?

What is shared leadership?


How do you lead across cultures?
How do you lead organizational change?

Copyright 2012 John Wiley & Sons, Inc.

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Authentic leadership
Involves both owning ones personal

experiences
values, thoughts, emotions, and beliefs, AND

acting in accordance with ones true self


expressing what you really think and believe

and acting accordingly.


Copyright 2012 John Wiley & Sons, Inc.

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Leaders positive
personality traits can
influence followers.

Self-efficacy
An individuals belief about the likelihood
of successfully completing a specific task.

Optimism
The expectation of positive outcomes.
Copyright 2012 John Wiley & Sons, Inc.

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Hope
The tendency to look for alternative

pathways to reach a desired goal.

Resilience
The ability to bounce back from failure

and keep forging ahead.

Copyright 2012 John Wiley & Sons, Inc.

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Spiritual Leadership
Includes values, attitudes, and behaviors,

required to intrinsically motivate the leader and


others to have a sense of spiritual survival
through calling and membership.
A causal leadership approach for organizational

transformation, designed to create an


intrinsically motivated, learning organization.

Copyright 2012 John Wiley & Sons, Inc.

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Servant leadership
Based on the premise that a primary

purpose of business should be to create a


positive impact on the organizations
employees as well as the community.
Best demonstrated by those with a vision

and a desire to serve others first rather


than by those seeking leadership roles.

Copyright 2012 John Wiley & Sons, Inc.

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It begins with the natural feeling that one


wants to serve, to serve first. Then conscious
choice brings one to aspire to lead.
- John Greenleaf

( View an interesting blog on the emergent


leadership philosophy of Servant-Leadership
)
Copyright 2012 John Wiley & Sons, Inc.

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How strong are your leadership values?


Take a quick survey based on Mick Yates
4Es Leadership Framework, and
receive immediate feedback results.

Copyright 2012 John Wiley & Sons, Inc.

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Transformational Leadership
Emphasizes values, vision, and

intellectual stimulation.

Copyright 2012 John Wiley & Sons, Inc.

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Copyright 2012 John Wiley & Sons, Inc.

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Shared leadership
A dynamic, interactive

influence process through


which individuals in teams
lead one another.
Evidenced in self-directed work teams
when shared and vertical leadership is
used in work settings.
Copyright 2012 John Wiley & Sons, Inc.

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Necessary conditions for successful


team performance:
Efficient, goal-directed effort.
Adequate resources.
Competent, motivated performance.
A productive, supportive climate.
Commitment to continuous improvement and

adaptation.

Copyright 2012 John Wiley & Sons, Inc.

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Self-Leadership Activities
A individuals portfolio of self-influence

strategies that positively influence individual


behavior, and thought processes.
Behavior-focused (self observation, goal setting)
Self-rewards (reinforcing attainment of goals)
Constructive-thought-pattern (self analysis,

positive self-talk, mental imagery of tasks to


accomplish).
Copyright 2012 John Wiley & Sons, Inc.

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GLOBE (Global Leadership and


Organizational Behavior Effectiveness
Research Program)
Comprehensive, cross-cultural research study

found that attributes and entities of different


cultures can predict the most effective
organizational practices, leader attributes and
behaviors that are most effective in that culture.
Copyright 2012 John Wiley & Sons, Inc.

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Copyright 2012 John Wiley & Sons, Inc.

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GLOBE Leadership Dimensions

Charismatic/value based

Team-oriented

Participative

Humane-oriented

Autonomous

Self-protective

Copyright 2012 John Wiley & Sons, Inc.

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Cultural Dimensions Associated


with Leaders Effectiveness

Assertiveness

Future orientation

Gender

collectivism

egalitarianism

In-group collectivism

Uncertainty

Performance
orientation

avoidance

Institutional

Power distance

Copyright 2012 John Wiley & Sons, Inc.

Humane orientation

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Key applications of GLOBE


Dimensions of effective leadership must be

matched with the culturally endorsed


leadership style.
Terms such as Integrity and team-oriented

are important desirable leadership


dimensions across most cultures.

Copyright 2012 John Wiley & Sons, Inc.

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Change leadership
Deals with the idea that an organization

must master the challenges of change


while creating a satisfying, healthy, and
effective workplace for its employees.

Copyright 2012 John Wiley & Sons, Inc.

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Context
Collection of opportunities and constraints

that affect the occurrence and meaning of


behavior as well as the relationships
among variables.

Copyright 2012 John Wiley & Sons, Inc.

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Contexts for Leadership Action


Stability
Crisis
Sudden threats to high priority goals require action
with little or no response time.

Dynamic Equilibrium
Programmed change efforts shift with priorities.

Near the Edge of Chaos


Transition zone poised between order and chaos.

Copyright 2012 John Wiley & Sons, Inc.

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Copyright 2012 John Wiley & Sons, Inc.

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Patterning of attention
Involves isolating and communicating

important information from a potentially


endless stream of events, actions and
outcomes.

Copyright 2012 John Wiley & Sons, Inc.

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Transformational change
Radically shifts the fundamental character

of an organization.

Incremental change
Builds on the existing ways of
operating, to enhance or
extend them in new
directions.

Copyright 2012 John Wiley & Sons, Inc.

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Unplanned change
Can occur spontaneously or randomly.

Planned change
The result of specific efforts led by change agent.

Performance gap
Represents problems to be solved or opportunities
to be explored.

Copyright 2012 John Wiley & Sons, Inc.

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Copyright 2012 John Wiley & Sons, Inc.

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Power change strategies


Utilized to mobilize power, exert

influence over others, and get


people to support planned change
efforts.

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Force-coercion strategy
Uses authority, rewards, or punishments as

primary inducements to change.

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Rational persuasion strategy


Attempt to bring about change through the

use of special knowledge, empirical


support, or rational arguments.

Copyright 2012 John Wiley & Sons, Inc.

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Shared-power strategy
Actively involves the people who will be

affected by a change in planning and


making key decisions relating to this
change.

Copyright 2012 John Wiley & Sons, Inc.

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Resistance to change
Any attitude or behavior that indicates

unwillingness to make or support a desired


alteration.

Copyright 2012 John Wiley & Sons, Inc.

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What People resist about


change
Resistance to the change itself.
Resistance to the change strategy.
Resistance to the change agent.

Copyright 2012 John Wiley & Sons, Inc.

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Approaches to dealing with resistance


Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and cooptation
Explicit and implicit coercion
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Copyright 2012 John Wiley & Sons, Inc.

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