Transcript WELCOME [www.chairacademy.com]
WELCOME
Learning to Lead – Finding Your Voice
OVERVIEW: LEARNING TO LEAD
Theoretical Overview
Soar Analysis
Learning Leadership
Finding Your Voice
Assessing Your Style
Reflection
Developing a Plan
A CONFUCIAN SCHOLAR SAYS . . .
The best of all rulers is but a shadow to his subjects.
Next comes the ruler they love and praise; Next comes one they fear; Next comes the one with whom they take liberties . . . Hesitant, the best does not utter words lightly.
When his task is accomplished and his work done The people all say, “it happened to us naturally.”
Tao Te Ching
MOST ADMIRED CHARACTERISTICS
____
Ambitious
(aspiring, hard-working, striving) ____
Broad-minded
(open-minded, flexible, receptive, tolerant) ____
Caring
(appreciative, compassionate, concerned, loving, nurturing) ____
Competent
(capable, proficient, effective, gets the job done, professional) ____
Cooperative
(collaborative, team player, responsive) ____
Courageous
(bold, daring, fearless, gutsy) ____
Dependable
(reliable, conscientious, responsible) ____
Determined
(dedicated, resolute, persistent, purposeful) ____
Fair-minded
(just, unprejudiced, objective, forgiving, willing to pardon others) ____
Forward-looking
(visionary, foresighted, concerned about the future, sense of direction) ____
Honest
(truthful, has integrity, trustworthy, has character, is trusting) ____
Imaginative
(creative, innovative, curious) ____
Independent
(self-reliant, self-sufficient, self-confident) ____
Inspiring
(uplifting, enthusiastic, energetic, optimistic, positive about future) ____
Intelligent
(bright, smart, thoughtful, intellectual, reflective, logical) ____
Loyal
(faithful, dutiful, unswerving in allegiance, devoted) ____
Mature
(experienced, wise, has depth) ____
Self-controlled
(restrained, self-disciplined) ____
Straightforward
(direct, candid, forthright) ____
Supportive
(helpful, offers assistance, comforting) James M. Kouzes and Barry Z. Posner
TIMED PAIR SHARE
CHARACTERISTICS OF ADMIRED LEADERS
Characteristics HONEST FORWARD-LOOKING INSPIRING COMPETENT Percentage of Executives 2002 1995 1987 88 88 71 75 83 62 65 68 66 63 58 67
Kouzes and Posner, 2008
BENNIS ON LEADERSHIP
Characteristics Focus on Purpose, Direction, Values Commitment to Building Trust Skill in Conveying Optimism Talent for Inspiring Action to Produce Results Competencies Master Context (Environment) Know Yourself Create a Vision Communicate Meaning Build Trust Through Integrity Realize Intentions Through Actions “We can create ourselves, we do create ourselves, and the choice is ours at
each
moment and at every moment to learn the lessons of leadership.”
Anna Quindlen
VITAL LEADERSHIP PRACTICES
Model the way:
Modeling means going first, living the behaviors you want others to adopt. This is leading from the front. People will believe not what they hear leaders say but what they see leader consistently do.
Inspire a shared vision:
People are motivated most not by fear or reward, but by ideas that capture their imagination.
Note that this is not so much about having a vision, but communicating it so effectively that others take it as their own.
Challenge the process:
Leaders thrive on and learn from adversity and difficult situations. They are early adopters of innovation.
Enable others to act:
People must feel able to act and then must have the ability to put their ideas into action.
Encouragement and exhortation is not enough.
Encourage the heart:
People act best of all when they are passionate about what they are doing. Leaders unleash the enthusiasm of their followers with stories and passions of their own.
Kouzes and Posner,
The Leadership Challenge
TAKE “10” - SOAR ANALYSIS
Strengths
What do I do well? What are my greatest accomplishments?
Opportunities
What is available to me to increase my communication, knowledge, and skill for being a leader? What do I need to change, recognize, or do to grow as a leader and communicator?
Aspirations
What are my dreams? What do I want my leadership to be known for?
Results
What are the tangible, measurable items that will indicate when my goals and aspirations have been achieved?
TAKE 10 AND REVIEW
Share your results with a partner.
What does your SOAR analysis reveal?
Is there any particular area of concern?
Are your strengths and aspirations in line with the opportunities you have and the results you hope to achieve?
If NOT, what needs to be done to facilitate your success?
TIMED PAIR SHARE
BECOMING A LEADER
“Becoming a leader isn’t easy, just as becoming a doctor or a poet isn’t easy, and those who claim otherwise are fooling themselves. But learning to lead is a lot easier than most of us think it is, because each of us contain the capacity for leadership.”
Warren Bennis,
On Becoming a Leader
, 2003 (rev. ed.)
Take 10 and Review.
How did you become the leader you are?
What’s the single thing you’ve learned about being a leader that has helped you most or served you best? Video
20
TH
CENTURY LEADERSHIP THEORY
Theory
Great Man Theory Trait Leader centered Skills Leader centered Style What leaders do!
Situational Contingency Path-Goal Exchange Transformational
Era
19 th century 1940s 1950s 1960s-70s 1970s-1980s 1960s-1980s 1970s 1970s 1980s-
Comments
Innate qualities that emerge as needed (Lincoln, Gandhi, Caesar).
Innate qualities linked to skills like self confidence, determination, integrity, intelligence, sociability, etc.
Shift away from innate qualities to learnable skills: technical, human, conceptual.
Two general kinds of behaviors: task and relationship Leadership grid.
Different situations demand different styles, leader must adapt. Matches leader style to setting - linked to leader-follower relations, task, position.
How leaders motivate followers to achieve goal.
Leaders get things done through followers.
Inspire followers to do their best (also linked to Organizational Excellence).
LEADERSHIP FRAMES OF REFERENCE
Transformational:
Where the leader embraces a style that seeks to inspire action, where the ultimate reward expected may be in doing the work itself and doing it well.
Transactional:
Where the leader and the follower may negotiate for the effort required; an exchange of action for an expected reward.
Laissez-Faire:
Where the leader withdraws from taking an active role and invites followers, formally or otherwise, to lead the way. VIDEO
THE TRANSFORMATIONAL LEADER
Engages the full person
so that followers are developed into leaders.
Raises followers’ level of awareness
of the importance of achieving valued outcomes and strategies for reaching them.
Encourages followers to transcend
their own self-interest for the sake of the team, organization, or larger policy.
Develops followers’ needs
to higher levels in such areas as achievement, autonomy, and affiliation.
THE TRANSACTIONAL LEADER
Exchanges
one thing for another.
Recognizes what followers want
can get it, if their performance so warrants.
to get from their work and tries to see that they
Exchanges rewards and promises
of reward for appropriate levels of effort.
Clarifies
what will facilitate the successful attainment of objectives.
Responds to the needs and desires
followers as long as they are getting the job done.
of
THE TRANSACTIONAL OR TRANSFORMATIONAL LEADER
Indications are that
both
transformational and transactional leadership exist in some degree at all levels of most organizations.
In many cases,
both
transformational and transactional leadership are exhibited by the same leader in different amounts and intensities.
LAISSEZ-FAIRE LEADERSHIP
Indicates an absence of leadership.
Abdicates
responsibilities.
Avoids
making decisions.
Does not communicate
to followers where they stand on issues.
Generally there are
neither transactions nor agreements
with followers.
Decisions
are often
delayed
.
Feedback
, rewards, and involvement are
absent
.
No attempt to motivate
employees or to recognize and satisfy their needs.
MLQ SELF AND SUPERVISOR ASSESSMENT
To provide a method for
measuring the behaviors
constituting transformational, transactional, and laissez-faire leadership.
To identify a broad range of leadership behaviors - from highly charismatic leadership at one end to laissez-faire at the other.
Focus on transforming individuals
and organizations, while assessing those leadership behaviors that are used to motivate followers to achieve agreed upon and expected levels of performance.
CONSTRUCTS DEFINING THE MLQ
Frame of Reference Transformational Leadership Transactional Leadership Laissez-faire Leadership Domains of Assessment
Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration
Contingent Reward Management-by-Exception
Abdication, Avoidance
“These three frames of reference on leadership form a new paradigm for understanding both the lower and higher order effects of leadership.”
Roger Givens
MLQ DOMAINS/RESULTS
Domain Transformational Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration Assessing Results
Leaders who
score 3.9
or higher on a scale of 1 to 5 in this area have these attributes.
Leaders who
score 4.1
or higher on a scale of 1 to 5 in this area have these attributes.
Leaders who
score 4.0
or higher on a scale of 1 to 5 in this area have these attributes.
Leaders who
score 4.1
or higher on a scale of 1 to 5 in this area have these attributes.
MLQ DOMAIN/RESULTS
Domain - Transactional Contingent Reward Management-by-Exception Domain - Laissez-Faire Laissez-Faire Assessing Results
Leaders who
score 2.9
or higher on a scale of 1 to 5 in this area have these attributes.
Leaders who
score 1.9
or higher on a scale of 1 to 5 in this area have these attributes.
Assessing Results
Leaders who
score 1.4
or higher on a scale of 1 to 5 in this area have these attributes.
MLQ COVER SHEET: OVERALL RESULTS
Evaluator Self Sup
Multifactor Leadership Questionnaire (MLQ) Results
Pre/ Interim/ Post Pre Pre Transformational Leadership Transactional Leadership Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration Contingent Rewards Manage by Exception 3.8
4.0
4.0
4.0
3.9
3.8
4.1
4.0
3.8
3.8
2.1
2.1
Overall (MLQ) Results
Evaluator Self Sup Pre/ Interim/Post Pre Pre Transformational Leadership 3.9
4.0
Transactional Leadership 2.7
2.2
Laissez-Faire 1.6
1.4
MLQ EXPANDED RESULTS REPORT
Self I. Transformational Leadership
Pre-test Score
Your Score X In Progress 3.0
Good 3.9
Interim-test Score
3.0
4.0
Post-test Score
3.2
4.2
Advanced 4.8
5.0
5.0
Sup. Score Supervisor In Progress Good Advanced X X 3.0
3.0
3.1
4.0
4.1
4.2
4.9
5.0
5.0
Improvement Index
0.2
0.3
0.2
0.1
0.2
0.1
MLQ EXPANDED RESULTS REPORT
Your Score In Progress Self Good Advanced Sup.
Score Supervisor In Progress Good Advanced A. Idealized Influence
Pre-test Score Interim-test Score Post-test Score
X 2.9
2.8
3.1
Improvement Index
0.2
(Questions for the Idealized Influence Section):
6. I talk to those I lead about my most important values and beliefs.
Pre-test Score Interim-test Score Post-test Score Improvement Index
X 2.3
2.4
2.6
0.3
3.8
3.9
4.1
0.3
3.4
3.6
3.7
0.3
4.7
5.0
5.0
0.3
4.5
4.8
4.9
0.4
X X 3.0
3.0
3.2
4.0
4.1
4.2
0.2
0.2
2.3
2.0
2.3
0.0
3.4
3.4
3.7
0.3
5.0
5.0
5.0
0.0
4.6
4.8
5.0
0.4
MLQ REVIEW
Take 10 and Review Your MLQ Results
Examine the Summary Results.
Is there a trend?
Is the delta between self and supervisor scores statistically significant (> .5)?
What direction is the delta (higher or lower than your scores)?
Highlight areas of special interest.
Identify 2-3 areas you might like to investigate further.
Reflect on a strategy for investing time and effort linked to your MLQ results.
TIMED PAIR SHARE
LEADERSHIP ESSENTIALS Leadership Essentials
Purpose
Person
Partnership
Process
“Leadership is a complex grouping of various abilities.”
Luc Nadeau, Canada
THE WORK OF LEADERS The Work of Leaders
Crafting a Vision
Building Alignment Championing Execution
LEADING THE VIRTUAL WORKFORCE
When Virtual Distance is High:
Trust falls by 83% Job satisfaction decreases by 80% Role/goal clarity drop by 62% Leader effectiveness declines by 50% Organizational citizenship declines by 47% “If a group of typical corporate employees from the early 1980s could be time-transported into today’s interconnected, high tech, global world they would be astonished by the degree of change in the way that work is done.” Karen Sobel Lojeski
LOOKING AHEAD
The End of Leadership
Historical
Cultural
Technological
Social
A lot has changed in the past 100 years. It should be no surprise that as these changes occur, what worked then or once, may not now or ever again.
FIND YOUR VOICE
SIGNATURE VOICE Voice for Self Ability to connect with core values
.
ZONE Voice for Others Ability to connect/ align with stakeholders As leaders we may have many voices, but our signature voice is found at the intersection between our inner voice that connects us with purpose, mission, and values to our outer voice that allows us to align with key stakeholders.
IT ISN’T ROCKET SCIENCE
Keep it simple Make people your priority Communicate with your feet Simplify systems and strategy Make your mission meaningful Develop some perspective Get over yourself Say thanks every day Grant Thompson
BUILDING MY ALIGNMENT PLAN (MAP)
Plan Core Purpose/Mission Responses Learning Style Values/Beliefs Capabilities/Strengths