Transcript Workshop Title - OmniGovTraining

EEOC Executive Leadership Conference
Debyii L. Sababu-Thomas, Ph.D., Presenter
Howard University
May 5, 2011
Introductions & Objectives
Part I
Back to Basics:
Leadership Lessons
Part II
Understanding Inertia:
Organizational Perspectives
Part III
Improving Organizational Climate:
Climatic Conditions and Concerns
Part IV
Enhancing Motivation
Motivating, and Motivated
Part V
The Executive Inertia Effect
Executive Decisions – Organizational Destinies
Summary and Conclusion
Back to Basics:
Leadership Lessons
Leadership is one of the most observed and
least understood phenomena on earth.
James MacGregor Burns
Definition(s) of leadership
The process of influencing the activities of an organizes group
toward goal setting and goal attainment (Stodgill- 1950)
The process of influencing individuals and groups within an
organization, helping them in the establishment of goals and
guides them toward achievement of those goals thereby
allowing them to be effective (Navahandi, 2003)
The process of utilizing human (symbolic) communication to
modify (influence) the attitudes and behaviors of others in order
to meet shared group goals and needs . ( Hackman & Johnson,
2009)
Four themes common to all definitions
1.
Exercise of influence
2.
Process
3.
Group involvement
4.
Collaboration
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“Great Man” Theory
Trait Theory
Functional Theories
Styles Theories
Situational Theories (Contingency)
Behavioral Theories
Participative Theories
Management Theories (Transactional)
Relationship Theories (Transformational)
“Leadership is about how you use the influence and trust that
people grant you to define necessary change and chart the
future direction of the organization. Management is about
how you earn that influence and trust in the first place.
Management is how we demonstrate our competence, business
acumen and organizational ability. Management is how we
show that we will be fair, inclusive and trustworthy in the way
we use power.
Most important, the way we manage establishes the standards
of ethical conduct to which we hold ourselves and our
teammates. “
(Kenneth D. Lewis, Former Chairman and Chief Executive Officer at Bank of
America )
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Planning
Budgeting
Organizing
Controlling
Supervising
Staffing
Problem-solving
Daily Actions that
influence
Long-term Effectiveness
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Vision
Initiation
Direction
Motivation
Delegation
Mobilization
Establishing
Coordination
Decision-Making
Long-term Objectives
that impact
Daily Productivity
◦ Authoritarian
◦ Laissez-Faire
◦ Democratic
Emotional Managerial/Leadership
Styles
◦ The
◦ The
◦ The
◦ The
◦ The
◦ The
Visionary Leader
Coaching Leader
Affiliative Leader
Democratic Leader
Pace-setting Leader
Commanding Leader
Golman, Boyatsiz & Mckee (2004)
Understanding Inertia:
Organizational Perspectives
ScientificInertia is Newton’s First Law of
Gravity. It is the tendency of a body to stay
in motion while in motion or at rest while at
rest unless acted upon by another force
Organizational InertiaOrganizational Inertia is a property by virtue of
which the organization remains in its pace constantly. It
will be moving in all dynamics with a same speed.
Some times it may also appear that the whole
organization is just static and not moving at all.
Dayanand L Guddin, (2010) BOBST Inc. India
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Insight
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Action
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Psychological
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Managerial models
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Learning
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Structural
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Directional
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Time-based
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Descriptive
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Multi-level
Improving Organizational
Climate:
Climatic Concerns and Conditions
“The climate of the organization is more crucial than
are communication skills or techniques
(taken by themselves) in creating an effective organization.”
Charles Redding, Pursue University, 1972
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Climate is the name for the general conditions
of temperature and precipitation for an area
over a long period of time.
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The climate of a region is determined by three
basic factors: temperature, wind and
precipitation
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Organizational Climate is defined as the
recurring or sustained patterns of behavior,
attitudes and feelings that characterize life in
the organization. (HR Cite, 2009)
The relatively enduring quality of the internal
environment of the organization that
a) Is experienced by its members
b) Influences the behavior of its members
and
c) Can be described in terms of the values of
a particular set of characteristics or
attributes of the environment.
(Taguiri and Litwin, 1968)
The internal emotional tone of an organization
based on how comfortable organizational
members feel with one another and with the
organization
(Kreps, 1990)
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Involvement
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Work Pressure
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Co-worker Cohesion
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Clarity
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Supervisor Support
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Managerial Control
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Autonomy
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Innovation
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Task Orientation
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Physical Comfort
P. Sadasivinu
Defensive
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Discourages flow of
information
Evaluative
Manipulative
Indifferent to needs of
others
Superior
Special privileges
Supportive
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Encourages the flow of
information
Descriptive and Nonjudgmental
Spontaneous
Empathic and
concerned
Egalitarian
Provisional
Gibbs, (1999)
Supportiveness
Credibility
Openness
Participatory Decision Making
Emphasis on High Performance Goals
Enhancing Motivation
Motivated and Motivating
“Managers (Leaders) should always remember that in many cases,
they cannot motivate subordinates because only they can motivate themselves.
However, even in these cases, managers can foster the conditions in which
it is easier for people to motivate themselves.”
(Stephen Condrey, 2010)
Definitions----
Motivation
(Psychology)
MOTIVATION is an internal state or condition
(sometimes described as a need, desire, or want) that
serves to activate or energize behavior and give it
direction
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internal state or condition that activates behavior and
gives it direction;
desire or want that energizes and directs goaloriented behavior;
the arousal, direction, and persistence of behavior.
Huitt, W. (2001). Motivation to learn: An overview. Educational
Psychology Interactive.
Motivation is the ability to change behavior.
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It is a drive that compels one to act because human behavior
is directed toward some goal.
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Intrinsic- comes from within based on personal interests,
desires, and need for fulfillment.
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Extrinsic (external) factors such as rewards, praise, and
promotions also influence motivation.
Encyclopedia of Business and Finance
Content Theories
Maslow’s
Herzberg’s Two-Factor Theory
McClelland’s Needs Theory
Process Theories
Vroom: Expectancy Theory
Adams: Equity Theory
Lock & Latham: Goal Setting Theory
Reward Systems
External and Tangible Rewards
Inner Satisfaction and External Inducements
QWL (Quality of Working Life)
Job Design
Job Characteristics
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Use goals
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Ensure that goals are
perceived as attainable
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Individualize rewards
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Link rewards to
performance
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Check the system for
equity
Use recognition
Show care and concern
for employees
Don’t ignore money
Robins and Coulture, 2007
The Executive Inertia Effect
Executive Decisions & Organizational Destinies
Executive Insight….
The Effective Executive….
Warren Bennis once said that
“Leaders are people who do the right thing; and
managers are people who do things right.”
But
Peter Drucker asserts that
Effective Executives
Do the Right Things the Right Way!!
Executive Insight….
The Effective Executive….
Effective Executives
Do the Right Things the Right Way!!
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Ask what needs to be done
Ask what’s right for the organization
Develop action plan(s)
Take responsibility for decisions
Take responsibility for communication
Run productive meetings
Think “We” not “I”
Lead with humility and trustworthiness
Executive Insight….
Effective Executives Recognize the
Qualities that Employees Want Most
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To work for efficient managers
To think for themselves
To see the end result of their work
To be informed
To be listened to
To be respected
To be recognized for their efforts
To be challenged
To have opportunities for growth
Executive Insight….
Effective Executives Recognize their
Top Ten Deal-Breakers
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Negative and condescending attitudes
Refusing to affirm employees.
Keeping knowledge to oneself
Being unorganized and reactive
Not trusting of others
Being judgmental and overly critical
Limiting employee participation
Taking credit for other peoples work
Providing little direction or goals
Making work monotonous, mindless & miserable!!
Executive Insight….
Effective Executives Recognize their
Top Ten Destiny-Makers
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Notice each individual
Be personable: Say Thank-you, even a smile
can make a big difference.
Make staff feel respected and valued
Share your experience and knowledge
Be confidence about people.
Be honest and trustworthy
Don’t take personal credit for their success
Create a blame-free culture
Set developmental goals
Make work meaningful!!
Executive Insight….
Effective Executives
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5.
Produce the Inertia Effect
Enhance organizational climate
Motivate their employees and themselves
Always take time to learn more about
themselves, their employees, their
organizations and their communities
Make the difference between
Good and GREAT Organizations
Conclusion