Team presentations positive or negative experience

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Team presentations positive or negative
experience
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Topic 4 Leadership

• Examine the concept and application of leadership
  in the workplace.

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Historical shifting of company capital

• INDUSTRIAL AGE - physical assets
• Land
• Labour
• Building
• Plant
• Equipment
• Raw materials
• FOCUS command control of the what

INFORMATION KNOWLEDGE AGE - intellectual
assets People Patents Processes Skills and
knowledge Technologies Customers Suppliers Experie
nce FOCUS leadership and facilitation - enabling
others to create the how
Stephenson 2002
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Leadership vs management

• LEADERSHIP - preparing for the future, promotes
  change
• Big picture perspective
• Strategic perspective
• Visionary and values-based leadership
• Developing others
• Teamwork
• Influencing
• Commanding
• Managing ambiguity
• Leveraging diverse knowledge
• Efficiency and effectiveness
• Decision making
• Achieving results

• MANAGEMENT - efficiency productivity
• Organising
• Coordinating
• Planning
• Allocating

Stephenson 2002
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What is leadership?

• The essential nature of leadership is its power
  to influence the behaviour of people towards
  achieving the goals considered by the leader to
  be important.
• Emphasis centres on building networks of engaged
  followers who share the meaning of the desired
  outcomes with the leader.
• Leadership is an influence relationship among
  leaders and followers who intend real changes
  that reflect their shared purposes (Rost 1993)

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What is leadership?

• Leadership is not about telling people what to
  do. It is not saying this is the appropriate
  direction for us to follow. It is not about
  command and control. Leadership is about helping
  others develop their own understanding of what is
  important in helping an organisation move towards
  its vision. Leadership is all about helping
  others realise their potential. (Reilly 1999)

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Sun Tzu

• The Art of War 500BC
• Moral influence - spirit of mission - belief that
  the purpose is morally sound
• Weather - outside forces
• Terrain - marketplace
• Commander - leadership
• Doctrine - guiding principles values

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Leadership

• Prepare people for the changes which need to
  occur for the organisations vision to be a
  reality
• People to look further than the needs of their
  own team or department and look at also achieving
  the goals of the organisation
• Leadership can be learned

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Emotional intelligence

• Heart of leadership
• Recognising and dealing effectively with the way
  people think and feel
• Self-control, realness
• Empathy and listening
• Getting into the hearts and minds of your people
• Dealing with individual differences

Stephenson 2002
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Attaining superior results through...

• INFLUENCING - individual outside our direct
  control
• SYNERGISING - peers
• ENABLING - individuals for whom we are
  responsible
• ENERGISING - individuals
• TRUSTING - people believing in the reliability of
  the organisation through the consistency of
  leaders in walking the talk of the vision and
  values.

Stephenson 2002
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Power

• Location of power
• Whose advice is sought and followed?
• Whose criticism counts?
• Whose ideas carry weight?
• Whose opinion causes others to change theirs?
• At whom do people look when they make a
  recommendation?
• Who confides in whom?
• Who backs whose decisions?

Stephenson 2002
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Its not what you know, but who you know!

• Personal selling critical success factors
• Selling your views, ideas and yourself to others
• Networking to expand your contact base of allies
• Effectively negotiating with others within and
  outside your immediate work environment

Stephenson 2002
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Developing a pool of alliances
Anyone you seek to know or they seek to know
you A contact who may have an interest or need
to develop an alliance with you A contact who
looks like having such and interest or need An
ongoing informal liaison and mutual support with
allies

• CONTACT
• LEAD
• PROSPECT
• ALLIANCE

Stephenson 2002
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Vision and values

• Weak vision and values create the need for
  greater rules and controls, stifling creative
  energy and even encouraging employees to engage
  in safe pursuits - a formula for mediocrity.
• Not a shopping list on a wall
• Truly lived by all - especially management

Stephenson 2002
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Vision

• People need to make personal meaning of the
  vision for their work performance to be changed
• People need to establish a shared understanding
  of the vision and values

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Influence

• A leaders prime tool to cause others to expend
  efforts directed towards achieving organisational
  goals
• Influence is the exercise of power - a force to
  bring about behavioural change
• Power to force actions from others (coercion)
• Power to sway, persuade, cause individuals to
  become followers through participation in the
  achievement of outcomes that have mutual meaning
  (engagement)

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Influence

• The power to influence derived through vision,
  values, inspiration and engagement
• Leaders Followers
• influence

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Trust

• Leaders reassure followers that change can be
  mastered
• Voice of the will of the group
• Trust based on the practice of values such as
  integrity, openness, honesty, respect and
  fairness
• Empowers others to increase and use their own
  abilities (Kanter)

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Leadership behaviour

• Level of employee participation and allocation of
  power
• Depends upon the attributes of
• The leader
• The employees
• The situation

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Leaders adapt their style according to...
The leader
The situation
The people
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Attributes of the leader

• Dominant leadership style
• Need for control and certainty
• Tolerance for ambiguity and surprise
• Propensity to allocate power
• Patterns of behaviour are hard to break - but
  they can be changed
• What is your dominant style? Does this suit all
  employees and situations?

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Attributes of the employees

• Capability, interest and acceptance of
  responsibility
• Allocate greater power to employees if
• They have the knowledge and experience
• They have an interest in the issue and
  appreciation of its importance
• They have an understanding of, and agree with,
  the goals of the organisation
• Desire autonomy, responsibility and growth
• Are able to tolerate uncertainty and ambiguity,
  as opposed to need for structure
• Have previous involvement in decision making

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Attributes of the situation

• Urgency...
• Greater employee involvement is called for when
  information relevant to the problem is widely
  dispersed in the organisation and when employee
  acceptance is critical to the implementation of
  whatever decision is made
• Leaders communication of their involvement in
  the decision making process

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Employee participation

• Tell them
• Sell them
• Check with them
• Include them
• Involve them

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360 degree leadership
Committees, boards, bosses
Customers, suppliers, community
LEADER
Peers
Staff
Stephenson
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Leaders in Adelaide

• Describe your leader.
• Which characteristics does your team most admire?
  
• Which characteristics does your team least
  admire?
• Which position of the power-influence continuum
  is most dominant for your leaders behaviour?
• When is there deviation for this position and
  why?

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Organisational culture

• Organisational culture is the sum of the values,
  beliefs, expectations, norms, rituals,
  communication patterns, symbols, heroes, and
  reward structures. These all rely on previous
  events involving the organisation and in effect,
  they are the organisational memory.
• It is culture that defines the boundaries,
  creates a sense of identity, provides stability
  for the organisation and its sub-units, and
  determines how they interact.

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Tutorial questions

• Miller case qu5 (p47-51) answer the first 4
  questions
• OR
• Fisher case at end of topic 4 answer 4 of the
  10 questions

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Johnson Bros case study

• Click to start

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Mid-term paper

• Submit draft of question 1