Level Three Leadership 3rd Edition PowerPoint Lecture Notes

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Level Three Leadership3rd Edition

• PowerPoint Lecture Notes
• James G. Clawson

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CHAPTER 5

• Introduction
• Since leadership is about influencing others, it
  raises the question of the moral right to do so.

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• Morality, Ethics and Legality
• Morality is an individual determination of right
  and wrong. One persons moral code may differ
  markedly from anothers, and an individual may
  find an act immoral which is not unethical or
  illegal
• Ethics are the established guidelines for a group
  or institution. They are morality as applied to
  the standards of a group
• Legality refers to the prescriptions of a
  societys codified laws. In the eyes of a person
  or group, an act may be illegal without being
  immoral or unethical

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• Stakeholder perspective
• An analysis of a leadership act which identifies
  the individuals affected by that act and
  determines whether they are harmed or benefited
  by it. A leadership act which harms stakeholders
  may be immoral

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• Stakeholder analysis
• Whos involved?
• Harms and Benefits
• Roles and Responsibilities

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• Morality and Leadership
• The three-part definition of leadership involves
  several moral components
• Individuals have the right to choose whether or
  not they wish to influence others
• Among those who do choose to lead, not all have a
  morally acceptable vision, and a morally
  repugnant vision (Hitlers) can have disastrous
  consequences
• True followers follow willingly leadership
  involves influence, not coercion

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• Manipulation is causing people to do what you
  want them to do without their agreement or
  knowledge of your activity. Some managers view
  values-based leadership as manipulation. This
  book identifies two types of manipulation
• Deceptive manipulation causing people to do
  something without their knowledge of the forces
  influencing them
• Coercive manipulation overtly causing people to
  choose a different course of action than they
  would have chosen under their own free will

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• Both of these forms of manipulation are morally
  wrong because they violate one component of our
  definition of leadership that followers must
  follow willingly. Manipulation is not
  leadership.
• Level Three leadership has a moral foundation
  which consists of four cornerstones
• Truth Telling telling another person the truth
  when the truth will have an impact on that
  person. Without it, followers will be unable to
  follow willingly. Leaders must create an
  atmosphere in which others are encouraged to tell
  the truth and find it safe to do so
• Promise Keeping Willing followership is a
  function of trust, so promise keeping is
  essential to leadership

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• Fairness Follower motivation depends on the
  perception that they are being treated fairly
  (e.g. amply compensated)
• Respect for the Individual All people deserve to
  be treated with dignity. Followers who receive
  respect will confer greater respect, in return,
  on the leader
• Across a population of employees, individual
  performance tends to follow a normal
  distribution. The challenge for leaders is to
  shift the distribution to the right toward the
  extraordinary end of the scale. To this end two
  conditions must be satisfied
• All four moral cornerstones must be in place
• The leader must practice excellent leadership
  skills

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• Universality of the Moral Foundation Of Level
  Three Leadership
• Moral leadership can be learned by anyone.
• It does not require that the leader necessarily
  like everyone in the organization only that the
  leader treat everyone with respect, recognize
  each individuals potential and cultivate it.
• Commitment to moral leadership must be evident in
  a leaders behavior, because the trust and
  respect of followers is crucial to the
  performance of the organization.

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Chapter 6

• Unless you understand human behavior, how can you
  lead?
• Everyone has a mental map of human behavior. Is
  it Level 2 (conscious) or Level 3 (semi- or
  pre-conscious) or both? Whats yours?
• Every newborn child inherits two legacies
• Genetics, packets of tangible information handed
  down, is there a gene for leadership?
• Memetics, packets of intangible information
  handed down

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• Human brain has 100 billion cells, proliferating
  at 250,000 per minute at birth, each able to make
  10,000 connections to other cells. We use 1/3 of
  our brains to manage our eyesight. (How much is
  vision overrated in society (outside-in)?
  Compared with feel, for example? Inside-out)
• Genes affect behavior more than many believe,
  more than height and hair colorbrain chemistry,
  biochemistry, has a huge effect on behavior
  e.g. mild forms of major mental disorders, OCD,
  SAD, ADD, ADHD, all mild forms of autism, focal
  disorders.

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• There are three types of memes
• Distinction Naming things or people countries,
  types of people, regions
• Strategy If-then statements about causal
  influence Drinking milk makes strong bones,
  reading books makes you smarter, etc.
• Association Values about what is better or
  worse Big players are better, expensive things
  are better, littering is bad, etc

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• The importance of self-awareness, reflection,
  knowing your blind spots, JoHari Window (2x2
  matrix, SELF/OTHERS, see and not see). Henry
  Mintzberg names it one of the five key modern
  managerial skills, reflection. How willing are
  you to uncover your blind spots? Most are not,
  and succumb to Csikszentmihalyis key question,
  will you ever be anything more than a vessel
  transmitting the genes and memes of previous
  generations on to the next?

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• Newborn infants, experiencing not asking five key
  questions
• When Im cold, will I be made warm?
• When Im wet, ..
• When Im hungry, ..
• When Im alone and afraid, will I be loved?
• If insufficient answers, grow up with holes
  (Melanie Klein)
• Control and Choice theory (William Glasser)
• I know whats right for you (to newborn infant)
• I have a right to tell you whats right for you.
• I have a right (responsibility?) to punish you if
  you dont do whats right for you.

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• Generational Similarities and shared values
• Depression era
• Gen X, Gen Y, Your gen?

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The Generational Divide
Source N_Gen People Performance Inc. The Globe
and Mail March 31, 2004, C6, The Generational
Divide, Virginia Galt
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• Bases of prejudice and conflict boundaries of
  memes or VABEs. Similarities across these
  boundaries/borders.
• Whats common to all humans?
• Global regions (Asia, South America, etc.)
• National
• Sub national regions (US South and West)
• Neighborhood
• Family
• Self

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• Desire to be includedin one of these groups
  leads to the fear of rejection and the desire to
  identify them versus us.
• Motivation, viewing employees as jackasses?
  Stick and carrot.
• Real energy release? Leadership is about
  managing energybased on their genes and memes.
  HAVE to pay attention to Level Three in order to
  lead effectively.

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• How much control would you want over your
  employees if it were your firm? Impact of too
  much control? Reduces
• Energy
• Creativity
• Ownership
• Engagement, etc.