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A true leader has the condence to stand apart, the courage to make tough decisions and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one through his actions and the integrity of his intent. Douglas MacArthur
Christopher Howard-Williams September 2013
OBJECTIVES
1. Form an understanding of some of the different ways of looking at leadership 2. Start the process of collective discovery 3. Serve as a springboard for future learning during the MBA programme
The morning will be spent with a mix of small group discussion, videos, games, lecture and plenary debate
CONTENTS
e f a : t Fir s
e m t u o b a s d r o ww
1. LEADERSHIP CHARACTERISTICS
The only thing that matters in art is the part which cannot be explained
Georges Braque
OVER 850
denitions of leadership
THOUSANDS
books, articles and theses on the subject
You are going to see two videos After you have seen them, get into small groups of 5 or 6 and identify some characteristics you saw in the lms that you associate with leadership The characteristics could be personal attributes of the leader or contextual factors that facilitate leadership You will have 20 minutes
pentatonic scales the dancing man
SOURCES OF POWER
Status
M y b ob
n i r r cFe
Budgetary and organisation rules used to reward, punish and give resources from legitimate position of authority
Th e
Persona
Personality used to build networks and to gain access to people and information
i c n Da
y u g ng
Expertise
Knowledge of business, the organisation, Experience its environment and cause & effect outcomes used to control situations
11
CONVICTIONS / CONNECTIONS
DOUG MCKENNA
Strong Convictions
Values, belief, passion Vision, goals Credibility, authority Personal golden rules Sense of what is right
Weak
Value & respect for others Coherence of dialogue Authenticity of relations Awareness of others needs Recognition you cannot succeed alone
12
Strong Connections
LEADERSHIP IS SITUATIONAL
Performance Relations Satisfaction Commitment Trust
Climate
Context
Capabilities
Priorities
Who said sit down? Ive got four words for you
y r a n o i V is g n i r i p s In c Heroi
DISCUSSION
Discuss some great leaders you have known during your career What attributes do/did you admire? Think also of poor leaders you have have observed. What made them poor in your eyes? Present one of each (1 great, 1 poor) to the group
ve a h s r e Lead to n o i t a n mi r e t e d a achieve
Leade rs enroll their v people in ision th optimi rough sm Weak
Strong Connections
Leadership Job Where you are dependent for your results on people you dont control
Then
Management Job Where you are dependent for your results on people you control directly Individual Contributor Jobs
Now
John Kotter
MANAGEMENT / LEADERSHIP
What companies do Decide what needs to be done Create capacity to accomplish the goal LEADERSHIP LEADERSHIP Coping Coping with with change change Set direction Create the vision Develop strategies Align people Communicate the new direction Push people to make the coalitions required to do the job Motivate and inspire Get people to move in the right direction in spite of obstacles Appeal to human values and emotion Involve people in creating strategies
21
MANAGEMENT Coping with complexity Plan and Budget Create detailed steps Allocate resources Organise and Staff Create an organisation structure Staff the organisation Communicate plans Control and Problem Solve Monitor progress against plan Read and write reports Attend meetings Solve problems
John Kotter
MANAGMENT - LEADERSHIP
Hi
Leadership
Vision & direction Aligning Inspiring & motivating
Death Bed !
Predictability Short term results Difculty adapting to changes Elephant, dinosaur, ...
Lo
Management
Hi
EXERCISE
You will each be given one picture (some may have two) When placed together in sequence, the pictures tell a story Your task is to recreate the story You may not show your picture to anyone else but you may describe it to anyone you want Once you agree on the correct sequence, place the pictures on the ground FACE DOWN in the right order Once a picture is on the ground, you may not pick it up or change its place
sources
3. DEVELOPING AS A LEADER
Every business person knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid - but not extraordinary - intellectual abilities and technical skills that was promoted into a similar position and then soared
Daniel Goleman
TRANSITIONS
Focus
Manager Department Manager General Manager CEO
Career progression
Talent
The seed
Technique
Building on the talent through training, practise, experience, coaching,
26
Temperament
State of mind enabling talent and technique to be expressed under any conditions
Christopher Howard-Williams
Others
Social Awareness
Management
Awareness
Aware of emotions & moods Empathy towards others and their impact on others Identifying and Developing Talent Motivation Accurate self assessment Cross-cultural sensitivity ar t s d n Self condence Sense ofeservice a e rag v a n Passion & Drive tob achieve e e rs w o t t e c a f s e e c c n n Optimism in face of Failure llige iffere e t d n f i o l a n % o 0 i ot el, 9 m v e Organisational e l o t r o i e l n b e Self Management Social Skill At s ibutaCommitment r t t a e r a s r Think before Acting Persuasiveness performe Suspend Judgement Managing Relationships Trustworthiness & Integrity Building Networks Comfort with Ambiguity Change agent Hold Openness to Change Teamwork
27
What are my personal values? Do I t with the organisation I am in? What responsibility do I take for my relationships? Understand others Manage my own communications
FURTHER READING
Peter Ducker The Essential Drucker Stephen Covey The 7 habits of highly effective people Henry Mintzberg Managers not MBAs Daniel Goleman What makes a leader? (article) Warren Bennis