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1 Take The Leadership Self Assessm ent PSSST! Ron, Give them the - PDF document

Dec 19, 2022 •45 likes •175 views

Leadership Fram ew orks W e Rely On G. Ronald Gilbert EMBA Residency January 16, 2015 Today s Objectives: Define the characteristics of executive leaders who motivate those with whom they work. Review the leadership competencies

  1. Leadership Fram ew orks W e Rely On G. Ronald Gilbert EMBA Residency January 16, 2015 Today ’ s Objectives:  Define the characteristics of executive leaders who motivate those with whom they work.  Review the leadership competencies model from which our EMBA program is framed.  Describe the leadership seminars program from Seminar I through Seminar IV.  Gain insight into the leadership paradox you all face when leading within the organization (associates reporting to you, peers with whom you work, top managers and those beyond your unit’s boundaries).  Introduce the Leadership Characteristics model from which your 360 degree leadership assessment will rely.  Review levels of decision making from the executive’s role. According to HR Magazine What is the major reason people choose to leave their jobs? USA Today , April 21, 2008; 5B an95 1

  2. Take The Leadership Self Assessm ent PSSST! Ron, Give them the handout! Share The Three That You W ant To I m prove As A Leader W hen I n The EMBA  The three leadership skills I want to learn to do better. Four Leadership Sem inars I. Leading Self (Know thyself, Lead self) ◦ January 15-17 ◦ February 7 ◦ April 4 II. Influencing Others; Building Relationships (360 leadership assessment and development, Leading others, leading change) ◦ May 30 ◦ June 27 ◦ July 25 2

  3. III. Executing and Decision Making (leading others in teams, negotiation, managing conflict, problem solving, analytics and consensus building) ◦ August 29 ◦ October 10 ◦ December 5 IV. Strategic Thinking and Implementation (organizational effectiveness, organizational improvement, strategic implementation, and getting to WOW! for the customer). ◦ January 23, 2016 ◦ March 19. 2016 ◦ April 16, 2016 Your Personal Coach Monique Catoggio ( Monique.Catoggio@fiu.edu) Leadership and Organizational Success--Just A Start…. In Peter Drucker’s words: “Leadership is all about results” Organizational performance cannot be attained in the absence of a leadership Leaders must have the ability to attract/influence their subordinates, be able to set clear standards of performance and act as a best role model to their peers and subordinates . (Pradeep & Prabhu, 2011) 3

  4. Some Thoughts About Leadership It is a lifestyle Leaders create other leaders intentionally and vicariously (role models) Value centered Decision makers and problem solvers Natural team builders Build on diverse opinions and perspectives Create conducive cultures Know the message and communicate it Make change work Inspire the best from those who work with them Converse effectively across multiple layers within the organization Customer focused Effective Leadership Characteristics Across 6 2 National Cultures Being trustworthy Seeing and planning ahead Being optimistic, dynamic and inspiring Communicating, informing, and coordinating others House, et.al., Global Leadership I neffective Leadership Characteristics Across 6 2 National Cultures These are universally disliked: Irritable Egocentric Autocratic House, et.al., Global Leadership 4

  5. Good to Great: Jim Collin’s Leadership I nsights Level V Leadership: Humble, intense determination, self effacing, and more concerned about the prosperity of the company than themselves. Get great people and put them on the right seat on your bus Confront the brutal facts Rely on a disciplined culture as opposed to a controlling top down bureaucratic organizational design Leadership Character Model Respect Responsibility Positive Psychological Attitudes Passion I ntegrity Other Attributes of Great Leaders Empathy Initiative/Persistence Lack of Blame Accountability Humility Courage Emotional Mastery Focus on the Whole Authenticity Get the Job Done Respect Responsibility Adapted from H. Turknett and C. Turknett “Decent People, Decent Company,” Davis-Black Publishing, 2005 5

  6. The Dark Side Of Leadership Many managers who are bright, hard working, ambitious, and technically competent fail because they are perceived as: Arrogant  Emotional • Vindictive  • Compulsive Untrustworthy  • Over-controlling Selfish  • Insensitive Abrasive • Aloof  Too ambitious • Unable to make  Irritable decisions  • Autocratic Our Program I s Designed To Help You Add To Your Executive Leadership Bucket Transformation To “Greatness” Now I n Your Group: Share And Decide On Four Of The Most I m portant Characteristics Of A Leader W ho W ould Get The Best From You 1. 2. 3. 4. 6

  7. Trait Theories Seven traits seemed to separate leaders from non-leaders:  Intelligence  Ambition and energy  High self-monitoring  Desire to lead  Job-relevant  Honesty and knowledge integrity  Self-confidence A Caveat:  Traits do a better job at predicting the emergence of leaders than in actually distinguishing between effective and ineffective leaders  Some people are born with leadership traits, but effective Leaders need to be taught Visibility  Leaders need to be highly visible to those they lead  Absentee leaders are rarely effective leaders (“We would like to see you more often—we don’t think you understand what we are up against” OR “He’s too busy, I don’t want to interrupt him”) 7

  8. Four Vital Leadership Roles You Play Am ong Those Of Your Leadership Netw ork Employee s Leaders Others Outside Meeting the needs of each can be very “tricky” Peers Which do you actually attend to the most? The Leader’s Playing Field W ithin The Organizational System —The “Leadership Paradox” Your Greatest Role Conflicts? ( i.e., Role Relationship Most Difficult To Manage?) Leaders Others Peers Outside Employees 8

  9. I n My Ow n Research On Leadership Effectiveness…. Relational Transparency (Authenticity) 1. Partner to others 2. Organizational followership 3. Calming influence 4. Team player 5. Organizational outreach How W e Spend Our Tim e At W ork List the five things you do that occupy your time at work each day: 1. 2. 3. 4. 5. Leadership and Managem ent Behaviors—( W rite Them Dow n) Leadership behaviors Management behaviors ◦ Build a shared vision and ◦ Plan, organize, control supportive culture ◦ Delegate ◦ Inspire—find the gifts among all ◦ Push decisions downward whom you lead and build on ◦ Make every product right them ◦ On time delivery ◦ Listen to your people ◦ Personnel, finance, equipment, ◦ Be fair and talk straight— supplies demonstrate integrity in all that ◦ Involve your customers and you do suppliers as partners ◦ Partner with those you lead ◦ Manage time ◦ Develop your employees ◦ Problem solve ◦ Build pride of worksmanship ◦ Work hard, be dependable ◦ Create opportunities for others to succeed and share in the joy of accomplishment together ◦ Be the role model—be the change that you want to see in others 9

  10. Review Your Managem ent and Leadership Behaviors  Look at the five most critical things you listed on the previous slide  Which are management behaviors and which are leadership behaviors? The Leader Or Manager Debate Are you a (choose one): ___Leader? ___Manager? ___Both? Three Leadership Keys To Greatness—From Bob Farrell Enthusiasm Encouragement Integrity 10

  11. W hat Did You Find Most Helpful From Bob Farrell’s Film ? Key Leadership Principle Those you lead do not need another ropes course, picnic, pizza or party at your home They need engagement and meaning gained through their work and you, as their leader, can be very influential in enabling that to happen See article http://usat.ly/12soTX1 Pssst! Hey Ron, look at that one guy! He is starting to doze off! 11

  12. Exec Mgr Mgr Supv Supv Supv Routine Decisions and I nfluencing Outcom es judgm ents  You make decisions  Like hiring a person, you not only make a of choice. choice, but you can  You can’t improve influence the their outcome once performance of the you make them. person. ◦ Investments  Same with projects ◦ Purchase office you lead—select the furniture deadlines and them ◦ Holiday party decorum make them happen! Basic Decision Making Com petence Placing Com petitive Managing For Strategic Bets Success  Decisions that relate to  Doing better than how well you do rivals, compared to others.  Moving into a new  Here you must market. anticipate the moves of  Leading, rivals. communicating,  It is about strategic inspiring, directing, thinking where you managing others to seek to do better than gain consistent your rivals. competitive advantage Advanced Executive Com petence 12

  13. I n This Session W e: Defined the characteristics of executive leaders who motivate those with whom they work. Reviewed the leadership competencies model from which our EMBA program is framed. Described the leadership seminars program from Seminar I through Seminar IV. Gained insight into the leadership paradox you all face when leading within the organization (associates reporting to you, peers with whom you work, top managers and those beyond your unit’s boundaries). Introduced the Leadership Characteristics model from which your 360 degree leadership assessment will rely. Reviewed levels of decision making from the executive’s role. And now w e learn about your w ork related strengths! You are #1! 13

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