1. 1 Lesson 1: Ways of Leading Dr. Michael J. Pierson Exit

2. 2 Setting The Stage l If you are comfortable with where you are headed, then you are a danger to yourself, your family, & your organization. l Today, nobody knows anything for sure. There are no experts. Exit

3. 3 l The practice of leadership has long been rooted in terms of permanence and invariability. l We need new leaders for new organizations. l We need to rethink leadership! Exit

4. 4 Here are some things you need to consider. Exit

5. 5 Every Organization Has Six Elements Structure Leadership Competition Products/Services Environment Time Exit

6. 6 1. Organizational Structure Is Important l Organizations with a large infrastructure are taking a beating in today’s economy. l A seven-layered organization can’t get close to the customer. l Most organizations aren’t any closer to the customer today than they were ten years ago. Exit

7. 7 Organizational Structure Has Two Dimensions Number of layers Number of workers Exit

8. 8 Generally, large organizations (horizontal) & layered (vertical) organizations take longer to respond to customers & change. Exit

9. 9 Let’s look at two organizations: Honda & General Motors. Exit

10. 10 What Is The Difference Between Honda & GM? l They both have about the same amount of capital. l GM applied it to an old structure (hierarchal) & Honda applied it to a new structure (team-based). l The team-based structure was able to provide innovative, high-quality vehicles at a lower price. Exit

11. 11 2. Our Environment Is Important l There is nothing sensible about the market place for organizations. l Long-term planning is ineffective because the environment is changing too rapidly. l As a result, some organizations use just-in-time planning instead of long- range planning. Exit

12. 12 l All products have a shelf-life. l Shelf-life is how long a product/service is marketable. l The Model T lasted 20 years & new computer technology lasts 3 months. 3. Products/Services Are Important Exit

13. 13 4. Time Is Important l Sony invented the Walkman in 1979 & since then 227 different models or one every three weeks has been developed. l We must survive in a nanosecond culture where there are two types of leaders: The quick & the dead. Exit

14. 14 We misuse time! Exit

15. 15 The.005 To.05% Rule Regarding Time l 95 to 99.5% of the time organizations are working on something, nothing is happening. l Therefore, products & services are receiving value only.005 to.05% of the time. Exit

16. 16 5. Competition Is Important l Today, there is more competition for products & services. l We must deal with time-based competition. If the customer can’t get it now from one vender, they will get it somewhere else! Exit

17. 17 6. Leadership Is Important l Leadership is getting people to do things in their best interest through noncoercive consensus-building techniques. l Leaders must be able to take risks. l Honda said “Success is the 1% that follows 99% of what we call failure.” l Therefore, a failing leader is one who won’t take risks. Exit

18. 18 A lack of leadership in organizations is one of our most serious problems. Exit

19. 19 What Is Going Wrong? l Some have abdicated their leadership role. l Some are trying but can’t get anyone to follow them. l Some are leading in the wrong direction. Exit

20. 20 If the quality of our leadership is going to be improved, we must understand our leadership style. Exit

21. 21 Let’s take a few minutes to profile your leadership. Exit

22. 22 l Click on the Ways of Leading instrument. l Print the instrument and follow directions. l Return here to continue lesson. Exit

23. 23 First, we will look at your pattern of leadership roles. Exit

24. 24 There are eight leadership roles. Exit

25. 25 These Eight Leadership Roles Are: Facilitator Role RoleMentorRole CreatorRole InfluencerRoleDoerRole AssignerRole NetworkerRoleCheckerRole Exit

26. 26 Which of your roles had the highest scores? These are the roles you use to lead! Exit

27. 27 The Facilitator Role? l Good at managing conflict & mediation. l They build cohesion, like to obtain input, & are very participatory. l Provides resources (materials, information, etc.) for the work group. l Reduces work group tension. Exit

28. 28 The Mentor Role? l Good at developing people. l They are open, caring, supportive, & appreciative. Exit

29. 29 The Creator Role? l Good at adapting and seeing the future. l Able to envision change. l They are creative & intuitive. Exit

30. 30 The Influencer Role? l Resource orientated. l Politically astute. l They are powerful, persuasive, & influential. Exit

31. 31 The Doer Role? l Good at encouraging people to get things done efficiently. l They are task-focused & driven. l They are decisive! l They provide structure. Exit

32. 32 The Assigner Role? l Good at identifying what needs to be done & planning. l They are delegators & assigners. Exit

33. 33 The Networker Role? l Good at minimizing disruptions & coordinating activities with others. l They are dependable, reliable, & well connected. Exit

34. 34 The Checker Role? l Good at knowing what is going on to determine if others are complying with rules. l They are passionate about details & very logical. Exit

35. 35 Do you have any weaknesses in your leadership roles? Exit

36. 36 There Are Three Kinds Of Leadership Weaknesses 1. Leadership role score of less than 4. 2. Perceptual differences in how you see your leadership roles & how others see them. 3. A lack of balance in the leadership roles. Exit

37. 37 The following are examples of leadership weaknesses. Exit

38. 38 Weakness Example: Scores <4 Facilitator Role MentorRole CreatorRole InfluencerRoleDoerRole AssignerRole NetworkerRole CheckerRole 1 2 3 4 5 6 7 Exit

39. 39 l Scores below 4 indicate underdeveloped skills, whereas, scores of 4 & above indicate more refined skills. l In this example, the checker role is most preferred; however, the leader is weak in all roles. Exit

40. 40 Weakness Example: Perception Differences FacilitatorRoleMentorRole CreatorRole InfluencerRoleDoerRole AssignerRole NetworkerRole CheckerRole 1 2 3 4 5 6 7 -----Others Perception Perception ___Self Perception Differences Exit

41. 41 l Your assessment will differ from others’ assessments of you. l Others’ assessment will depend on what they perceive in the organization. l Any difference of 1.5 needs to be investigated. Exit

42. 42 Weakness Example: Lack Of Balance FacilitatorRoleMentorRole CreatorRole InfluencerRoleDoerRole AssignerRole NetworkerRole CheckerRole 1 2 3 4 5 6 7 Exit

43. 43 l A good leader is balanced in his/her leadership roles. l In this example, flat spots on the facilitator, mentor, creator, & influencer role are areas for growth. Exit

44. 44 Second, we will look at your pattern of leadership style. Exit

45. 45 What Is Your Predominant Style? 1 2 3 4 5 6 7 Quad #1: Concerned Style Quad #2: Inventive Style Quad #3: Directive Style Quad #4: Conservative Style AutocraticHemisphere DemocraticHemisphere This is it! Exit

46. 46 What Is A Concerned Style? Exit Click here to view the movie. Click here to view the movie.

47. 47 What Have You Observed About This Style? l Prefers to work in a team environment. l Normally more democratic. l Generally leads by facilitating & mentoring. l Relationship maintenance is a primary concern. l Uses relational power to bring about a caring, cohesive, and skilled environment. relational powerrelational power Exit

48. 48 What Is An Inventive Style? Exit Click here to view the video. Click here to view the video.

49. 49 What Have You Observed About This Style? l Prefers to work in an open systems organization. l Normally more democratic. l Generally leads by creativity (better ideas) & influence. l Has a vision for the organization. l Uses reward power to bring about an adaptable, change-oriented environment that has appropriate resources. reward powerreward power Exit

50. 50 What Is A Directive Style? Exit Click here to view the video. Click here to view the video.

51. 51 What Have You Observed About This Style? l Prefers to work in a goal-oriented organization. l Normally more autocratic. l Generally leads by assigning tasks & getting others to work. l Uses legitimate power to bring about goal clarity and productivity. legitimate powerlegitimate power Exit

52. 52 What Is A Conservative Style? Exit Click here to view the video. Click here to view the video.

53. 53 What Have You Observed About This Style? l Prefers to work in a bureaucratic organization. l Normally more autocratic. l Generally leads by networking with others & checking other’s work. l Not a natural born risk-taker & tends to maintain the status quo. l Uses expert power to bring about a documented and stable environment. expert powerexpert power Exit

54. 54 Some Comments On Your Preferred Style l In most situations, you will revert to your preferred style & the two respective roles. l The four leadership styles can be placed in two hemispheres: autocratic and democratic. l Autocratic leaders are more controlling & hands-on & utilize directive & conservatives styles. Exit

55. 55 l Democratic leaders are more participatory & consensus building & utilize concerned & inventive styles. l Based on your style, you prefer a democratic or autocratic hemisphere. Exit

56. 56 Leadership is situational & your style & roles must flex according to the maturity of the organization. Exit

57. 57 What Is Organizational Maturity? l A mature organization has a high level of social interaction, cooperativeness, and sharing. l Maturity is related to democratic & autocratic leadership. Exit

58. 58 How Is Autocratic Leadership Related To Maturity? l As maturity increases, the amount of autocratic leadership decreases. l This is a inverse relationship. Exit

59. 59 An Example Of The Inverse Relationship Low Medium High Low MediumHighOrganization’sMaturity Amount of Autocratic Leadership SituationalLeadershipLine Exit

60. 60 An Immature Organization Needs Quadrant #3 & #4 Quad #1: Concerned Style Quad #2: Inventive Style Quad #3: Directive Style Quad #4: Conservative Style DemocraticHemisphere AutocraticHemisphere Exit

61. 61 How Is Democratic Leadership Related To Maturity? l As maturity increases, the amount of democratic leadership increases. l This is a direct relationship. Exit

62. 62 An Example Of The Direct Relationship Low Medium High Low MediumHighOrganization’sMaturity Amount of Democratic Leadership SituationalLeadershipLine Exit

63. 63 A Mature Organization Needs Quadrant #1 & #2 Quad #1: Concerned Style Quad #2: Inventive Style Quad #3: Directive Style Quad #4: Conservative Style AutocraticHemisphere DemocraticHemisphere Exit

64. 64 What Have You Learned? 1. Organizational maturity is directly related to the amount of autocratic leadership. 2. Mature organizations need concerned & inventive leadership styles. 3. Organizations that have large vertical & horizontal dimensions have difficulty responding to change & customers. 4. Good leaders seldom take risks. Directions: Read each question & click on “T” (true) or “F” (false). T T T T F F F F Exit

65. 65Assignments l Have two co-workers complete the Ways of Leading instrument on you. Average their scores and compare them to your personal assessment. Identify your leadership weaknesses and create a leadership growth plan for each weakness. The growth plan should be a minimum of three pages. E-mail it as a Word document to your professor. Exit

66. 66 l Complete the instrument in Please Understand Me. l Use PowerPoint to develop a concept map of Lesson 1 and e-mail it to your professor. For additional information on concept maps click here. click here.click here. Exit

67. 67 Your answer was correct! Return

68. 68 Your answer was incorrect! Please review the material. Return

69. 69 Relational Power Is... l Power that comes from the relationships a person develops with others who may have a higher level of power or a different type of power. Return

70. 70 Reward Power Is... l Power that comes from being able to give rewards, monetary or other type, to followers in an organization. Return

71. 71 Legitimate Power Is... l Power that is given by an organization by virtue of the position that a person holds. Return

72. 72 Expert Power Is... l Power that comes from being an “expert” or authority in some field or area of significance to the organization. Return