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Dr. Warren Bennis Presented by: Angela Smith Conceptual Foundations of Management Anderson University May 25, 2001.

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1 Dr. Warren Bennis Presented by: Angela Smith Conceptual Foundations of Management Anderson University May 25, 2001

2 Dr. Warren Bennis Distinguished professor of Business Administration at USC Founding Chairman of the Leadership Institute at USC Authored more than 2,000 articles and 27 books Advised four U.S. Presidents One of top 10 speakers on Management “Dean of Leadership Gurus”

3 An Invented Life…

4 : Joined the US Army 1944: second lieutenant in the European Theatre of Operations Youngest infantry officer at the age of 19 Affirmed his lifelong interest in the topic of leadership Met his first mentor - Captain Bessinger

5 : Antioch College Influences at Antioch: -famous co-op program -desire to achieve personal satisfaction -look for the explanations of life Met his second mentor - Douglas McGregor

6 MIT Economics Department Taught Social Psychology for one year ( ) as an assistant professor

7 Boston University National Training Laboratories (NTL) in Bethel, Maine New social invention: T-Groups Focus was on group structure and communication Two articles on “natural groups” 1959: returned to MIT to work with McGregor

8 The Planning of Change (1961) “the only constant of today's society is change” By planning change, we work toward specified goals in a comprehensive and organized manner.

9 The Temporary Society (1968) Explored new organizational forms Envisioned organizations as adhocracies as opposed to bureaucracies Argued the triumph of democracy worldwide was inevitable and would come to pass within 50 years Labeled a “futurologist”

10 : Provost at the State University of New York at Buffalo Experienced first-hand unsuccessful change The vision was not communicated to the organization 1971: resigned as provost

11 : President Bennis’s First Law of Academic Pseudynamics - routine work drives out nonroutine work and smothers to death all creative planning Focused on leading, not managing 1977: Resigned as president

12 American organizations are under led and over managed

13 Country was experiencing “despair” and Institutions’ credibility was eroding steadily “Where Have All the Leaders Gone?” Bennis attempted to seek out leaders who were effective under these adverse conditions Spent five years traveling and interviewed 90 successful leaders

14 Leaders (1989) Four competencies of Leadership: –Management of Attention –Management of Meaning –Management of Trust –Management of Self Empowerment (4 themes): –People feel significant –Learning and competence matter –People are part of a community –Work is exciting

15 1979 Professorship at University of Southern California His focus at USC is on communication, research and his life lessons: –self-invention –importance of organization –nature of change –nature of leadership

16 The Leadership Classics Learning to Lead (1997) (coauthored with Joan Goldsmith) Why Leaders Can’t Lead (1997) Managing People is Like Herding Cats (1997)

17 On Becoming A Leader, 1994 Based on the following assumptions: –Leaders are people who express themselves fully –Leaders know what, why and how to communicate what they want –Leaders know how to achieve goals

18 On Becoming A Leader Three common points: –Leaders are made, not born, and made by themselves more than by any external means –No leader sets out to be a leader per se, but rather to express himself freely and fully –Leaders continue to grow and develop throughout life

19 Organizational Success What it will take to survive: –Staying with the status quo is unacceptable –The key to future competitive advantage will be the organization’s capacity to create the social architecture of generating intellectual capital –Followers need specific qualities from their leaders

20 Qualities of a Leader Seven attributes essential to leadership: –Technical competence –Conceptual skill –Track record –People skills –Taste –Judgment –Character

21 Demands of Followers Five competencies critical to a leader’s success in a knowledge economy: –strong sense of purpose –organizational and personal integrity –resilience or “hardiness” –provide development opportunities –propensity toward action, risk, curiosity, and courage

22 Exemplary Leadersip

23 Direction The need of direction: –Effective leaders have an innate purpose in everything they do. The purpose is passionate and possesses meaning –Passion is comprised of conviction, commitment and resolve –Meaningful purpose demonstrates “purpose beyond oneself”

24 Trust Distrust is a growing phenomenon in the American culture Five “C’s of Trust”: –Competence –Constancy –Caring –Candor –Congruity

25 Hope/Optimism Hope combines “agency” of goal-directed determination with the ability to generate the means of reaching the goal Effective leaders must exhibit a “hardiness” Effective leaders must be full of confidence

26 Learning & Personal Growth Leaders must provide the right development opportunities to support the learning and personal growth of their people

27 Results Followers expect results Leaders must be willing to take risks As Wayne Gretsky points out “You miss 105% of the shots you don’t take”

28 Exemplary Leadership Results

29 Organizing Genius (1997) “Great Groups” “None of us is as smart as all of us” The Economist: –among senior executives of international firms, 61% said that “teams of leaders” will have the most influence on their organizations in the next decade; only 14% said “one leader”

30 Organizing Genius “This is reality and we have to recognize this new paradigm. We cling to the myth of the Lone Ranger, the romantic idea that great things are usually accomplished by a larger- than-life individual working alone. We still tend to think achievement in terms of the Great Man or the Great Woman, instead of the Great Group”

31 Great Groups Studied some of the most noteworthy great groups of our time - the Manhattan Project, Xerox, Apple Computer, and Walt Disney Was interested in what made the groups “tick”

32 Great Groups Eight common principles: –At the heart of every Great Group is a shared dream –They manage conflict by abandoning individual egos to the pursuit of the dream –They have a real or invented enemy –They view themselves as winning underdogs

33 Great Groups –Members pay a personal price –Great Groups make strong leaders –Great Groups are the product of meticulous recruiting –Great Groups are usually young

34 New Paradigm Three elements : ACE –Align –Create –Empower “We are all angels with only one wing; we can only fly while embracing one another”

35 Dr. Warren Bennis “Warren Bennis gets to the heart of leadership, to the essence of integrity, authenticity, and vision that can never be pinned down to a manipulative formula. He provides solid, practical guidance in his philosophically and psychologically rich volume.” --Tom Peters

36 Dr. Warren Bennis “Bennis teaches leaders to maximize their virtues, correct their faults, face change successfully, and love their work. Leaders will win, but so will their organizations: Bennis advocates a collaborative leadership that empowers employees and enhances organizational effectiveness. A priceless gift to those seeking to be accountable leaders.” --Peter Drucker

37 Dr. Warren Bennis Presented by: Angela Smith Conceptual Foundations of Management Anderson University May 25, 2001


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