Questions from our readings or from last week’s class

Questions from our readings or from last week’s class
LEADERSHIP Questions from our readings or from last week’s class

GROUP ASSIGNMENT Using the assigned reading as your foundation, how does your group see the following skills as being important to leaders and leadership? Prepare a short verbal presentation Group 1: Communication Group 2: Conflict Resolution Group 3: Decision Making Group 4: Problem Solving Group 5: Trust Building/Development Group 6: Strategic Thinking

DEFINITION AND SIGNIFICANCE OF LEADERSHIP

Learning Objectives Define leadership and leadership effectiveness.
Identify the cultural values that have the potential to affect leadership. Discuss the major obstacles to effective leadership. Compare and contrast leadership and management and understand their similarities and differences. List the roles and functions of management and be aware of cultural differences in the use and application of those functions. Summarize the debate over the role and impact of leadership in organizations.

Definition of Leadership from the textbook
Leadership is the ability and the willingness to influence other so that they respond willingly. By James G. Clawson

A Definition of a Leader
A leader is any person who influences individuals and groups within an organization, helps them in the establishment of goals, and guides them toward achievement of those goals, thereby allowing them to be effective. By Afsaneh Nahavandi

Keys Elements of the Definition of Leadership
Leadership is a group phenomenon Leaders guide and influence others Leadership involves some form of hierarchy in the group

Definition of Leadership Effectiveness
Leaders are effective when their followers achieve their goals, can function well together, and can adapt to the changing demands from external forces. By Afsaneh Nahavandi

Leaders are Effective When:
The group achieves its goals Internal processes are smooth The group can adapt to external forces

Effective vs. Successful Managers
Effective Managers Satisfied followers Productive Focus on communication Active conflict management Motivate, train and develop employees Successful Managers Quick promotions Focus on networking Interact with outsiders Socialize Active in office politics

10 STEPS to Effective Leadership…
Learn from your mistakes Exercise self-control Always be considerate Do the best you can Encourage others often Respect the rights of others Shoulder your responsibility Have a good attitude Infect others with enthusiasm 10. Practice perseverance Author unknown

Points of View Follower’s Point of View Bureaucrat’s Point of View
Administrator’s Point of View Contrarian’s Point of View

Leadership Point of View
Seeing what needs to be done Understanding the underlying forces at play in a situation Initiating action to make things better

Please add the following numbers in your head…

What is the sum?

from Level Three Leadership by James Clawson
DEFINITION Leadership is about managing energy, first in yourself and then in those around you. from Level Three Leadership by James Clawson

VABE’s Values Assumptions Beliefs Expectations

JOHARI WINDOW What I do not What I see in me see in me
What you see in me Open / Public self Blind Self What you do not see in me Hidden / Private Self Unknown Self Once again, take a look at the Servant Chapter Model. In this course we will be emphasizing building community and valuing people. We will focus on building relationships, working collaboratively, and valuing differences, as well as believing in people, listening receptively, and serving others first.

JOHARI WINDOW What I see in me What I do not see in me
What you see in me Open / Public Self Blind Self What you do not see in me Hidden / Private Self Unknown Self Once again, take a look at the Servant Chapter Model. In this course we will be emphasizing building community and valuing people. We will focus on building relationships, working collaboratively, and valuing differences, as well as believing in people, listening receptively, and serving others first.

“Leaders have to be continually broadening their vision and deepening their insight into the global, societal, market, competitive, consumer, and related issues that surround any organization.” from Level Three Leadership by James Clawson

“Many aspects of the Information Age shape our thinking about organizations and leadership. In this new age, power revolves around the people who coordinate resources to meet customer needs. Information becomes the key competitive and managerial advantage.” from Level Three Leadership by James Clawson

Peter Senge’s THE LEARNING ORGANIZATION “characterized by widely distributed power and structures that recognize much better the value of all organization members receiving, processing, and making decisions from new and exploding oceans of information.” from Level Three Leadership by James Clawson

Rate of change in society Rural/Agriculture Urbanization/Industrial Global/Information Text – pg 44

INFOCRACIES VS. BUREAUCRACY from Level Three Leadership by James Clawson

Primogeniture Max Weber Warren Bennis
ARISTOCRACY BUREAUCRACY INFOCRACY Through 18th Century th and 20th Century Information Age TIME Power is distributed by gender and lineage Assumption is, “Father knows best.” Power is distributed by gender and office. Assumption is, “Boss knows best.” Power is distributing to key process contributors (KPCs) Assumption is, “KPCs Know best.” Text – pg 48

Environmental Forces LEADER Strategic Thinking Influence Shared vision OTHERS TASK Organizational design Employee Bonding Managing Change ORGANIZATION

VCM The ability to influence others could be clustered into three areas: Vision Commitment Management Skills

Leading Strategic Change can only occur on at least three levels
ORGANIZATIONAL WORK GROUP INDIVIDUAL

Basic Levels of Human Activity
Level One: BEHAVIORS Level Two: CONSCIOUS THOUGHTS Level Three: VABE’s Values, Assumptions, Beliefs, and Expectations

Definition of Culture Commonly held values within a group of people
Set of norms, customs, values, and assumptions Guides behaviors Makes a group unique Makes a group different from other groups

Three Levels of Culture
Organizational culture

Ed Schein’s Three levels of cultural manifestations
Artifacts The visible structures and process of a culture Espoused Values The conscious justifications for behavior Basic Underlying Assumptions The “unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings” that drive culture

Hofstede’s Cultural Dimensions
Power distance Uncertainty avoidance Individualism Masculinity Time orientation

Hosftede’s Individualism/Collectivism
In collectivist cultures: Self-defined as dependent on in-group Group’s goals are given priority over individual’s Social norms determine social behavior Relationships based on communal terms Friend and self are close Enemy is far OK to lie to out-group members

Hosftede’s Individualism/Collectivism (cont’d)
In individual cultures: Self is autonomous from group Personal goals are given priority over in-group’s Attitudes determine social behavior Relationships based on exchange Others are far and removed from self

Horizontal: Emphasis on equality Vertical: Emphasis on hierarchy

Vertical Collectivist (VC) Rank and status among members Obedience to authority Sacrifice of self Horizontal Collectivist (HC) Members are equal No hierarchy Consensus

Vertical Individualist (VI) Individual considered unique and superior to other individuals Horizontal Individualist (HI) Individual considered unique, but not superior to others

Trompenaars’ Cross-Cultural Organizational Cultures
Egalitarian Hierarchical INCUBATOR Individual-oriented Leader removes obstacles Focus on individual growth GUIDED MISSILE Performance-oriented Leader is a guide Focus on achieving common goal Person Task FAMILY Power-oriented Leader is caring parent Focus on building relationships EIFFEL TOWER Rigid and robust Leader is undisputed legitimate boss Focus on rational performance

Obstacles To Effective Leadership
Environmental uncertainty Organizational rigidity Lack of opportunity to practice Relying on simplistic solutions Inaccessible research

Management And Leadership
Focus on the future Create change Create a culture based on shared values Establish emotional link with followers Use personal power Managers Focus on the present Maintain status quo Implement policies and procedures Remain aloof and maintain objectivity Use position power

Leader’s Function In Shaping Organizational Culture
Role Reward Hiring Structure Model System Decisions & Strategy CULTURE

Arguments Over The Impact Of Leadership: Leadership Is Insignificant
Outside environmental factors affect organizations more than leadership Internal structure and strategy determine the course organizations take Leadership only accounts for 7% to 15% of performance

Arguments Over The Impact Of Leadership: Leadership Is Insignificant
Leaders have little discretion to really make an impact Leadership is a romantic myth rather than a real organizational factor

Arguments Over The Impact Of Leadership: Leadership Has an Impact
Leadership is one of many important factors Leadership is key in providing vision and direction Leadership is critical in orchestrating change

Arguments Over The Impact Of Leadership: Leadership Has an Impact
Leadership can account for up to 44% of a firm’s profitability Leadership is critical in orchestrating change Leadership’s impact is moderated by situational factors

Leading Change: David Neeleman of JetBlue
Quickly expanding airline Small size; young fleet Focus on teamwork Neeleman leads and provides vision Active listening to followers Focus on creativity Nimble and quick to change

Leadership In Action: Alessi
Industry leader in innovation and design Blend form and function Research laboratory for the arts Focus on creativity Failure = Courage = Success Organization cannot stretch and grow without failure Importance of pushing the limit and “walking on the borderline”

LEADERSHIP: PAST, PRESENT, FUTURE

Learning Objectives Identify the three major eras in the modern study of leadership. Explain the methods, results, shortcomings, and contributions of the trait and behavior approaches to leadership and identify their impact on current approaches. Present the elements of current contingency approaches to leadership. Discuss the revival of research about individual characteristics for understanding leadership. List the changes in organizations and the new expectations and views of leaders.

Management Paradigm Shifts
Aristocracy Power is distributed by gender and lineage. Assumption is “father knows best.” Bureaucracy Power is distributed by gender and office. Assumption is “boss knows best.” Infocracy Power is redistributing to key network players. Assumption is “network nodes know best.”

History of Modern Leadership Theory
The Trait Era: leaders are born Late 1800’s to Mid-1940’s The Behavior Era: leadership can be taught Mid- 1940’s to Early 1970’s The Contingency Era: leadership style is dependent upon situation Early 1970’s to Present As cited in The Art and Science of Leadership by Afsaneh Nahavandi

General Categories of Leadership Traits from the Trait Era
Capacity Achievement Responsibility Participation Status Situation

Intelligence Alertness Verbal facility Originality Judgment Capacity

Scholarship Knowledge Athletic accomplishment Achievement

Responsibility Dependability Initiative Persistence Self-confidence

Participation Activity Sociability Cooperation

Status Socioeconomic position Popularity

Situation Mental level Interest in followers Objectives

Major Leader Behaviors
Structuring/Task Setting goals Making expectations clear Setting schedules Assigning work Consideration/People Empathy and understanding Friendly and approachable Participative Nurturing

Basic Assumptions Of The Contingency Approach To Leadership
No one best way Understanding the situation is key People can learn to become better leaders Leadership makes a difference Both personal and situational factors affect leadership effectiveness

Current View Of Key Leadership Traits
Drive and energy Desire and motivation to lead Honesty and integrity Self-confidence Intelligence Knowledge of the business

Control vs. Results-oriented Leadership
Plan Lead Control Do Results Control-oriented Leadership Lead Control Plan Result-oriented Leadership Do Results Leader assumes responsibility Leader and employees assume joint responsibility

Factors Fueling Changes In Organizations
World-wide political changes Increased global and local competition Demographic changes Changing employee expectations

Leading Change: Gloria Feldt
Clear need for change Created team to represent different constituency – diversity. Involved all stakeholders Encourage creativity and “dreaming” Pushed for a long-time frame Development of a new, shared vision to inspire

Leadership in Action: Jack Hartnett
Highly successful business Autocratic and non-participatory leader Clear goals and rules Caring father figure Careful selection of managers through extensive interviewing of candidates and family

The Leadership Challenge
Should you be autocratic in order to create a participatory organization? Set clear vision and direction Find successful external examples Start with small experiments; provide examples of success Train Empathize

Circles of Influence and Concern
Circle of Circle of Circle of INFLUENCE Circle of CONCERN CONCERN INFLUENCE Formula for Frustration Formula for Effectiveness

Principle-Centered Leadership by Stephen Covey
As presented by Kristen Carter

Definition of a principle...
A rule or standard, especially of good behavior or a basic, or essential, quality element determining intrinsic nature or characteristic behavior.

4 Key Principles Trustworthiness Trust Empowerment Alignment

Trustworthiness Personal level Character and competence
my relationship with myself Character and competence

Trust Interpersonal level Emotional bank account
my relationship and interaction with others Emotional bank account

Empowerment Managerial level Participation in evaluations
my responsibility to get a job done with others Participation in evaluations

Alignment Organizational level
my need to organize people Striving to align strategy, structure, and systems with the realities of the environment

8 Characteristics of Principle-Centered Leaders
Continual learning Service-oriented Radiate positive energy Believe in others Lead balanced lives See life as adventure Synergistic Self-renewing

Continual Learning Read often Seek training Take classes
Always ask questions Make and keep promises

Service-Oriented See life as mission, not as career Yoke up

Radiate Positive Energy
Countenances cheerful, pleasant, happy Attitudes optimistic, positive, upbeat Spirits enthusiastic, hopeful, believing

Believing in Others Do not overreact Do not carry grudges
Behavior & potential are separate believe in unseen potential

Lead a Balanced Life Read best literature Current on events
Attitude is proportionate to situation

See Life as an Adventure
Secure Like courageous explorers Adaptable

Synergistic Improve situations Build on strengths
Natural ability to delegate

Self-Renewing physical mental emotional spiritual
Exercise 4 dimensions of human personality physical mental emotional spiritual

Transformational Leadership
Focused on “top-line” Builds on man’s need for meaning Proactive Catalytic Patient Identifies new talent

Principle-Centered Characteristics & Transformational Leadership
Continual learners & Adventurers ability to find new ideas from current situation research, experimentation, or combination Service-oriented career life’s mission to transform current circumstances to meet environmental realities

Radiate positive energy transform work area to upbeat place Believing in others find unseen talent in current employees

Balanced life & Self-renewing leaders become better role models Synergistic improving situations negotiate with separation

Conclusion Definition of principle 4 Key Principles different levels
8 Principle-Centered Characteristics Transformational Leadership Characteristics mix well with Transformational Leadership

Morality, Ethics, and Legality
MORALITY: individual determination of what’s right and wrong ETHICS: the established and accepted guidelines of behavior for groups or institutions LEGALITY: obeying the established laws of society

Four Cornerstones Moral Foundation of Effective Leadership
Telling the Truth Promise Keeping Fairness Respect for the Individual

Morals are your personal beliefs about what is right and wrong.
Give your audience a short time to brainstorm this question. Morals vs. Ethics To assist you in better understanding the differences between morals, ethics and values and the lead the discussion of morals, values and ethics, below are definitions of the three as found in the Webster’s New World Dictionary (1984). These definitions are not to be read. Definition of Morals: adj. 1. dealing with, or capable of distinguishing between right and wrong 2. of, teaching, or in accordance with the principles of right and wrong 3. good in conduct or character; specif., sexually virtuous 4. involving sympathy without action (moral support) 5. virtually such because of effects on thoughts or attitudes (a moral victory) 6. based on probability (a moral certainty) - n. a moral lesson taught by a fable, event, etc. 2. principles or standards with respect to right and wrong in conduct. First, let’s briefly discuss morals, ethics and values. Does anyone know the difference between morals and ethics? You've probably heard that question before. Morals are your personal beliefs about what is right and wrong. In contrast, ethics are codes of conduct that define right and wrong in a particular group Moral behavior is a responsibility you have to yourself: to act in ways that are consistent with your personal beliefs. Our model relates moral behavior to our first cardinal principle of Leadership. How do you conduct yourself as a member of APO and as a leader in your chapter?

Ethics Ethics are codes of conduct that define right and wrong in a particular group. Definition of Ethics: n. pl. ( with sing. v.) the study of standards of conduct and moral judgment 2.The system of morals of a particular person, religion or group. Stress the difference between morals and ethics. It may be good to give examples of morals, ethics and values to help stimulate thinking and discussion. NOTE: This is an introduction to this topic. Morals, ethics and values will be further discussed in the EXPLORE course. EXAMPLES: Examples of morals might be: Not cheating on tests Not taking credit for others’ work People should be treated with dignity Examples of ethics might be: Not harming others Living up to your commitments to others Asking for help when you need it Abiding by the rules of the Fraternity,University and society’s laws. Ethics actually has two definitions. First, ethics concern responsibilities you have toward other people as a member of a group. The group sets ethical standards (note the key word is standards) that prescribe what people ought to do, usually in terms of rights and responsibilities. Most organization and professions have an ethical code of conduct. For example, Alpha Phi Omega’s Membership Policies reflect the fraternity's ethics. Second, ethics can also refer to the development of one's moral behavior. Our model relates ethics to the second cardinal principle: Friendship. How do you relate to others in your chapter? How do new members respond to the standards of your chapter?

Values Values are those beliefs or standards in life that we prioritize above all others. (part of VABE’s) Definition of Value: n. 1. the worth of a thing in money or goods 2. estimated worth 3. purchasing power 4. that quality of a thing which makes it more or less desirable, useful, etc. 5. a thing or quality having intrinsic worth 6. (pl.) beliefs or standards 7. relative duration, intensity, etc. – vt. –ued, -u.ing 1. to estimate the value of; appraise 2. to place an estimate of worth on (to value health above wealth) 3. to think highly of. Examples of values might be: It is our responsibility to help others Belief in a higher power Loyalty to family Honesty NOTE: The following two sentences are to give you additional information that may help in your understanding of these issues. These are not to be read. Morals are usually defined as a responsibility to yourself while ethics are about your responsibility to those around you. If you will, “ethics is the science of morals; morals are the practice of ethics”. (David Reisman, The Lonely Crowd, 1961, New Haven: Yale University Press) Values are the beliefs or standards that we prioritize above all others. Perhaps you have heard the old adage, “the best things in life aren’t things.” These “best things” are our values. They define how we spend our time and energy. They make us who we are. Our model relates values to our third cardinal principle: Service. The primary purpose of Alpha Phi Omega is service and our members believe in "helping others." Morals, ethics and values give us the foundation for how we conduct ourselves individually and how we operate as a chapter and national organization.

Organizational Functions
Provides Leadership Shares Leadership Values People Develops People Builds Community Displays Authenticity Let’s now explore the six major organizational functions, again relating them to the three cardinal principles, and examine their impact on leadership/followership and effective chapter operations.

Servant Organization Model
ALPHA PHI OMEGA SERVANT CHAPTER MODEL Pass out the handout – Servant Chapter Model and show the model using PowerPoint or overhead. (If technology is not available, depend upon the handout.) Servant Leadership, as developed by Greenleaf, fits very well with the Fraternity’s mission and vision, that of being the foremost campus-based leadership development organization. Servant Leadership provides us with the skills needed to be a successful leader in Alpha Phi Omega and outside our Fraternity. So now that we have a better understanding of the skills that a leader needs to develop and use to be successful, how does the organization support leadership and followership? It is in the way the organization functions and emphasizes the use of the effective leadership and followership skills. We want to introduce you to the Alpha Phi Omega Servant Chapter Model (based on Jim Laub’s Servant Organization Model, 2000). The foundation for the Alpha Phi Omega Servant Chapter Model consists of morals, ethics and values, and relates them to our Fraternity’s cardinal principles – Leadership, Friendship and Service. Utilizing these concepts as a foundation, we then identify six major organizational functions that chapters must utilize in its daily operations to be most successful in providing community service to the host campuses and communities. By Jim Laub, 2000

ORGANIZATION Provide Leadership Share Leadership ETHICS Clarify Goals
Envision the Future Take Initiative Instruct the participants to look at the three cardinal principles and the related organizational functions. Describe how they interrelate and use fraternal examples. Depending upon the audience you many need to stress one area more than others. This is your decision as a facilitator. NOTE: During your explanation of the APO Servant Chapter Model concentrate your discussion on the six major organizational functions. Each of the three areas under the six organizational functions can be used as examples of how the functions are utilized to develop the chapter members. Leadership Provide Leadership (opportunity exist for a member to be a formal leader in the chapter) Envision the future Take initiative Clarify goals Share Leadership (encourage all members to be leaders – formal or informal) Share the vision Share the power Share the status Provide Leadership MORALS VALUES Share Leadership Share the Vision Share the Status Share the Power

NOTE: Below is some additional information to assist you in your understanding of the Servant Leader, Morals/Ethics/Values and the Servant Chapter Model. The ten characteristics of a Servant Leader should be viewed as what a leader needs to do to be successful in their leadership role. The Servant Chapter Model includes the six key organizational functions and the supporting skill sets associated with each value that the chapter/organization/team (leaders and followers) needs to agree upon, follow, and utilize in order to have success in reaching its vision and mission. Everything that the leader does and that the organization does needs to be within the bounds of personal morals, personal/organizational/societal ethics and values. Morals relate to leadership by thinking of it as the leaders “internal compass” upon which decisions and interactions will depend. Ethics relate to friendship; the way a person relates to another and treats others. Last, values relate to service because this is a priority for all of our members and the ranking of values dictates our actions. Friendship Value People (empower others) Serve others first Believe in people Listen receptively/sincerely Develop People (ask members to serve the chapter in various leader positions – elected or appointed) Provide for learning Model behaviors Encourage & affirm

ORGANIZATION Service Build Community (develop or continue to develop brotherhood through action) Build relationships Value differences Work collaboratively Display Authenticity (be yourself and do the right thing) Have integrity Be willing to learn Be open & accountable

ORGANIZATION Value People Develop People Display Authenticity Provide
ETHICS ORGANIZATION Display Authenticity Provide Leadership MORALS VALUES Share Leadership Build Community

ORGANIZATION Value People Develop People Display Authenticity Provide
Listen Respectively Model Behaviors Believe in People Serve Others First Provide for Learning Encourage and Affirm Value People Develop People ETHICS Be Willing To Learn Clarify Goals ORGANIZATION Envision the Future Take Initiative Have Integrity Be Open and Accountable Display Authenticity Provide Leadership MORALS VALUES Share Leadership Build Community Share the Vision Share the Status Build Relationships Work Collaboratively Share the Power Value Differences

Let’s do an exercise E This is an opportunity for the participants to put the Servant Chapter model into action. This exercise is designed to bring better understanding to the Servant Chapter model. Time allotted for this exercise is approximately 15 minutes, so take time into account. You’ve been sitting for a while and listening to the explanation of Servant Leadership and the various parts of the Servant Chapter model. We now want to give you some time to make this model real and put into action one of the six organizational functions. Please split into six groups.

3 4 2 5 6 1 ORGANIZATION Value People Develop People
Listen Respectively Model Behaviors Believe in People Serve Others First Provide for Learning Encourage and Affirm Value People Develop People 3 4 ETHICS Be Willing To Learn Clarify Goals ORGANIZATION Envision the Future Take Initiative Have Integrity Be Open and Accountable Display Authenticity Provide Leadership MORALS VALUES 2 5 Share Leadership Build Community 6 1 Share the Vision Share the Status Build Relationships Work Collaboratively Share the Power Value Differences

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