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Leadership Skills Effecting positive change in an organization.

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Presentation on theme: "Leadership Skills Effecting positive change in an organization."— Presentation transcript:

1 Leadership Skills Effecting positive change in an organization

2 “The successful organization has one major attribute that sets it apart from unsuccessful organizations: dynamic and effective leadership.” P. Hersey and K. Blanchard

3 Who Are Ideal Leaders? Leaders I admire: 1. 2. 3. 4. 5. Leaders society admires: 1. 2. 3. 4. 5.

4 What Are The Qualities of Ideal Leaders? Qualities I admire: 1. 2. 3. 4. 5. Qualities society admires: 1. 2. 3. 4. 5.

5 Leadership Defined Leadership is the ability to influence others, either positively or negatively. –Positive: facilitation of task accomplishment –Negative: task accomplishment is inhibited. Emergent vs. appointed/hired

6 Management vs. Leadership Management: –control of existing operations/functions Leadership: –strategic and visionary The primary role of the leader: –guide the team towards a future –strategically defined goals and objectives.

7 Managerial and Leadership Circle

8 Leadership: The Experts Have Spoken Trait Functional Situational

9 Trait Theory Genetics, Mother Nature alone, is responsible for leadership qualities

10 Functional Theory Task & Relationship –Leader emerges depending upon needs of the group

11 Task Leadership Keeps the members on-task. Initiating Coordinating Summarizing Elaborating on ideas

12 Maintenance/Process Leadership Tension release Gate keeping Encouraging Mediating

13 Situational Leadership Styles Adaptation of leadership style Accurate assessment of the situation React appropriately.

14 True leaders recognize that teams: inhabited by humans learned behaviors capacity for risk-taking linked to internal controls …can be frustrating, stressful, and even unstable when initiative, creativity, and productivity are being expressed by team members.

15 Group Exercise Split into three equal teams The team process is important to this exercise, so everyone must participate. Follow the instructions of your leader carefully. Using the provided Tinker Toy sets, your team will have five minutes to build something that works…does something…has a purpose.

16 Leadership Styles Autocratic/controller Laissez-faire Democratic leadership Kuhnert and Lewis’s Transformational Leadership Theory –Type X The Performer –Type Y The Transformer

17 Autocratic/Controller Leader ALL controlling –ensures predictable results. Individual assignments limited, specific in nature Team needs secondary Responsibility not shared. Decisions? Leader only. Motivation= fear/intimidation Highly productive team –BUT when leader is away, no work occurs Sabotage Member reaction = aggressive, or apathetic  Generals/Admirals  Size of group

18 Laissez-faire Leader Minimum/No of leader participation Supplies/materials only when requested Infrequent, spontaneous comments on member activities No attempt to regulate events Often uses “hallway delegation” to assign tasks Teams less satisfied (leader & product)

19 Democratic Leader All participants have equal voice. Information is freely shared. Authority is delegated Responsibility is shared by all members. Assignments are complex Feeling of contribution Work occurs at all times Teams report more satisfaction  Best in small group situation

20 Situational Leadership Styles Which style appropriate? –New employee –10 year employee –Absentee problem –Product development –Product release

21 Kuhnert and Lewis’s Transformational Leadership Theory Type X - “The Performer” –A “transactional” leader Type Y- “The Transformer” Type Y - “The Transformer” –A risk taker

22 Transactional vs. Transformational Leadership Styles Transactional: –Reactive leadership that responds to problems in a punitive manner Transformational: –Proactive –Charismatic leadership that inspires exceptional performance

23 Type X Leader A leader who does not trust team members to work and is unconcerned with the personal achievement of team members. –Does ALL of the work –No confidence in the ability of the group. group failure to perform = no promotion/bad grade group lacks confidence reactive leadership= punitive  Emergency situations require performers

24 Type Y Leader Transformational leaders: –risk takers –display trust in team members –concerned with member achievement. –Proactive-not reactive –Charismatic leadership inspires exceptional performance

25 Meyers & Briggs Personality Profile Which profile fits the visionary leader?

26 Does Leadership Style Really Make a Difference? Superman-style outdated –one person saving the day Today’s leader –leads a team –decisions are made collectively –common good of the organization key

27 The key role for the leader –setting the context –Incorporation of organization’s strategic goals and objectives into all aspects of the daily work, and team activities. Key Role for the Leader

28 Leadership Exercises defining the difference –leadership and authority –technical and adaptive work.

29 Authority A degree of power and influence over others –goals and objectives –Authority impacts technical and adaptive work environments The proper use of authority = adapting to situation decisions need know-how –beyond the issue of technical knowledge –wisdom to adapt and meet the challenge

30 Authority and Trust The proper use of authority requires:  Consistency  Congruity: walking the talk  Reliability  Integrity

31 Term Paper Assignment: Leadership View Example of Structure

32 End

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