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Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Little Pressure to Change Organization that IT is a Part of is Hierarchical Senior Executives have Difficulty Relinquishing Control 18-3
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Top-Line Focus – New technologies and applications drive the enterprise to differentiation and transformation strategies to deliver top line growth. Strong IT leadership teams are needed to take on roles to influence business leaders. 18-4
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Credibility – IT must consistently deliver on results. IT must demonstrate the skills and competencies to deliver what it says it will do. 18-5
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Impact – IT staff must have stronger organizational perspectives, decision- making, entrepreneurialism, and risk- assessment capabilities at lower levels because even small IT decisions can have a major impact on the organization. 18-6
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Flexibility – IT staff and organizations are expected to be responsive to changing business needs. IT staffs must be proactive, have strong technical skills and the ability to quickly act in the best interests of the organization when the need arises. 18-7
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Complexity – IT is expected to offer change and innovation leadership, low- cost services and lead the way through ever changing new technology opportunities. 18-8
© 2012 Pearson Education, Inc. Publishing as Prentice Hall New Technology – Staffs are increasingly mobile and their interactions with their managers are mediated by technology. New technologies change how information is acquired and disseminated, how communication takes place, how people are influenced and decisions made. 18-9
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Self-knowledge Awareness of individuals approaches to work Adapt to different situations Personal Mastery Motivation & Team Building Collaboration & Communication Risk Assessment & Problem Solving Coaching & Mentoring Leadership Skill Mastery 18-10
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Strategic Vision Solid Understanding of Current Operations Solid Understanding of Fute Direction Business Understanding Ability to Execute Enterprise Transformation Ability to Integrate Technology with People & Processes Political Savvy & Effective Use of Governance Structures Organizational Understanding
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Create an Environment of Trust Create an Environment of Accountability Create an Environment of Empowerment Creating a Supportive Working Environment Ability to Concentrate on Biggest Payoff Areas Recognize where Resources Should Not be Used Enhance People’s Abilities Effective Use of Resources
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Know where and how to exercise leadership Adjust style to suit the situation Flexibility of Approach Ability to articulate contributions in business terms Ability to interact with business leaders Ability to educate and guide business leaders in the use of technology Ability to Gain Business Attention
© 2012 Pearson Prentice Hall Commanding – “Do What I Tell You” Pacesetting – “Do as I Do Now” Visionary – “Come with Me” Affiliate – “People come First” Coaching – “Try This” Democratic – “What do You Think” 18-14
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Figure 18.1
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Well articulated and instantiated values A climate of trust Empowerment Clear and frequent communication Accountability 18-16
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Activities such as planning, budgeting, conflict resolution, service delivery, and financial reviews should be well defined and documented Establish job rotations and mentoring programs 18-17
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Can be internally developed or externally purchased Requires a time commitment to ensure staff can take advantage of training 18-18
© 2012 Pearson Education, Inc. Publishing as Prentice Hall What is the value? Who will deliver the value? When will the value be realized? How will the value be delivered? 18-19
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Senior IT leaders must make IT leadership development a priority if IT is going to contribute to business strategy. Management must take a comprehensive approach to integrate culture, behavior, processes, and training to deliver business value
© 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-21
Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
Week 4 Case: IT in Education IT Advancement - Technology & Family, 1:39, viewview Negative side of IT – Micky, Donald, and Goofy’s trouble with IT, 2:28,
Chapter © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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PRESENTATION TO THE STRATEGIC PLAN STEERING COMMITTEE Priorities for an Engaged Community of Employees TRU People Make Things Happen.
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Organizational Behavior, 9/E Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
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Prepare for Change Ideas for Today and Tomorrow. Change is inevitable: Internal Factors Aging infrastructures Aging workforce Projects vs. programs New.
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LEADERSHIP THAT GETS RESULTS adapted by Daniel Goleman, Harvard Business Review “You can’t lead where you won’t go… leaders must be perpetual learners.
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Leadership Styles. Leadership Style (Emotional Intelligence Perspective) Leadership That Gets Results, Daniel Goleman, Harvard Business Review, March-April.
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CHAPTER 13: LEADING. Chapter 13 Study Questions Management Fundamentals - Chapter 13 2 What is the nature of leadership? What are the important leadership.
© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Inspire Personal Skills Interpersonal & Organisational Awareness Developing People Deliver Creative Thinking & Problem Solving Decision Making, Prioritising,
1 Chapter 5 Leadership and Strategic Planning. 2 Leadership The ability to positively influence people and systems to have a meaningful impact and achieve.
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8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 9-1 Chapter 9 Leading Change.
CLAIMING THE FUTURE THE ASSOCIATION OF THE FUTURE.
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5 Chapter Foundations of Planning Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 5-1.
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© 2013 Cengage Learning. All Rights Reserved. 1 Part Three: The Decision Making Process Chapter 5: Ethical Decision Making and Ethical Leadership Chapter.
Culture Conversations The data generated by the Denison survey offers an excellent opportunity to engage your employees and colleagues in some important.
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