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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 & apps drive differentiation & transformation Strong IT leadership teams needed to influence business leaders Credibility Must demonstrate skills & competencies to make commitments Impact All IT staff need stronger entrepreneurial capabilities Even small IT decisions can have major impact the organization Flexibility IT must responsive to changing business needs Complexity Expected to offer low-cost, change & innovation leadership New Technology Increasingly mobile tech requires innovation in business relationship 18-4
© 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 18-5
© 2012 Pearson Education, Inc. Publishing as Prentice Hall 18-6 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 18-7 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 18-8 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” 18-9
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Figure 1
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Well articulated and instantiated values Climate of trust Empowerment Clear & frequent communication Accountability 18-11
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Well defined & documented activities Planning Budgeting Conflict resolution Service delivery Financial reviews Establish job rotations & mentoring programs 18-12
© 2012 Pearson Education, Inc. Publishing as Prentice Hall Requires formal planning & a plan to follow Internally developed or externally purchased Requires time commitment to ensure staff can take advantage of training 18-13
© 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 comprehensive approach to integrate culture, behavior, processes & training to deliver business value 18-14
Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
Chapter © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
An Experiential Approach to Organization Development 8 th edition Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 3 Slide 1.
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Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
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12 Chapter Leadership and Trust Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-1.
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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5 Chapter Foundations of Planning Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 5-1.
Leadership Styles. Leadership Style (Emotional Intelligence Perspective) Leadership That Gets Results, Daniel Goleman, Harvard Business Review, March-April.
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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.
1 Social Intelligence “The ability to determine the requirement for leadership in a particular situation and select an appropriate response” Behavioural.
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 9-1 Chapter 9 Leading Change.
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1 Chapter 5 Leadership and Strategic Planning. Leadership The ability to positively influence people and systems under one’s authority to have a meaningful.
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Generic competencesDescription of the Competence Learning Competence The student possesses the capability to evaluate and develop one’s own competences.
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