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Chapter 6 18-1 © 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 18-10 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.
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.
Chapter 3 Changing the Culture
Leadership in the Baldrige Criteria
State of California Executive Leadership Competency Model January 12, 2011 Presentation for the California Citizens Redistricting Commission.
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.
CHAPTER 13: LEADING. Chapter 13 Study Questions Management Fundamentals - Chapter 13 2 What is the nature of leadership? What are the important leadership.
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3.1 Capon: Understanding Organisational Context 2nd edition © Pearson Education 2004 Understanding Organisational Context 2e Slides by Claire Capon Chapter.
Are you a Manager or a Leader? Getting out of the Weeds Presented by: Sally R. Phillips Owner, Upside Strategies
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM 1 Chapter 5 Leadership and Strategic Planning.
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12 Chapter Leadership and Trust Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-1.
1 Chapter 9 Implementing Six Sigma. Top 8 Reasons for Six Sigma Project Failure 8. The training was not practical. 7. The project was too small for DMAIC.
Inspire Personal Skills Interpersonal & Organisational Awareness Developing People Deliver Creative Thinking & Problem Solving Decision Making, Prioritising,
B121 Chapter 13 Leadership, Management and Motivation.
Situational Leadership Donna Shea, M.Ed.. Objectives By the end of this presentation you should be able to: Discuss the four leadership styles Discuss.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 24 Leadership, Delegation, and Collaboration.
Contemporary Leadership Issues. Leadership vs. Management Leaders set the vision and strategy. Managers interpret the vision and implement the strategy.
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 9-1 Chapter 9 Leading Change.
1 Social Intelligence “The ability to determine the requirement for leadership in a particular situation and select an appropriate response” Behavioural.
The Executive’s Guide to Strategic C H A N G E Leadership.
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PRESENTATION TO THE STRATEGIC PLAN STEERING COMMITTEE Priorities for an Engaged Community of Employees TRU People Make Things Happen.
V03 Toastmasters City Manager, Jeff Fielding Strategic Leadership March 2, 2016.
© 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.
Generic competencesDescription of the Competence Learning Competence The student possesses the capability to evaluate and develop one’s own competences.
Efforts to Develop Staff Who’s Doing What. OCCR: Partnering with Brandman University Personal Leadership Self-Management How Leaders Build Trust Resilient.
The Effective Project Manager Chapter 2 Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Leadership and Decision Making
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1–1 Chapter 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS © Prentice Hall, 2002.
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 9.
11 Chapter Leadership and Trust Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
Developing Our Leaders – Creating a Foundation for Success
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