1 Take The Leadership Self Assessm ent PSSST! Ron, Give them the - - PDF document

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• G. Ronald Gilbert

EMBA Residency January 16, 2015

Leadership Fram ew orks W e Rely On Today’s Objectives:

 Define the characteristics of executive leaders who

motivate those with whom they work.

 Review the leadership competencies model from which our

EMBA program is framed.

 Describe the leadership seminars program from Seminar I

through Seminar IV.

 Gain insight into the leadership paradox you all face when

leading within the organization (associates reporting to you, peers with whom you work, top managers and those beyond your unit’s boundaries).

 Introduce the Leadership Characteristics model from which

your 360 degree leadership assessment will rely.

 Review levels of decision making from the executive’s role.

According to HR Magazine

What is the major reason people choose to leave their jobs?

USA Today, April 21, 2008; 5B an95

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Take The Leadership Self Assessm ent

PSSST! Ron, Give them the handout!

Share The Three That You W ant To I m prove As A Leader W hen I n The EMBA  The three leadership skills I want to learn

to do better.

Four Leadership Sem inars

• I. Leading Self (Know thyself, Lead self)
• January 15-17
• February 7
• April 4
• II. Influencing Others; Building Relationships (360

leadership assessment and development, Leading

• thers, leading change)
• May 30
• June 27
• July 25

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• III. Executing and Decision Making (leading others in

teams, negotiation, managing conflict, problem solving, analytics and consensus building)

• August 29
• October 10
• December 5
• IV. Strategic Thinking and Implementation

(organizational effectiveness, organizational improvement, strategic implementation, and getting to WOW! for the customer).

• January 23, 2016
• March 19. 2016
• April 16, 2016

Your Personal Coach

Monique Catoggio (Monique.Catoggio@fiu.edu)

Leadership and Organizational Success--Just A Start….

In Peter Drucker’s words: “Leadership is all about results” Organizational performance cannot be attained in the absence of a leadership Leaders must have the ability to attract/influence their subordinates, be able to set clear standards

• f performance and act as a best role model to

their peers and subordinates. (Pradeep & Prabhu, 2011)

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Some Thoughts About Leadership

It is a lifestyle Leaders create other leaders intentionally and vicariously (role models) Value centered Decision makers and problem solvers Natural team builders Build on diverse opinions and perspectives Create conducive cultures Know the message and communicate it Make change work Inspire the best from those who work with them Converse effectively across multiple layers within the organization Customer focused

Effective Leadership Characteristics Across 6 2 National Cultures

Being trustworthy Seeing and planning ahead Being optimistic, dynamic and inspiring Communicating, informing, and coordinating

• thers

House, et.al., Global Leadership

I neffective Leadership Characteristics Across 6 2 National Cultures

These are universally disliked: Irritable Egocentric Autocratic House, et.al., Global Leadership

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Good to Great: Jim Collin’s Leadership I nsights

Level V Leadership: Humble, intense determination, self effacing, and more concerned about the prosperity of the company than themselves. Get great people and put them on the right seat on your bus Confront the brutal facts Rely on a disciplined culture as opposed to a controlling top down bureaucratic

• rganizational design

Leadership Character Model

Positive Psychological Attitudes Passion I ntegrity Responsibility Respect

Other Attributes of Great Leaders

Respect Responsibility

Adapted from H. Turknett and C. Turknett “Decent People, Decent Company,” Davis-Black Publishing, 2005

Empathy Initiative/Persistence Lack of Blame Accountability Humility Courage Emotional Mastery Focus on the Whole Authenticity Get the Job Done

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The Dark Side Of Leadership

Many managers who are bright, hard working, ambitious, and technically competent fail because they are perceived as:



Arrogant



Vindictive



Untrustworthy



Selfish



Abrasive



Too ambitious



Irritable

• Emotional
• Compulsive
• Over-controlling
• Insensitive
• Aloof
• Unable to make

decisions

• Autocratic

Our Program I s Designed To Help You Add To Your Executive Leadership Bucket

Transformation To “Greatness”

Now I n Your Group: Share And Decide On Four Of The Most I m portant Characteristics Of A Leader W ho W ould Get The Best From You

1. 2. 3. 4.

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Trait Theories

 Ambition and energy  Desire to lead  Honesty and

integrity

 Self-confidence  Intelligence  High self-monitoring  Job-relevant

knowledge

Seven traits seemed to separate leaders from non-leaders:

Traits do a better job at

predicting the emergence of leaders than in actually distinguishing between effective and ineffective leaders

 Some people are born with leadership

traits, but effective Leaders need to be taught

A Caveat:

Visibility

 Leaders need to be highly visible to those

they lead

 Absentee leaders are rarely effective

leaders

(“We would like to see you more often—we don’t think you understand what we are up against” OR “He’s too busy, I don’t want to interrupt him”)

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Four Vital Leadership Roles You Play Am ong Those Of Your Leadership Netw ork

Peers Leaders Employee s Others Outside Meeting the needs of each can be very “tricky” Which do you actually attend to the most?

The Leader’s Playing Field W ithin The Organizational System —The “Leadership Paradox”

Your Greatest Role Conflicts? ( i.e., Role Relationship Most Difficult To Manage?)

Peers Leaders Employees Others Outside

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I n My Ow n Research On Leadership Effectiveness….

Relational Transparency (Authenticity)

• 1. Partner to others
• 2. Organizational followership
• 3. Calming influence
• 4. Team player
• 5. Organizational outreach

How W e Spend Our Tim e At W ork

List the five things you do that occupy your time at work each day: 1. 2. 3. 4. 5.

Leadership and Managem ent Behaviors—( W rite Them Dow n)

Management behaviors

• Plan, organize, control
• Delegate
• Push decisions downward
• Make every product right
• On time delivery
• Personnel, finance, equipment,

supplies

• Involve your customers and

suppliers as partners

• Manage time
• Problem solve

Leadership behaviors

• Build a shared vision and

supportive culture

• Inspire—find the gifts among all

whom you lead and build on them

• Listen to your people
• Be fair and talk straight—

demonstrate integrity in all that you do

• Partner with those you lead
• Develop your employees
• Build pride of worksmanship
• Work hard, be dependable
• Create opportunities for others

to succeed and share in the joy

• f accomplishment together
• Be the role model—be the

change that you want to see in

• thers

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Review Your Managem ent and Leadership Behaviors

 Look at the five most critical things you

listed on the previous slide

 Which are management behaviors and

which are leadership behaviors?

The Leader Or Manager Debate

Are you a (choose one): ___Leader? ___Manager? ___Both?

Three Leadership Keys To Greatness—From Bob Farrell

Encouragement Enthusiasm Integrity

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W hat Did You Find Most Helpful From Bob Farrell’s Film ? Key Leadership Principle

Those you lead do not need another ropes course, picnic, pizza or party at your home They need engagement and meaning gained through their work and you, as their leader, can be very influential in enabling that to happen See article http://usat.ly/12soTX1

Pssst! Hey Ron, look at that one guy! He is starting to doze off!

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Exec Mgr Supv Supv Mgr Supv

Basic Decision Making Com petence

Routine Decisions and judgm ents

 You make decisions

• f choice.

 You can’t improve

their outcome once you make them.

• Investments
• Purchase office

furniture

• Holiday party decorum

I nfluencing Outcom es

 Like hiring a person,

you not only make a choice, but you can influence the performance of the person.

 Same with projects

you lead—select the deadlines and them make them happen!

Advanced Executive Com petence

Placing Com petitive Bets

 Decisions that relate to

how well you do compared to others.

 Here you must

anticipate the moves of rivals.

 It is about strategic

thinking where you seek to do better than your rivals. Managing For Strategic Success

 Doing better than

rivals,

 Moving into a new

market.

 Leading,

communicating, inspiring, directing, managing others to gain consistent competitive advantage

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I n This Session W e:

Defined the characteristics of executive leaders who motivate those with whom they work. Reviewed the leadership competencies model from which our EMBA program is framed. Described the leadership seminars program from Seminar I through Seminar IV. Gained insight into the leadership paradox you all face when leading within the organization (associates reporting to you, peers with whom you work, top managers and those beyond your unit’s boundaries). Introduced the Leadership Characteristics model from which your 360 degree leadership assessment will rely. Reviewed levels of decision making from the executive’s role.

And now w e learn about your w ork related strengths!

You are #1!