Leadership Development Master Class

Module 4 Leadership: Core Character and Competence

Let us reflect again on the what of leadership….

Let us reflect again on the what of leadership….

Lesson 1Lesson 1Power and InfluencePower and Influence

• Leadership is about people• Leadership is about people

• Influencing people…• Influencing people…

• Influence related to power?• Influence related to power?

• legitimate power• reward power• expert power

• information power

• I am your manager

• legitimate power

• reward power• expert power

• information power

• I have authority to give you a bonus

• legitimate power• reward power

• expert power• information power

• I have knowledge and skill and can train and develop or solve problems

• legitimate power• reward power• expert power

• information power

• I have important information/access to important information

• What about visionary power?• What about visionary power?

And relationship power?And relationship power?

Lesson 2Lesson 2Psychological ClimatePsychological Climate

http://www.zimbardo.com/http://www.zimbardo.com/

http://www.zimbardo.com/

Who has the power? – The Leaders

Who has the power? – The Leaders

Want to change the system?Want to change the system?

A little more aboutclimate –

specifically work climate…

A little more aboutclimate –

specifically work climate…

30% OF DIFFERENTIATION ATTRIBUTABLE TO HIGH PERFORMANCE CLIMATE

The classic success causal relationship

Modern success causal relationship

So leadership matters and it is all

about…

So leadership matters and it is all

about…

So what do leaders do?So what do leaders do?

Lesson 3Lesson 3What Leaders DoWhat Leaders Do

Do Notes

Personal Responsibility From Enron, to global financial crisis

Simplify Tony Manning, Jack Welch

Understand Breadth, Depth, and Context

"The most important thing I've learned since becoming CEO is context. It's how your company fits in with the world and how you respond to it.” GE's CEO Jeff Immelt

Leaders learn constantly and also have to learn how to teach

GE's CEO Jeff Immelt

Stay disciplined and detailed “Michael Dell can tell you how many computers were shipped from Singapore yesterday."

Like people “So it's critical to understand people, to always be fair, and to want the best in them.” Jeff Immelt

In HBR, Kotter show the leader

task by contrasting it to management…

In HBR, Kotter show the leader

task by contrasting it to management…

Management Leadership

Planning and Budgeting Setting a Direction

Organizing and Staffing Aligning People

Controlling and Problem Solving

Motivating People

“Motivation and inspiration energize people,

not by pushing them in the right direction but

by satisfying basic human needs” John Kotter HBR, 1990

According to Kouzes and Posner our first challenge is to rid ourselves of these outdated traditions and myths

According to Kouzes and Posner our first challenge is to rid ourselves of these outdated traditions and myths

A field guide for LeadershipBy Jim Kouzes and Barry Posner

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: The ideal organization is orderly and stable, and can and should run like clock work

Fact:

The best leadership achievements come from challenging the process, changing things, shaking up the organization

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: Leader as “renegade” who magnetizes a band of followers with courageous acts

Fact:

Leaders attract constituents not because of their willful defiance, but because the leader has a deep faith in the human capacity to adapt and grow

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: Good managers

focus on the short term.Fact:

Effective leaders have a long term future orientation

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: Leaders are visionaries with Merlin-like powers

Fact:

Leaders must have a vision, a sense of direction, but not psychic foresight. It can be their original thinking or someone else’s.

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: Leaders ought to be cool, aloof and analytical; they should separate emotions from work

Fact:

When real life leaders discuss what they are proudest of in their own careers they describe feelings of inspiration, passion, elation, intensity, challenge, caring and kindness – and yes, even love

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: Leaders have the special gift of Charisma!

Fact:

Leaders’ dynamism comes from a strong belief in a purpose and a willingness to express that conviction

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: The job of management is primarily one of control: of resources including time, money materials and people.

Fact:

The more leaders control others, the less likely it is that people will excel, the less they’ll be trusted. Leaders don’t command and control; they support and serve.

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: It’s lonely at the top

Fact: The most effective leaders are involved and in touch with those they lead. They care deeply about them, and often refer to them as family.

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: Leaders are superior – those on top are automatically leaders.

Fact: Leadership isn’t a place: it’s a process. It involves skills and abilities useful in the executive suite and on the front line.

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Myth: Leaders are born, not made.

Fact:

Leadership is not in a gene; it is an observable, learnable set of practices.

The belief that leadership can’t be learned is a powerful deterrent to

leadership development

A field guide for LeadershipBy Jim Kouzes and Barry Posner

Model The Way Inspire A Shared Vision Challenge The Process Enable Others To Act Encourage The Heart

So now we know what they do – but

what must they have…

So now we know what they do – but

what must they have…

Lesson 5 Lesson 5 A Healthy Core CharacterA Healthy Core Character

The Most Admired Characteristics of a Leader

21% Ambitious 40% Broad-minded 20% Caring 66% Competent 28% Cooperative 20% Courageous 33% Dependable 24% Determined 42% Fair-minded 71% Forward-looking

88% Honest 23% Imaginative 6% Independent 65% Inspiring 47% Intelligent 14% Loyal 17% Mature 8% Self-controlled 34% Straightforward 35% Supportive

The Leadership CoreThe Leadership Core

HonestForward-looking

Inspiring-InfluencingCompetent

The RitzThe Ritz

• Honesty and climate• Honesty and climate

The RitzThe Ritz

• Honesty• Honesty

The RitzThe Ritz

• Honesty and climate• Honesty and climate

Martin Luther King JrMartin Luther King Jr

“I have a dream”

• Forward Looking• Forward Looking

Collin. P. HuntingtonCollin. P. Huntington

“We shall build good ships here-At a profit if we can-At a loss if we must

-But always good ships”Newport News Ship Building Company 1891

• Forward Looking• Forward Looking

Winston ChurchillWinston Churchill

“Before you can inspire with emotion, you must be swamped with it yourself. Before you can

move their tears, your own must flow. To convince them, you must

yourself believe.”

• Inspiring• Inspiring

Dee HockDee Hock

“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones

out.”

• Competent• Competent

Now lets reflect on leadership

competence…

Now lets reflect on leadership

competence…

Lesson 4Lesson 4CompetenceCompetence

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Organization cultureOrganization cultureYouYou

And values?And values?

ESPOUSEDESPOUSED

IN ACTIONIN ACTION

And the impact of work climate…

And the impact of work climate…

22

John W. GardnerJohn W. Gardner

Communication between leader and constituent is at the heart of

everything

• Communication• Communication

Kouzes and PosnerKouzes and Posner

Ninety percent of executives rate themselves as effective

communicators. Only thirty percent of their subordinates

agree.

• Communication• Communication

Kouzes and PosnerKouzes and Posner

The biggest problem with leadership communication

is the illusion that it has occurred.

• Communication• Communication

Antonio R. DamasioAntonio R. Damasio

Neurologists agree that facts, emotions and symbols must be created as “images” in order for the brain to order them, process them and

produce thought. Creating images is essential. And “images” include sights,

sounds, smells and feelings.

• Communication• Communication

Every year since 1950, the number of American

children gunned down has doubled.

• Communication• Communication

Let Us Remember Those….

• Communication• Communication

• Communication• Communication

How big is an acre of land…

• Communication• Communication

The Size of A Football Field

• Communication• Communication

The Power of a Story…

• Communication• Communication

Harley executive, quoted in Results-based Leadership

Harley executive, quoted in Results-based Leadership

“What we sell is the opportunity for a 43 year-old accountant to dress up in black leather,

ride through small towns and have people be afraid of him.”

• Communication• Communication

• Communication• Communication

They Did Not Say A Word, Yet They

Were Communicating

Perfectly…

• Communication• Communication

• Communication• Communication

• Remember!!• Remember!!

“The facts may not be boring but you might be”

• Remember!!• Remember!!

“When leaders fail to communicate in facts,

emotions, and symbols, constituents will fill in

the blanks”

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Emotions are the messengers of the soul…

Anon

• Emotional Intelligence (EQ)• Emotional Intelligence (EQ)

“Reason without emotion is

neurologically impossible.”

Dr. Antonio Damasio, Descartes’ Error: Emotions, Reason, and The

Human Brain

• Emotional Intelligence (EQ)• Emotional Intelligence (EQ)

Intelligence Contribution to Success

Intelligence Contribution to Success

EQ Contribution to Success

EQ Contribution to Success

• Emotional Intelligence (EQ)• Emotional Intelligence (EQ)

Under the pressure of change EQ is extremely

important…

• Emotional Intelligence (EQ)• Emotional Intelligence (EQ)

Increasing Self Awareness

IntrospectionSelf-observationSelf-disclosureSocial comparisonInteraction with diverse

people

“Anger is one of the greatest teachers that we can have in the pursuit of emotional

intelligence.”

Frances Wilks 1998Frances Wilks 1998

Why do we choose it?To gain control

To get what we wantTo get others to help us

To hide real feelingsTo avoid responsibility

• But Anger Is A Choice• But Anger Is A Choice

”Anger is the one emotion that does the most harm

to the heart”

Dr Redford Williams Dr Redford Williams

Building Self Image

Forgive (self and others) Build and apply skills Contribute Use the power of now Develop healthy habits (diet, exercise etc)

Social Intelligence

Social Intelligence

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Orchestrating Individual Performance

Elevating Discretionary Effort…

Copyright 1992-1999 The Gallup Organization, Princeton, NJCopyright 1992-1999 The Gallup Organization, Princeton, NJ

•Do you know what is expected of you at work? •Do you have the materials and equipment you need to do your work right? •At work, do you have the opportunity to do what you do best every day? •In the last seven days, have you received recognition or praise for doing good work? •Does your supervisor, or someone at work, seem to care about you as a person? •Is there someone at work who encourages your development? •At work, do your opinions seem to count? •Does the mission/purpose of your company make you feel your job is important? •Are your associates (fellow employees) committed to doing quality work? •Do you have a best friend at work? •In the last six months, has someone at work talked to you about your progress? •In the last year, have you had opportunities at work to learn and grow?

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Orchestrating Team Performance

Again A Cynical View…

Again A Cynical View…

Clarity of purpose;Strong individuals;

Focus;Roles and role flexibility;

Training and competence;Trust;

Commitment;Communication;

Line of sight between performanceand reward.

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Organizational Leadership

Individual and teamLeadership – leading people

Organizational Leadership

Organization leadership-building an enduring enterprise

Organizational Leadership

© Capacity 2000 CC

Organizational Leadership

Sources

Descartes' Error: Emotion, Reason and the Human Brain By Antonio R. Damasio Published by Penguin Books, 2005 ISBN 014303622X, 9780143036227 The Leadership Challenge: how to get extraordinary things done in

organizations By James M. Kouzes, Barry Z. Posner, Thomas J. Peters Published by Jossey-Bass Publication, 1990 Original from the University of Michigan Digitized 23 Aug 2007 ISBN 155542211X, 9781555422110 www.tompeters.com www.12manage.com

Sources

Emotional Intelligence By Daniel Goleman Published by Bantam Books, 1995 ISBN 055309503X, 9780553095036 http://www.minnaar-cc.com www.tompeters.com www.12manage.com http://www.haygroup.com https://www.clc.executiveboard.com