LEADERSHIPLEADERSHIP

Questions from our readings or Questions from our readings or from last week’s classfrom last week’s class

GROUP ASSIGNMENTUsing the assigned reading as your foundation, Using the assigned reading as your foundation,

how does your group see the following skillshow does your group see the following skillsas being important to leaders and leadership?as being important to leaders and leadership?

Prepare a short verbal presentation

• Group 1: Communication

• Group 2: Conflict Resolution

• Group 3: Decision Making

• Group 4: Problem Solving

• Group 5: Trust Building/Development

• Group 6: Strategic Thinking

DEFINITION AND DEFINITION AND SIGNIFICANCE OF SIGNIFICANCE OF

LEADERSHIPLEADERSHIP

Learning ObjectivesLearning Objectives1.1. Define leadership and leadership effectiveness.Define leadership and leadership effectiveness.2.2. Identify the cultural values that have the potential to Identify the cultural values that have the potential to

affect leadership.affect leadership.3.3. Discuss the major obstacles to effective leadership.Discuss the major obstacles to effective leadership.4.4. Compare and contrast leadership and management Compare and contrast leadership and management

and understand their similarities and differences.and understand their similarities and differences.5.5. List the roles and functions of management and be List the roles and functions of management and be

aware of cultural differences in the use and application aware of cultural differences in the use and application of those functions.of those functions.

6.6. Summarize the debate over the role and impact of Summarize the debate over the role and impact of leadership in organizations.leadership in organizations.

Definition of LeadershipDefinition of Leadershipfrom the textbookfrom the textbook

Leadership is the ability and the Leadership is the ability and the willingness to influence other so that willingness to influence other so that they respond willingly. they respond willingly.

By James G. ClawsonBy James G. Clawson

A Definition of a LeaderA Definition of a Leader

A leader is any person who influences A leader is any person who influences individuals and groups within an individuals and groups within an organization, helps them in the organization, helps them in the establishment of goals, and guides them establishment of goals, and guides them toward achievement of those goals, toward achievement of those goals, thereby allowing them to be effective. thereby allowing them to be effective.

By Afsaneh NahavandiBy Afsaneh Nahavandi

Keys Elements of the Keys Elements of the Definition of LeadershipDefinition of Leadership

Leadership is a group phenomenonLeadership is a group phenomenon

Leaders guide and influence othersLeaders guide and influence others

Leadership involves some form of Leadership involves some form of hierarchy in the grouphierarchy in the group

Definition ofDefinition ofLeadership EffectivenessLeadership Effectiveness

Leaders are effective when theirLeaders are effective when theirfollowers achieve their goals, canfollowers achieve their goals, can

function well together, and canfunction well together, and canadapt to the changing demandsadapt to the changing demands

from external forces.from external forces.

By Afsaneh NahavandiBy Afsaneh Nahavandi

The group achieves its goalsThe group achieves its goals

Internal processes are smoothInternal processes are smooth The group can adapt to external The group can adapt to external

forcesforces

Leaders are Effective When:Leaders are Effective When:

Effective vs. Successful ManagersEffective vs. Successful Managers

Effective ManagersEffective Managers• Satisfied followersSatisfied followers• ProductiveProductive• Focus on Focus on

communicationcommunication• Active conflict Active conflict

managementmanagement• Motivate, train and Motivate, train and

develop develop employeesemployees

Successful ManagersSuccessful Managers• Quick promotionsQuick promotions• Focus on Focus on

networkingnetworking• Interact with Interact with

outsidersoutsiders• SocializeSocialize• Active in office Active in office

politicspolitics

10 STEPS to Effective Leadership…10 STEPS to Effective Leadership… 1. Learn from your mistakes2. Exercise self-control3. Always be considerate4. Do the best you can5. Encourage others often6. Respect the rights of others7. Shoulder your responsibility 8. Have a good attitude 9. Infect others with enthusiasm10. Practice perseverance

Author unknown

Points of ViewPoints of View

• Follower’s Point of View

• Bureaucrat’s Point of View

• Administrator’s Point of View

• Contrarian’s Point of View

Leadership Point of ViewLeadership Point of View

• SeeingSeeing what needs to be done

• UnderstandingUnderstanding the underlying forces at play in a situation

• InitiatingInitiating action to make things better

Please add the following numbers in your head…

1000

40

1000

30

1000

20

1000

10

What is the sum?

DEFINITIONDEFINITION

Leadership is about managing Leadership is about managing energy, first in yourself and energy, first in yourself and then in those around you.then in those around you.

from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson

VABE’sVABE’s

• Values

• Assumptions

• Beliefs

• Expectations

What I see in me

What I do notsee in me

What you see in me

Open / Public self Blind Self

What you do not see in me

Hidden / Private Self Unknown Self

JOHARI WINDOWJOHARI WINDOW

What I see in meWhat Ido not

see in me

What you see in me

Open / Public Self Blind Self

What you do not see in me

Hidden / Private Self Unknown Self

JOHARI WINDOWJOHARI WINDOW

““Leaders have to be continually Leaders have to be continually broadening their vision and broadening their vision and

deepening their insight into the deepening their insight into the global, societal, market, global, societal, market,

competitive, consumer, and related competitive, consumer, and related issues that surround any issues that surround any

organization.”organization.”

from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson

““Many aspects of the Information Age Many aspects of the Information Age shape our thinking about shape our thinking about

organizations and leadership. In this organizations and leadership. In this new age, power revolves around the new age, power revolves around the people who coordinate resources to people who coordinate resources to meet customer needs. Information meet customer needs. Information becomes the key competitive and becomes the key competitive and

managerial advantage.”managerial advantage.”

from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson

Peter Senge’sPeter Senge’sTHE LEARNING ORGANIZATIONTHE LEARNING ORGANIZATION

“characterized by widely distributed power “characterized by widely distributed power and structures that recognize much better and structures that recognize much better

the value of all organization members the value of all organization members receiving, processing, and making receiving, processing, and making decisions from new and explodingdecisions from new and exploding

oceans of information.”oceans of information.”

from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson

1900 1950 2000

Rateof

changein

society

Rural/Agriculture Urbanization/Industrial Global/Information

Text – pg 44

INFOCRACIESINFOCRACIESVS.VS.

BUREAUCRACYBUREAUCRACY

from Level Three Leadership by James Clawsonfrom Level Three Leadership by James Clawson

Primogeniture Max Weber Warren Bennis

ARISTOCRACY BUREAUCRACY INFOCRACY

Through 18th Century 19th and 20th Century Information Age

Text – pg 48

Power is distributed bygender and lineage

Assumption is, “Fatherknows best.”

Power is distributed bygender and office.

Assumption is, “Boss knows best.”

Power is distributingto key process contributors (KPCs)

Assumption is, “KPCsKnow best.”

TIME

LEADER

OTHERS TASK

ORGANIZATION

InfluenceStrategicThinking

ManagingChange

EmployeeBonding

Shared vision

Organizational design

EnvironmentalForces

VCMVCMThe ability to influence others could The ability to influence others could

be clustered into three areas:be clustered into three areas:

VisionVisionCommitmentCommitment

Management SkillsManagement Skills

Leading Strategic ChangeLeading Strategic Changecan only occur on at least three levelscan only occur on at least three levels

• ORGANIZATIONAL

• WORK GROUP

• INDIVIDUAL

Basic Levels of Human ActivityBasic Levels of Human Activity

• Level One: BEHAVIORS

• Level Two: CONSCIOUS THOUGHTS

• Level Three: VABE’s– Values, Assumptions, Beliefs, and Expectations

Definition of CultureDefinition of Culture

Commonly held values within a group Commonly held values within a group of peopleof people

Set of norms, customs, values, and Set of norms, customs, values, and assumptionsassumptions

Guides behaviorsGuides behaviors Makes a group uniqueMakes a group unique Makes a group different from other Makes a group different from other

groupsgroups

vvOrganizational

culture

Organizationalculture

Organizationalculture

Organizationalculture

Three Levels of CultureThree Levels of Culture

Ed Schein’sEd Schein’sThree levels of cultural manifestationsThree levels of cultural manifestations

• ArtifactsArtifacts– The visible structures and process of a culture

• Espoused ValuesEspoused Values– The conscious justifications for behavior

• Basic Underlying AssumptionsBasic Underlying Assumptions– The “unconscious, taken-for-granted beliefs,

perceptions, thoughts, and feelings” that drive culture

Power distancePower distance

Uncertainty avoidanceUncertainty avoidance

IndividualismIndividualism

MasculinityMasculinity

Time orientationTime orientation

Hofstede’s Cultural DimensionsHofstede’s Cultural Dimensions

Hosftede’s Individualism/CollectivismHosftede’s Individualism/Collectivism

In collectivist cultures:In collectivist cultures:

Self-defined as dependent on in-groupSelf-defined as dependent on in-group

Group’s goals are given priority over individual’sGroup’s goals are given priority over individual’s

Social norms determine social behaviorSocial norms determine social behavior

Relationships based on communal termsRelationships based on communal terms

Friend and self are closeFriend and self are close

Enemy is farEnemy is far

OK to lie to out-group membersOK to lie to out-group members

In individual cultures:In individual cultures:

Self is autonomous from groupSelf is autonomous from group Personal goals are given priority over Personal goals are given priority over

in-group’sin-group’s

Attitudes determine social behaviorAttitudes determine social behavior

Relationships based on exchangeRelationships based on exchange

Others are far and removed from selfOthers are far and removed from self

Hosftede’s Individualism/Collectivism Hosftede’s Individualism/Collectivism (cont’d)(cont’d)

Horizontal: Horizontal: Emphasis on equalityEmphasis on equality

Vertical:Vertical: Emphasis on hierarchy Emphasis on hierarchy

Hosftede’s Hosftede’s Individualism/Collectivism (cont’d)Individualism/Collectivism (cont’d)

Hosftede’s Hosftede’s Individualism/Collectivism (cont’d)Individualism/Collectivism (cont’d)

Vertical Vertical Collectivist (VC)Collectivist (VC) Rank and status Rank and status

among among membersmembers

Obedience to Obedience to authorityauthority

Sacrifice of selfSacrifice of self

HorizontalHorizontalCollectivist (HC)Collectivist (HC) Members are Members are

equalequal No hierarchyNo hierarchy ConsensusConsensus

Vertical Vertical Individualist (VI)Individualist (VI)• Individual Individual

considered considered unique and unique and superior to other superior to other individualsindividuals

HorizontalHorizontalIndividualist (HI)Individualist (HI)• Individual Individual

considered considered unique, but not unique, but not superior to superior to othersothers

Hosftede’s Hosftede’s Individualism/Collectivism (cont’d)Individualism/Collectivism (cont’d)

EgalitarianEgalitarian

HierarchicalHierarchical

INCUBATORINCUBATORIndividual-orientedIndividual-oriented

Leader removes Leader removes obstaclesobstacles

Focus on individualFocus on individualgrowthgrowth

GUIDED MISSILEGUIDED MISSILEPerformance-orientedPerformance-oriented

Leader is a guideLeader is a guideFocus on achievingFocus on achieving

common goalcommon goal

FAMILYFAMILYPower-orientedPower-orientedLeader is caringLeader is caring

parentparentFocus on buildingFocus on building

relationshipsrelationships

EIFFEL TOWEREIFFEL TOWERRigid and robustRigid and robust

Leader is undisputedLeader is undisputedlegitimate bosslegitimate boss

Focus on rationalFocus on rationalperformanceperformance

PersonPerson TaskTask

Trompenaars’ Cross-Cultural Trompenaars’ Cross-Cultural Organizational CulturesOrganizational Cultures

Environmental uncertainty Environmental uncertainty

Organizational rigidityOrganizational rigidity

Lack of opportunity to practiceLack of opportunity to practice

Relying on simplistic solutionsRelying on simplistic solutions

Inaccessible researchInaccessible research

Obstacles To Effective LeadershipObstacles To Effective Leadership

LeadersLeaders

• Focus on the futureFocus on the future

• Create changeCreate change

• Create a culture based Create a culture based on shared values on shared values

• Establish emotional Establish emotional link with followerslink with followers

• Use personal powerUse personal power

ManagersManagers

• Focus on the presentFocus on the present

• Maintain status quoMaintain status quo

• Implement policies Implement policies and proceduresand procedures

• Remain aloof and Remain aloof and maintain objectivitymaintain objectivity

• Use position powerUse position power

Management And LeadershipManagement And Leadership

LEADERLEADERLEADERLEADER

CULTURECULTURECULTURECULTURE

RoleRole RewardReward Hiring Hiring StructureStructureModel SystemModel System Decisions & Strategy Decisions & Strategy

Leader’s Function In ShapingLeader’s Function In ShapingOrganizational CultureOrganizational Culture

Outside environmental factors affect Outside environmental factors affect organizations more than leadership organizations more than leadership

Internal structure and strategy Internal structure and strategy determine the course organizations determine the course organizations taketake

Leadership only accounts for 7% to Leadership only accounts for 7% to 15% of performance15% of performance

Arguments Over The Impact Of Leadership:Arguments Over The Impact Of Leadership: Leadership Is InsignificantLeadership Is Insignificant

Leaders have little discretion to Leaders have little discretion to really make an impactreally make an impact

Leadership is a romantic myth Leadership is a romantic myth rather than a real organizational rather than a real organizational factorfactor

Arguments Over The Impact Of Leadership:Arguments Over The Impact Of Leadership:

Leadership Is InsignificantLeadership Is Insignificant

Leadership is one of many important Leadership is one of many important factorsfactors

Leadership is key in providing vision Leadership is key in providing vision and directionand direction

Leadership is critical in orchestrating Leadership is critical in orchestrating changechange

Arguments Over The Impact Of Leadership:Arguments Over The Impact Of Leadership:

Leadership Has an ImpactLeadership Has an Impact

Leadership can account for up to Leadership can account for up to

44% of a firm’s profitability44% of a firm’s profitability

Leadership is critical in orchestrating Leadership is critical in orchestrating

changechange

Leadership’s impact is moderated by Leadership’s impact is moderated by

situational factorssituational factors

Arguments Over The Impact Of Leadership:Arguments Over The Impact Of Leadership:

Leadership Has an ImpactLeadership Has an Impact

Leading Change:Leading Change:David Neeleman of JetBlueDavid Neeleman of JetBlue

Quickly expanding airlineQuickly expanding airline Small size; young fleetSmall size; young fleet Focus on teamworkFocus on teamwork Neeleman leads and provides visionNeeleman leads and provides vision Active listening to followersActive listening to followers Focus on creativityFocus on creativity Nimble and quick to changeNimble and quick to change

• Industry leader in innovation and designIndustry leader in innovation and design• Blend form and functionBlend form and function• Research laboratory for the artsResearch laboratory for the arts• Focus on creativityFocus on creativity• Failure = Courage = SuccessFailure = Courage = Success• Organization cannot stretch and grow Organization cannot stretch and grow

without failurewithout failure• Importance of pushing the limit and Importance of pushing the limit and

“walking on the borderline”“walking on the borderline”http://www.alessikitchenware.com/http://www.alessikitchenware.com/

alessi2.htmlalessi2.html

Leadership In Action: Leadership In Action:

AlessiAlessi

LEADERSHIP:LEADERSHIP:

PAST,PAST,PRESENT,PRESENT,FUTUREFUTURE

1.1. Identify the three major eras in the modern study Identify the three major eras in the modern study of leadership.of leadership.

2.2. Explain the methods, results, shortcomings, and Explain the methods, results, shortcomings, and contributions of the trait and behavior contributions of the trait and behavior approaches to leadership and identify their approaches to leadership and identify their impact on current approaches.impact on current approaches.

3.3. Present the elements of current contingency Present the elements of current contingency approaches to leadership.approaches to leadership.

4.4. Discuss the revival of research about individual Discuss the revival of research about individual characteristics for understanding leadership.characteristics for understanding leadership.

5.5. List the changes in organizations and the new List the changes in organizations and the new expectations and views of leaders.expectations and views of leaders.

Learning ObjectivesLearning Objectives

Management Paradigm ShiftsManagement Paradigm Shifts• AristocracyAristocracy

– Power is distributed by gender and lineage.– Assumption is “father knows best.”

• BureaucracyBureaucracy– Power is distributed by gender and office.– Assumption is “boss knows best.”

• InfocracyInfocracy– Power is redistributing to key network players.– Assumption is “network nodes know best.”

History of Modern Leadership TheoryHistory of Modern Leadership Theory

• The Trait Era:– leaders are born

• Late 1800’s to Mid-1940’s

• The Behavior Era:– leadership can be taught

• Mid- 1940’s to Early 1970’s

• The Contingency Era:– leadership style is dependent upon situation

• Early 1970’s to Present

As cited in The Art and Science of Leadership by Afsaneh NahavandiAfsaneh Nahavandi

General Categories of Leadership General Categories of Leadership Traits from the Trait EraTraits from the Trait Era

CapacityCapacity

AchievementAchievement

ResponsibilityResponsibility

ParticipationParticipation

StatusStatus

SituationSituation

CapacityCapacity

IntelligenceIntelligence

AlertnessAlertness

Verbal facilityVerbal facility

OriginalityOriginality

Judgment Judgment

AchievementAchievement

• ScholarshipScholarship

• KnowledgeKnowledge

• Athletic Athletic accomplishmentaccomplishment

Responsibility Responsibility

DependabilityDependability

InitiativeInitiative

PersistencePersistence

Self-confidenceSelf-confidence

Participation Participation

ActivityActivity

SociabilitySociability

Cooperation Cooperation

StatusStatus

Socioeconomic Socioeconomic positionposition

PopularityPopularity

SituationSituation

Mental levelMental level

Interest in followersInterest in followers

ObjectivesObjectives

Structuring/TaskStructuring/Task Setting goalsSetting goals Making Making

expectations expectations clearclear

Setting Setting schedulesschedules

Assigning workAssigning work

Consideration/PeopleConsideration/People Empathy and Empathy and

understandingunderstanding Friendly and Friendly and

approachableapproachable ParticipativeParticipative NurturingNurturing

Major Leader BehaviorsMajor Leader Behaviors

No one best wayNo one best way

Understanding the situation is keyUnderstanding the situation is key

People can learn to become better leadersPeople can learn to become better leaders

Leadership makes a differenceLeadership makes a difference Both personal and situational factors affect Both personal and situational factors affect

leadership effectiveness leadership effectiveness

Basic Assumptions Of The Basic Assumptions Of The Contingency Approach To LeadershipContingency Approach To Leadership

Drive and energyDrive and energy

Desire and motivation to leadDesire and motivation to lead

Honesty and integrityHonesty and integrity

Self-confidenceSelf-confidence

IntelligenceIntelligence

Knowledge of the businessKnowledge of the business

Current View OfCurrent View OfKey Leadership TraitsKey Leadership Traits

Leader Leader assumes assumes responsibilityresponsibility

Leader and employeesLeader and employeesassume joint assume joint responsibilityresponsibility

PlanPlan

LeadLead

ControlControl

DoDoResultsResults

Control-oriented LeadershipControl-oriented Leadership

LeadLead

ControlControl

PlanPlan

Result-oriented LeadershipResult-oriented Leadership

DoDo

ResultsResultsResultsResults

Control vs. Results-oriented LeadershipControl vs. Results-oriented Leadership

World-wide political changesWorld-wide political changes

Increased global and local competitionIncreased global and local competition

Demographic changesDemographic changes

Changing employee expectationsChanging employee expectations

Factors Fueling Changes Factors Fueling Changes In OrganizationsIn Organizations

Leading Change:Leading Change:Gloria FeldtGloria Feldt

Clear need for changeClear need for change Created team to represent different Created team to represent different

constituency – diversity.constituency – diversity. Involved all stakeholdersInvolved all stakeholders Encourage creativity and “dreaming”Encourage creativity and “dreaming” Pushed for a long-time framePushed for a long-time frame Development of a new, shared vision to Development of a new, shared vision to

inspireinspire

Leadership in Action: Leadership in Action:

Jack HartnettJack Hartnett Highly successful businessHighly successful business Autocratic and non-participatory leaderAutocratic and non-participatory leader Clear goals and rulesClear goals and rules Caring father figureCaring father figure Careful selection of managers through Careful selection of managers through

extensive interviewing of candidates and extensive interviewing of candidates and familyfamily

The Leadership ChallengeThe Leadership Challenge

Should you be autocratic in order to Should you be autocratic in order to create a participatory organization? create a participatory organization?

Set clear vision and directionSet clear vision and direction Find successful external examplesFind successful external examples Start with small experiments; provide Start with small experiments; provide

examples of successexamples of success TrainTrain EmpathizeEmpathize

Circles of Influence and ConcernCircles of Influence and Concern

Circle of

Circle ofCONCERN

INFLUENCE

Circle of

Circle ofINFLUENCE

CONCERN

Formula for Frustration Formula for Effectiveness

Principle-Centered Principle-Centered Leadership byLeadership by

Stephen CoveyStephen Covey

As presented byAs presented by

Kristen CarterKristen Carter

Definition of a principle...Definition of a principle...

• A rule or standard, especially of good behavior or a basic, or essential, quality element determining intrinsic nature or characteristic behavior.

4 Key Principles4 Key Principles

• Trustworthiness

• Trust

• Empowerment

• Alignment

TrustworthinessTrustworthiness

• Personal level– my relationship with myself

• Character and competence

TrustTrust

• Interpersonal level– my relationship and interaction with others

• Emotional bank account

EmpowermentEmpowerment

• Managerial level– my responsibility to get a job done with others

• Participation in evaluations

AlignmentAlignment

• Organizational level– my need to organize people

• Striving to align strategy, structure, and systems with the realities of the environment

8 Characteristics of8 Characteristics ofPrinciple-Centered LeadersPrinciple-Centered Leaders

• Continual learning

• Service-oriented

• Radiate positive energy

• Believe in others

• Lead balanced lives

• See life as adventure

• Synergistic

• Self-renewing

Continual LearningContinual Learning

• Read often• Seek training• Take classes

• Always ask questions• Make and keep promises

Service-OrientedService-Oriented

• See life as mission, not as career

• Yoke up

Radiate Positive EnergyRadiate Positive Energy

• Countenances– cheerful, pleasant, happy

• Attitudes– optimistic, positive, upbeat

• Spirits– enthusiastic, hopeful, believing

Believing in OthersBelieving in Others

• Do not overreact

• Do not carry grudges

• Behavior & potential are separate– believe in unseen potential

Lead a Balanced LifeLead a Balanced Life

• Read best literature

• Current on events

• Attitude is proportionate to situation

See Life as an AdventureSee Life as an Adventure

• Secure

• Like courageous explorers

• Adaptable

SynergisticSynergistic

• Improve situations

• Build on strengths

• Natural ability to delegate

Self-RenewingSelf-Renewing

• Exercise 4 dimensions of human personality

physical

mental

emotional

spiritual

Transformational LeadershipTransformational Leadership

• Focused on “top-line”

• Builds on man’s need for meaning

• Proactive

• Catalytic

• Patient

• Identifies new talent

Principle-Centered Characteristics & Principle-Centered Characteristics &

Transformational LeadershipTransformational Leadership

• Continual learners & Adventurers– ability to find new ideas from current situation– research, experimentation, or combination

• Service-oriented– career life’s mission to transform current

circumstances to meet environmental realities

Principle-Centered Characteristics & Principle-Centered Characteristics & Transformational LeadershipTransformational Leadership

• Radiate positive energy– transform work area to upbeat place

• Believing in others– find unseen talent in current employees

Principle-Centered Characteristics & Principle-Centered Characteristics & Transformational LeadershipTransformational Leadership

• Balanced life & Self-renewing– leaders become better role models

• Synergistic– improving situations– negotiate with separation

ConclusionConclusion

• Definition of principle• 4 Key Principles

– different levels• 8 Principle-Centered Characteristics• Transformational Leadership• Characteristics mix well with Transformational

Leadership

Morality, Ethics, and LegalityMorality, Ethics, and Legality

• MORALITY: individual determination of what’s right and wrong

• ETHICS: the established and accepted guidelines of behavior for groups or institutions

• LEGALITY: obeying the established laws of society

Four CornerstonesFour CornerstonesMoral Foundation of Effective LeadershipMoral Foundation of Effective Leadership

• Telling the Truth

• Promise Keeping

• Fairness

• Respect for the Individual

MoralsMorals

• Morals are your personal beliefs about what is right and wrong.

EthicsEthics

• Ethics are codes of conduct that define right and wrong in a particular group.

ValuesValues

• Values are those beliefs or standards in life that we prioritize above all others. (part of VABE’s)

Organizational FunctionsOrganizational Functions

• Provides Leadership

• Shares Leadership

• Values People

• Develops People

• Builds Community

• Displays Authenticity

By Jim Laub, 2000By Jim Laub, 2000

Share Leadership

Sharethe Vision

Sharethe

Power

Sharethe

Status

ProvideLeadership

Envisionthe

Future

ClarifyGoals

TakeInitiative

ETHICS

MORALS VALUES

ORGANIZATIONORGANIZATION

ValuePeople

Believe inPeople

ListenReceptively Serve

Others First

DevelopPeople

Provide forLearning

ModelBehaviors

Encourageand Affirm

ETHICS

MORALS VALUES

ORGANIZATIONORGANIZATION

Build Community

BuildRelationships

ValueDifferences

WorkCollaboratively

Display Authenticity

HaveIntegrity

Be WillingTo Learn

Be Open &Accountable

ETHICS

MORALS VALUES

ORGANIZATIONORGANIZATION

ValuePeople

Build CommunityShare Leadership

DevelopPeople

Display AuthenticityProvideLeadership

ETHICS

MORALS VALUES

ORGANIZATIONORGANIZATION

Believe inPeople

ListenRespectively

Serve OthersFirst

BuildRelationships

ValueDifferences

WorkCollaboratively

Sharethe Vision

Sharethe Power

Sharethe Status

Provide forLearning

ModelBehaviors

Encourageand Affirm

HaveIntegrity

Be WillingTo Learn

Be Open andAccountable

Envisionthe Future

ClarifyGoals

TakeInitiative

ValuePeople

Build CommunityShare Leadership

DevelopPeople

Display AuthenticityProvideLeadership

ETHICS

MORALS VALUES

ORGANIZATIONORGANIZATION

Let’s do an exerciseLet’s do an exercise

Believe inPeople

ListenRespectively

Serve OthersFirst

BuildRelationships

ValueDifferences

WorkCollaboratively

Sharethe Vision

Sharethe Power

Sharethe Status

Provide forLearning

ModelBehaviors

Encourageand Affirm

HaveIntegrity

Be WillingTo Learn

Be Open andAccountable

Envisionthe Future

ClarifyGoals

TakeInitiative

ValuePeople

Build CommunityShare Leadership

DevelopPeople

Display AuthenticityProvideLeadership

ETHICS

MORALS VALUES

ORGANIZATIONORGANIZATION

1

2

6

5

43