A guide to Integrating The Leadership Experience (4 th ed) and vLeader 2007 Integrating Leadership...

A guide to Integrating The Leadership Experience (4th ed) and

vLeader 2007

Integrating Leadership Theory and Practice through

Computer-based Simulation

John E. Dunning

Troy University

Integration Discussion

• Overview of vLeader 2007– The Fundamental Frameworks– The Leadership Scenarios

• Strategy for Integrating vLeader 2007– Experiential Learning Stages– The Five Learning Cycles– Support for integration

• Getting Started

The Fundamental Frameworks

• The Communications Framework

• The Leadership Framework

• The Business Framework


• The Communications Framework– Everything we say or do, either support,

oppose or is neutral toward either people, ideas or both

How We Communicate in Virtual Leader Support of a person

• “I think you really get it”• “Keep going, you’re on a roll”

Opposition of a person• “I don’t get where you are coming from”• “Obviously, you weren’t very prepared for

this discussion”

Neutral opinion of a person• “I’d like to hear what else you think”• “Can you go into some more detail?”

Dialogue has been simplified by design:• for ease of learning to think and lead others at a strategic level • the “dialogue” are “sample expressions” of a

positive/negative/neutral statements

PersonalCommunication

Focus on a person positive neutral negative

Your Five Options• Before we speak,

• we unconsciously choose to:– Support/oppose person– Support/oppose an idea– Switch topics – refocus the

conversation– Ask a question or be

neutral – Do nothing – listen

Idea

support oppose support oppose

How and when you interact and react will affect the outcome

Page 5


• The Leadership Framework– There are three core principles of leadership

utilized to productively mobilize people to do the right work

• Power• Tension• Ideas

Three-to-One Principles

PowerPower PowerPower

FormalAuthority

Group’s Trust & OpinionPersonalInfluence

IdeasIdeas

SuccessfullyIntroduce

Ideas

UncoverHiddenIdeas

TensionTensionTensionTension Moderate

Relax

ExciteExcite

WorkWorkWorkWorkWork

Completethe Right

Work

Completethe Right

Work

PreventThe Wrong

Work

PreventThe Wrong

Work

IdeasIdeas


• Power– Those who exercise power well do the

following:• Partner with authority• Partner with competence• Introduce ideas• Challenge opponents• Confer credibility to another person


• Ideas– To foster creativity and innovation leaders

need to encourage active participation from all group members

– Some strategies for generating ideas include:• Significantly increasing or decreasing tension• Listen to the discordant voice• Listen to the quiet voice• Uncover underlying issues


• Tension– Tension like stress needs to be moderated.

Approaches to moderate tension can be associated with leadership styles:

• Directing (authoritative, telling, autocratic)• Participating ((selling, democratic, collaborative)• Delegating (hands off, laissez-faire)

– A wide range of tactics support ways to increase of decrease tension, consistent with each leadership style

The Business Framework• Assess the situation and characters

• Plan your work – Work your planStrategies & TacticsStylesSkills

• Make decisions aligned with your strategic goals:Financial PerformanceCustomer SatisfactionEmployee Morale

The Business Framework

• Focus on the right work, prevent the wrong work– Leaders will use their influence to implement

decisions, facilitate change and pursue organizational goals

– In a meeting they can focus on completing the right work by:

• Supporting it directly• Bringing in other people that support it• Oppose competing ideas• Keep tension at a productive levels• Avoid a false sense of accomplishment

The Business Framework

• At the conclusion of every meeting the student is provided with reports on:– Leadership effectiveness– Business Results that include

• Employee Morale• Customer Service• Financial Performance

– After meeting report (what others are saying)

The Leadership Scenarios

• The simulation includes a series of practice meetings to learn the principles and five meetings to apply the principles:– Meeting One – Setting Expectations– Meeting Two – Team Building– Meeting Three – Challenging the Status-Quo– Meeting Four – Merger of Cultures– Meeting Five – Crisis Management

The Virtual Leader PerspectiveThese are not:• real people• real meetings• real conversations

– they don’t talk like we do….. – dialogue is simplified to learn a “New Perspective”…. – But they do have real opinions, agendas and strategies

However:• Real scenarios do include the opinions, behaviors, agendas and strategies in

Virtual Leader• Real characters are affected by the ideas and people involved in the discussion• Real conversations are supporting, opposing and neutral comments toward

people and ideas

positivenegative

The Virtual Leader Perspective

• You will learn to rise above the specifics of the conversation, whether it be verbal or written, and recognize:– what ideas are being discussed– What opinion each person has of the ideas and each

other

• The more you focus on reactions, interactions, and behaviors, the more strategically and effectively you will be thinking

Meeting One - Setting Expectations

Meeting One – Setting Expectations

• Setting– Your first day in the office as a new manager

of a Call Center– Things are not as they seemed

• You should have asked more questions before taking the job

• Your first meeting is with one of your subordinates– How do you set expectations?

Meeting Two - Team Building

Meeting Two – Team Building

• Setting– Your first staff meeting– You begin to realize the reasons for low

morale

• The Challenge– You have seemingly contradictory information

from your direct reports and top management– How do you get everything moving forward

and get buy into critical ideas?

Meeting Three - Challenging the Status Quo

Meeting Three - Challenging the Status Quo

• Setting– You are in the conference room to discuss company

plans that will impact your call center– The meeting is with your supervisor, the vice

president and key staff members

• The Challenge– Your boss has ideas that will perpetuate the current

problems– How do you tell your boss that he is wrong without

losing support?

Meeting Four – Merger of Cultures

Meeting Four – Merger of Cultures

• Setting– You are a corporate retreat– You find out your company is going through a

merger– You are the lowest ranking person in a room

full of high powered opinionated people

• Your Challenge– How do you influence the decision process

with those who don’t have the same priorities?

Meeting Five – Crisis Management

Meeting Five – Crisis Management

• Setting– You are in the corporate headquarters – A fire destroyed a major part of company overseas

operations– The future direction of the company is at stake

• Your Challenge– How do you influence outcomes to ensure the truth is

told to the press, and communicate a positive vision by encouraging a decision to rebuild and move the operation to the states?

Strategy for Integrating vLeader 2007

• The Leadership Concepts and Theories discussed in “The Leadership Experience, 4th Edition” can be applied in the vLeader 2007 Scenarios

• This Guide and associated presentations “walks” the instructor and student through the process

Strategy for Integrating vLeader 2007

• The Four Stages of Experiential Learning– Conceptualize (review leadership theories)– Plan (strategies and tactics for each scenario)– Experience (scenario play)– Reflect (class discussion)

• Integration of the text and simulation takes five experiential learning cycles

The Four Experiential Learning Stages

Conceptualize(Leadership Theories, Models and Principles)

Class Lecture and Discussion

Plan(Scenario Strategy & Tactics)

Team Discussions

Experience

vLeader 2007 Simulation

Reflect

Team & Class Discussion

The Five Learning Cycles• For each Experiential Learning Stage, there are

Five Learning Cycles– Each cycle relates to a vLeader Scenario– Each cycle covers two classes and one on-line

activity:• Class Meeting

– Discuss the leadership theories (Conceptualize)– Plan the application and strategy for the Simulation

• On-line Activity– Complete the Simulation (Experience)

• Class Meeting– Reflect on the key learning points through team and class

discussion

Support for the Integration

• This Guide provides– Chapter summaries relating key theories and

concepts to scenario play– Sample syllabi with weekly activities– Presentations detailing five learning cycles

• Learning Objectives• Text and vLeader cross reference• Planning strategies and tactics• Scenario play guidance• Reflection worksheets

Support for Integration

• Purchase of vLeader 2007 includes the following– Pre-Work Folder

• Background articles on the simulation• Planning worksheets

– Simulator Deployment Folder• Facilitator slides and notes• Virtual Leader Workbook• Start-up instructions

Support for Integration

• Purchase of vLeader 2007 includes the following– Extras Folder (Library)

• Assessment questions• Competencies worksheets• Insider’s Guide• Scenario videos• Technical support• Articles

Support for vLeader 2007

• vLeader resources are available that focus on simulation and leadership principles. These are included with the purchase of the vLeader 2007 CD-ROM:– The Virtual Leader Workbook– The Virtual Leader Library

• Articles

Getting Started

• Load the vLeader 2007 CD-ROM• Review the following articles fro the “Pre-Work

Folder” on the Virtual Leader CD-ROM:– The New Core of Leadership

http://simulearn.net/pdf/tdmarch03.pdf– Using Leadership to Implement Leadership

http://simulearn.net/pdf/Using%20Leadership%to%20Implement%20Leadership.pdf

• Review the Virtual Leader demo: www.simulearn.net/leadershipsimulationsdemo.html

http://simulearn.net/pdf/tdmarch03.pdf

http://simulearn.net/pdf/Using%20Leadership%25to%20Implement%20Leadership.pdf

http://simulearn.net/pdf/Using%20Leadership%25to%20Implement%20Leadership.pdf

http://www.simulearn.net/leadershipsimulationsdemo.html

Getting Started

• Complete the Self-Paced Introduction from the vLeader Workbook pages 1-8

• Review Facilitator Slides and Notes– Provides insight to Scenario Play

Summary

• vLeader 2007– Utilizes a communications, leadership and business

framework– There are five leadership scenarios

• Strategy for Integration– The text theories, concepts and models can be

applied in the various scenarios– Integration will involve the four stages of experiential

learning– Five learning cycles will be used to complete the

integration

Cycle 1 (Scenario One)

Chapter 1 – What Does it Mean to Be a Leader

Chapter 2 – Traits, Behaviors, and Relationships

Meeting One – Setting Expectations

John E. Dunning

Troy University

Learning Objectives• Understand the full meaning of leadership and see the

leadership potential in yourself and others (Ch 1)• Recognize the traditional functions of management and

the fundamental differences between leadership and management (Ch 1)

• Recognize autocratic versus democratic leadership behavior and the impact of each (Ch 2)

• Understand how the theory of individualized leadership has broadened the understanding of relationships between leaders and followers (Ch 2)

Learning ObjectivesExperience Gained from Scenario One play:• Recognize how to build partnerships for greater

effectiveness• Recognize how to assimilation new leaders• Learn how to improving direct-report relationships• Recognize how active listening increases employee

satisfaction/performance• Recognize how to foster creativity to increase

productivity and business results

Experiential Learning

• Stage One – Conceptualize– Chapters 1 & 2

• Stage Two – Plan– Discuss Scenario One – Strategies & Tactics

• Stage Three – Experience– Play Scenario One – Key Learning Points

• Stage Four – Reflect– Discuss scores and worksheets

Stage One - Conceptualize

Class Lecture and Discussion:• Chapter 1 – The Nature of Leadership

– Exhibit 1.1 – What Leadership Involves– Exhibit 1.3 – Comparing Leadership & Management

• Chapter 2 – Traits, Behaviors, & Relationships– Autocratic versus Democratic Leadership– Exhibit 2.2 – Leadership Continuum– Exhibit 2.5 – Stages of Development of Individualized

Leadership

Stage Two - Plan

Team Planning Meeting:

• Review the following handouts from the attachments– vLeader 2007 Suggestions & Scoring Screens– List of vLeader Resources

• Discuss Scenario One Strategies & Tactics – Use Cycle 1 Scenario One Handout

Stage Three - Experience

• Play Scenario One

• Complete Scenario One Key Learning Points

Stage Four - Reflect

• Team Discussion– Review and discuss individual scores– Compute team score– Discuss application of Exhibits 1.1, 2.2 and

2.5 to Scenario One

• Class Discussion– Review the recorded session on Scenario # 1

http://www.simulearn.net/video/Session 1/index.html

http://www.simulearn.net/video/Session%201/index.html



Summary – Cycle 1

Conceptualize(Chapters 1 & 2)



Team Discussions

Experience

Scenario One

Reflect


Cycle 2 (Scenario Two)

Chapter 2 – Traits, Behaviors, and RelationshipsChapter 3 – Contingency ApproachesChapter 4 – The Leader as IndividualMeeting Two – Team Building

John E. Dunning

Troy University

Learning Objectives• Understand how the theory of individualized leadership has

broadened the understanding of relationships between leaders and followers (reinforced) (Ch 2)

• Understand how leadership is often contingent on people and situations (Ch 3)

• Apply Hersey and Blanchard’s situational theory of leader style to the level of follower readiness (Ch 3)

• Explain the path-goal theory of leadership (Ch 3) • Use the Vroom-Jago model to identify the correct amount of follower

participation in specific decision situations. (Ch 3)• Apply the concepts that distinguish transformational from

transactional leadership (Ch 4)

Learning Objectives

Experience Gained from Scenario Two play:

• Recognize how to find common ground with others

• Recognize how to resolve conflict between two employees with different agendas

• Recognize the need to form an alliance with individuals to focus on the right work



• Stage Two – Plan– Discuss Scenario Two – Strategies & Tactics

• Stage Three – Experience– Play Scenario Two – Key Learning Points



Class Lecture and Discussion:• Chapter 3– Contingency Approaches

– Exhibit 3.4 – Hersey & Blanchard’s Situational Theory Exhibit 3.5 – Leader Roles

– Exhibit 3.6 – Path Goal Situations & Preferred Leader Behaviors

– Exhibit 3.7 – Vroom-Jago Contingency Model

• Chapter 4– The Leader as individual– Discussion on Transactional Leadership

Stage Two - Plan

Team Planning Meeting:• Discuss Scenario Two Strategies & Tactics

– Use Cycle 2 Team Planning Handout• From Chapter 2:

– Look for the Vertical Dyad Linkage and Leader-Member Exchange

• From Chapter 3:– Look for the application of the contingency models of leadership

(Hersey & Blanchard and Vroom’s)

• From Chapter 4:– Look for evidence of Transactional Leadership


• Play Scenario Two

• Complete Cycle 2 - Scenario Two Key Learning Points


• Team Discussion– Review and discuss individual scores– Compute team score– Discuss individual assessments on the Key

Learning Points


• http://www.simulearn.net/Sessions/Session2/index.html

http://www.simulearn.net/Sessions/Session2/index.html


Summary – Cycle 2




Team Discussions

Experience

Scenario Two

Reflect


Cycle 3 (Scenario Three)

Chapter 4 – The Leader as IndividualChapter 6 – Courage and Moral LeadershipChapter 7 - FollowershipMeeting Three – Challenging the Status-Quo

John E. Dunning

Troy University

Learning Objectives• Apply the concepts that distinguish transformational from

transactional leadership (reinforced) (Ch 4)• Apply the principles of stewardship and servant

leadership (Ch 6)• Recognize your followership style and take steps to

become a more effective follower (Ch 7)• Apply the principles of effective followership including

responsibility, service, challenging authority, participating

in change, and knowing when to leave. (Ch 7)

Learning Objectives

Experience gained from Scenario Three play• Apply the principles of managing up the organization• Understand how to empower others by asserting

controversial but best ideas• Understand the technique of forming a team (an alliance)

to increase productivity• Apply influence and persuasion to focus on the right

priorities



• Stage Two – Plan– Discuss Scenario Three – Strategies &

Tactics

• Stage Three – Experience– Play Scenario Two – Key Learning Points



Class Lecture and Discussion:• Chapter 4– The Leader as individual

– Discussion on Transactional Leadership (review from previous assignment)

• Chapter 6 – Courage and Moral Leadership– Exhibit 6.5 – The Continuum of Leader-Follower

Relationships • Focus on Stage 2 Participation

Stage Two - Plan

Team Planning Meeting:• Discuss Scenario Three Strategies & Tactics

– Use Cycle 3 Scenario Three Team Planning Handout• From Chapter 4:

– Look for evidence of Transactional Leadership – What is the overall impact of supporting Rosa and Oli on the sales call idea

• From Chapter 6:– Look for evidence of Stage 2 (Corey) actions on the Continuum

of Leader-Follower Relationships


• Play Scenario Three

• Complete Cycle 3 - Scenario Three Key Learning Points



Learning Points





Summary – Cycle 3




Team Discussions

Experience

Scenario Thee

Reflect


Cycle 4 (Scenario Four)

Chapter 7 – FollowershipChapter 9 – Leadership CommunicationChapter 10 – Leading TeamsMeeting Four – Merger of Cultures

John E. Dunning

Troy University

Learning Objectives• Apply the principles of effective followership including

responsibility, service, challenging authority, participating in change, and knowing when to leave. (Reinforced) (Ch 7)

• Use key elements of effective listening and understand why listening is important to leader communication (Ch 9)

• Use communication to influence and persuade others (Ch 9)

• Effectively communicate during times of stress or crisis (Ch 9)

• Handle conflicts that inevitably arise among members of a team. (Ch 10)

Learning Objectives

Experience gained from Scenario Four play• Adapt to and assess new priorities• Assimilate new leadership• Use conflict management techniques• Influence and persuade the group to focus on

the right priorities• Manage tension to productive levels


• Stage One – Conceptualize– Chapters 6, 7, 9 & 10

• Stage Two – Plan– Discuss Scenario Four – Strategies & Tactics

• Stage Three – Experience– Play Scenario Four– Key Learning Points



Class Lecture and Discussion:• Chapter 6 – Courage and Moral Leadership

– Exhibit 6.5 – The Continuum of Leader-Follower Relationships

• Focus on Stage 3 Empowerment

• Chapter 7 – Followership– Review strategies for managing up– Exhibit 7.3 – Ways to Influence Your Leader

Stage Two - Plan

Team Planning Meeting:• Discuss Scenario Four Strategies & Tactics

– Use Cycle 4 Scenario Four Team Planning Handout• From Chapter 6:

– Look for evidence of Stage 3 (Corey) actions on the Continuum of Leader-Follower Relationships

• From Chapter 7:– Look for opportunities to manage up

• These include generating new ideas, building factions and partnering with authority, challenging your manager’s ideas without alienating him, and passing ideas to support organizational goals.


• Play Scenario Four

• Complete Cycle 4 - Scenario Four Key Learning Points



Learning Points





Summary – Cycle 4




Team Discussions

Experience

Scenario Four

Reflect


Cycle 5 (Scenario Five)

Chapter 9 – Leadership CommunicationChapter 10 – Leading TeamsChapter 12 – Leadership Power and InfluenceMeeting Five (Crisis Management)

John E. Dunning

Troy University

Learning Objectives• Use communication to influence and persuade

others (Reinforced) (Ch 9)• Effectively communicate during times of stress

or crisis (Reinforced) (Ch 9)• Use power and politics to help accomplish

important organizational goals (Ch 12)• Identify types and sources of power in

organizations and how to increase power through political activity (Ch 12)

Learning Objectives

Experience gained from Scenario Five play:

• Influence and persuade the group to focus on the right priorities

• Manage tension to productive levels

• Use conflict resolution strategies


• Stage One – Conceptualize– Chapters 9, 10 & 12

• Stage Two – Plan– Discuss Scenario Five – Strategies & Tactics

• Stage Three – Experience– Play Scenario Five– Key Learning Points



Class Lecture and Discussion:• See Guide pages 15-19• Chapter 9 - Leadership Communications

– Review discussion on non-verbal communications

• Chapter 10 – Leadership Power & Influence– Exhibit 10.6 – A Model of Styles to Handle

Conflict


Class Lecture and Discussion:

• Chapter 12 – Leadership Power & Influence– Exhibit 12.2 - Five Types of Leader Power– Exhibit 12.3 – Responses to the Use of Power– Exhibit 12.6 – Seven Principles for Asserting

Leader Influence

Stage Two - Plan

Team Planning Meeting:• Discuss Scenario Five Strategies & Tactics

– Use Cycle 5 Scenario Five Team Planning Handout

• From Chapter 9– Use concepts of effective listening and notn-verbal

communication

• From Chapter 10:– Review your balance between assertiveness and

cooperativeness to resolve conflict and reach a collaborative solution

Stage Two - Plan

Team Planning Meeting:

• From Chapter 12:– Observe your use of position power and

personal power and how this impacts group opinion and personal influence

– Observe the results on vLeader Screens 2, 4 & 7


• Play Scenario Five

• Complete Cycle 5 - Scenario Five Key Learning Points



Learning Points





Summary – Cycle 5

Conceptualize(Chapters 9, 10 & 12)



Team Discussions

Experience

Scenario Five

Reflect


A guide to Integrating The Leadership Experience (4 th ed) and vLeader 2007 Integrating Leadership...

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Transcript of A guide to Integrating The Leadership Experience (4 th ed) and vLeader 2007 Integrating Leadership...