Business Leadershiprija-rasoava.weebly.com/uploads/3/1/6/2/3162064/... · Prof. R. Rijamampianina...
Transcript of Business Leadershiprija-rasoava.weebly.com/uploads/3/1/6/2/3162064/... · Prof. R. Rijamampianina...
Prof. R. Rijamampianina
Business Leadership
Rija
VISION
MISSION
GOALS/OBJECTIVES
STRATEGIES
STRUCTURES
SYSTEMS
POLICIES, PROCEDURES, PROCESSES
ACTIVITIES
Leadership
Management
Managementeffectiveness+
Leadershipeasiness
+
LEADERSHIP ?
It is the ability to influence a grouptoward the achievement of goals.
LEADERSHIP ?
It is the ability to influence a grouptoward effective results.
Effective ResultsProductivity QualitySatisfaction CompetitivenessLearning Etc…
The Leader’s Behaviour• Role orientation• Employee orientation• Autocratic• Democratic• Etc…
1940s: Leadership Behaviour Theory
The Leader’s Traits• Intelligence• Decisiveness• Charisma• Etc…
1930s: Leadership Trait Theory
CLASSICAL THEORY
Prof. R. Rijamampianina
The Leader’s Traits• Intelligence• Decisiveness• Charisma• Etc…
The Leader’s Behaviour• Role orientation• Employee orientation• Autocratic• Democratic • Etc…
Effective ResultsProductivity QualitySatisfaction CompetitivenessLearning Etc…
Situational Variables• Followers’ needs• Task structure• Position power• Leader-follower trust• Group readiness• Sense of urgency• Etc…
Late 1960s: Leadership Contingency Theory
CONTINGENCY THEORY The Leader’s Traits• Intelligence• Decisiveness• Charisma• Etc…
The Leader’s Behaviour• Role orientation• Employee orientation• Autocratic• Democratic• Etc…
Situational Variables• Followers’ needs• Task structure• Position power• Leader-follower trust• Group readiness• Sense of urgency• Etc…
Effective ResultsProductivity QualitySatisfaction CompetitivenessLearning Etc…
SITUATIONAL LEADERSHIP MODEL
TRANSACTIONALAND TRANSFORMATIONAL LEADERSHIP MODELS
Leadership That Gets Results
• Leaders need many styles (diversity).
• Do not rely on only one leadership style (classical theory).
• Align your style with the business situation (contingency theory
� flexibility + fluidity).
• Emotional intelligence competencies are crucial (sensitivity).
(Goleman, 2000)
What leadership style gets results?(Goleman, 2000)
Prof. R. Rijamampianina
SELFAWARENESS
SOCIALAWARENESS
SELFMANAGEMENT
SOCIALSKILL
Emotional Intelligence ?
“The ability to manage ourselves and our relationship effectively”.
Emotional Intelligence, WHY?
• The leader’s mood and behaviours drive the moods and behaviours of everyone else;
• A leader’s EI creates certain culture and work environment:
– High levels of EI create climates in which info sharing, trust, healthy risk taking and learning flourish.
– Low levels of EI create climates rife with fear and anxiety.
(Goleman, Boyatzis & McKee, 2001)
Leader’s mood + behaviour = drivers of performance
Emotional Intelligence, WHY?
• The leader’s mood and behaviours drive the moods and behaviours of everyone else;
• A leader’s EI creates certain culture and work environment:
– High levels of EI create climates in which info sharing, trust, healthy risk taking and learning flourish.
– Low levels of EI create climates rife with fear and anxiety.
(Goleman, Boyatzis & McKee, 2001)
Primal task of leadership = Emotional leadership
Emotional Intelligence, WHY?
• The leader’s mood and behaviours drive the moods and behaviours of everyone else;
• A leader’s EI creates certain culture and work environment:
– High levels of EI create climates in which info sharing, trust, healthy risk taking and learning flourish.
– Low levels of EI create climates rife with fear and anxiety.
(Goleman, Boyatzis & McKee, 2001)
PRIMAL LEADERSHIP MODEL
Fact
• Leaders can have a bad day or week.
• Primal leadership demands more than putting on a game face every day.
• It requires discipline, commitment and practice.
(Goleman, Boyatzis & McKee, 2001)
LEADER’S TRAITS
LEADER’S BEHAVIOUR
LEADER’S EI
SITUATIONAL VARIABLES
EFFECTIVE RESULTS
Prof. R. Rijamampianina
Emotional Intelligence
• The skills of EI can be learned…
• But it’s not easy.
• It takes practices, disciplines and commitment.
(Goleman, 2000)
Hidden Self
As I see myselfKnown Unknown
As otherssee me
Known
Unknown
Arena Blind Spot
Unknown
Potential
Johari Window
Feedback
Exposure
People tell you
Self-awareness � Self-mgmt
Hidden Self
As I see myselfKnown Unknown
As otherssee me
Known
Unknown
Arena Blind Spot
Unknown
Potential
Johari Window
Feedback
Exposure
Social awareness � Social skill
You may need to tell
others
Build:
• Mutual understanding
• Mutual trust
• Mutual respect
Hidden Self
As I see myselfKnown Unknown
As otherssee me
Known
Unknown
Arena Blind Spot
Unknown
Potential
Johari Window
Feedback
Exposure
Touched duringinteractions and feedback
Hidden Self
As I see myself
Known Unknown
As otherssee me
Known
Unknown
Arena Blind Spot
Unknown
Potential
Johari Window
Feedback
Exposure
Not going to berevealed through interactions and feedback… but need to be found
Emotional Intelligence
• Growing your EI requires interaction management and self-diagnosis from multiple viewpoints (e.g., 360°feedback).
(Goleman, 2000)
Prof. R. Rijamampianina
LEADERSHIP
MODELS STYLES CHARACTERISTICSTHEORIES
• 1930s: Leadership Traits Theory• 1940s: Leadership Behaviour Theory• 1960: Leadership Contingency Theory
CLASSICAL THEORY Focus = The Leader
LEADERSHIP
MODELS STYLES CHARACTERISTICSTHEORIES
• 1960: Situational Model• mid-1960s: Transactional Model• mid-1980s: Transformational Model• 2000: Primal Model• 2007: Authentic Model• 2008: Resonant Model
CONTINGENCY THEORY Focus = The Leader + The Followers
“A company/business cannot grow without,until its leaders grow within.”
– John C. Maxwell –
PERSONALHUMILITY
PROFESSIONALWILL+
KEY ?
(Collins, 2001)
“The winner’s edge is not in a gifted birth,in a high IQ, or in talent…The winner’s edge is in the attitude…”
– Denis Waitley –
Prof. R. Rijamampianina
PERSONALHUMILITY
PROFESSIONALWILL+
Willingness + Abilityto LEARN
PERSONALHUMILITY
PROFESSIONALWILL+
LEADER = LEARNER
To make a difference
PERSONALHUMILITY
PROFESSIONALWILL+
LEADER = LEARNER
To make a CHANGE
PERSONALHUMILITY
PROFESSIONALWILL+
LEADER = AGILE LEARNER
“Wise leaders know their time is limited.”
– John C. Maxwell –
Effective leaders don’t simply sit back and wait for opportunities to come to them.They make it their responsibilities to go outand find them.Effective leaders don’t rely on luck.
Prof. R. Rijamampianina
Open Door Policyversus
Managing & Leading by Walking
“Leadership needs to be intentional… not incidental.”
Dr. R. Khoza
Why Leaders Failed ?
• Exhibit common ills of leadership
• Too much focused on the vision and lost sight on the present state
• Missing the appropriate strategy
• Lack of good followership
Common Ills of Leadership
• Leaders who do not scan the environments
• Leaders who do not listen
• Leaders who do not practice what they preach
• Leaders who practice favouritism
• Leaders who intimidate others
• Leaders who demoralise others
• Leaders who fail to create direction
• Leaders who do not develop their people
• Leaders who are complacent
Common Ills of Leadership
• Leaders who do not have emotional intelligence
• Leaders who do not have personal humility and professional will
• Leaders who lie
Types of Followers
1. Sheep
2. Yes people
3. Alienated followers
4. Survivors
5. Effective followers
Prof. R. Rijamampianina
Why Leaders Failed ?
• Lack of balanced focus
• Lack of understanding of shared leadership
CAMBRIDGE CONSULTING GROUP: BOB ANDERSON
by Lorsch & Gabarro
Cambridge Consulting Group
High TechnologyGroup
BankingGroup
TransportationGroup
RetailingGroup
CCG• Profitable
• Well-targeted strategic alliances– Rapidly growing firms � incl. high tech
• Rich traditions (organisational culture)– Recruiting only high calibre employees
– Hard work, loyalty and commitment
– Rewards came for developing business
• Strong reputation (brand)
• Outstanding talent
High Technology Group• Profitable
• Focus on companies whose strategy in new technology
• Rich traditions (organisational culture)– Recruiting only high calibre employees
– Hard work, loyalty and commitment
– Rewards came for developing business
• Strong relations with clients
• Respect of clients’ top managers
GOOD NEWS
High Technology Group• Diversity management
• Performance management– Feedback
– Reward system
• Internal communication
• HR planning
• Training, development and careers
• Organisational culture – Family/work life
CONCERNS
Prof. R. Rijamampianina
High Technology Group
• Time management
• Interaction management
• External environment change
• Emotional intelligence
CONCERNS
Are these concerns due to leadership?
Strategic
ExternalInternal
Operational
The Time Management Matrix(Covey Leadership Centre, 1994)
Important
UrgentNot urgent
Not important
Strategic
ExternalInternal
Operational
NI
I
UNU
NI
I
UNU
NI
I
UNU
NI
I
UNU
Examples of Shared Leadership
MohandasGANDHI
INDIA
Nehru Patel
Jinnah
Examples of Shared Leadership
Martin L.KING
USA
JesseJACKSON
AndrewYOUNG
JulianBONDCoretta S.
KING
RalphABERNATHY
Prof. R. Rijamampianina
Examples of Shared Leadership
NelsonMANDELA
SA
GovanMBEKI
WalterSISULU
WalterMASEMOLARaymond
MHLABA
OliverTAMBO
Fact & Reality
Even the most fabled “solitary” leadersare found to have been supportedby a team of other effective leaders.
Toole, Galbraith and Lawler, 2002: 66
Fact & Reality
• No one individual, no matter how gifted a leader, can be “right” all the time.
• “No one of us is as smart as all of us.”
Toole, Galbraith and Lawler, 2002: 67
Fact & Reality
• The practice of shared leadership is neither new or unusual.
• The fact that shared leadership exists doesn’t make it a good practice, or necessarily better than the solo variety.
Shared Leadership
• It allows more time for leaders to spend in the field;
• It create internal dynamic in which the leaders constantly challenge each other to higher levels of performance;
• It encourages a shared leadership mindset at all levels of the company;
• It prevent the trauma of transition that occurs in organisations when a strong leader (e.g., CEO) suddenly leaves.
BENEFITS
Structure at the Top
• Mr. Inside and Mr. Outside
• Mr. Business Line A and Ms. Business Line B
• Ms. Operations and Ms. Acquisitions
• By interests: innovation vs. operations
• By skills: technology vs. people
• By personality bent: strategy vs. implementation
Prof. R. Rijamampianina
“The fact that you have been knocked down is interesting…but the length of time you remain down is important.”
– Austin O’Malley –
“When leaders fall, followers also pay the price.”“The greatest glory of the living liesnot in never falling,but in rising every time you fall”.
– Nelson Mandela –
“Even God uses people who fail,because there aren’t any other kinds around”.
– Unknown –
When You Fail, Fall Forward!• Rule #1: You will learn lessons.
• Rule #2: There are no mistakes – only lessons.
• Rule #3: A lesson is repeated until it is learned.
• Rule #4: If you don’t learn the easy lessons, they get harder.
• Rule #5: You’ll know you’ve learned a lesson when your actions change.
“The essence of man is imperfection.Failure is simply a price we pay to achieve success.”
– Norman Cousins –
LEADERSHIP
Vs
MANAGEMENT
LEADERSHIP MANAGEMENT
Is about coping with CHANGE. Is about coping with COMPLEXITY.
• Decide what needs to be done;• Create networks of people and relationships that
can accomplish an agenda;• Try to influence and ensure that people perform their roles.
HOW?
Prof. R. Rijamampianina
LEADERSHIP MANAGEMENT
Is about coping with CHANGE. Is about coping with COMPLEXITY.
• Leading an organisation to
constructive change by setting a
direction:
– Develop a vision of the future;
– Develop strategies for producing the
changes needed to achieve that
vision.
• Managing complexity by planning
and budgeting:
– Set targets and goals for the future;
– Establish detailed steps for achieving
those targets;
– Allocate resources to accomplish
those plans.
LEADERSHIP MANAGEMENT
Is about coping with CHANGE. Is about coping with COMPLEXITY.
• Aligning people:
– Communicating the new direction to
those who can create coalitions that
understand the vision and are
committed to its achievement.
• Management develops the capacity
to achieve its plan by organising
and staffing:
– Create an organisational structure and
set of roles for accomplishing plan
requirements;
– Staffing the roles with qualified
individuals;
– Communicating the plan to those
people;
– Delegating responsibility for carrying
out the plan;
– Devising systems to monitor
implementation.
LEADERSHIP MANAGEMENT
Is about coping with CHANGE. Is about coping with COMPLEXITY.
• For leadership, achieving a vision
requires motivating and inspiring:
– Keeping people moving in the right
direction, despite major obstacles to
change, by appealing to basic but
often untapped human needs, values
and emotions.
• Management ensures plan
accomplishment by controlling and
problem solving:
– Monitoring results Vs the plan in some
detail (formally and informally);
– Identifying deviations;
– Planning and organising to solve the
problems.
Leadership complements management;it doesn’t replace it …
And vice versa!