LEADERSHIP: A much needed look at a different angle CONVERSATIONS WITH THE PASAY ROTARY CLUB 17...
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Transcript of LEADERSHIP: A much needed look at a different angle CONVERSATIONS WITH THE PASAY ROTARY CLUB 17...
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LEADERSHIP:
A much needed look at a
different angleCONVERSATIONS WITH THE PASAY ROTARY CLUB
17 NOVEMBER 2010Manila Polo Club
Mario Antonio G. LopezASIAN INSTITUTE OF MANAGEMENT
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LEADERSHIP:
“HOT” TOPIC, MUCH DISCUSSED, WRITTEN ABOUT, MUCH CONFUSION
“CRY” FOR BETTER LEADERSHIP IN ALL SECTORS GLOBALLY
LEADERS FAILING IN MANY PLACES
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LEADERSHIP: State-of-the-Thinking
1. LEADERSHIP & MANAGEMENT: PROBLEM SOLVING, CHALLENGE- RESPONDING FORMS OF HUMAN RELATIONSHIPS
2. SHARE MANY COMMON PROCESSES; HAVE SIMILAR & DIFFERENT CHARACTERISTICS
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3. THE CONTEXTS THEY OPERATE BEST FOR ARE DIFFERENT.
4. EARLIER CONFUSION RESULT OF PRIMACY OF BUSINESS ORGANIZATION WHERE MANAGEMENT FORM DOMINATES, THOUGH LEADERSHIP BEHAVIORS ARE ALSO OFTEN DEMANDED.
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JAMES MaCGREGOR BURNS: IN ANCIENT EGYPT
LEADER - SESHIM
FOLLOWER – SHEMSU
LEADERSHIP – SESHEM-T
Working together
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THE EMERGING CONSENSUS IS,LEADING IS WHAT LEADERS DO.
LEADERSHIP IS THE RELATIONSHIP RELATIONSHIP
BETWEEN BETWEEN LEADERS & LEADERS &
FOLLOWERSFOLLOWERS.
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Based on RON HEIFETZ, 1994Based on RON HEIFETZ, 1994
PROBLEMPROBLEM
Known, UnderstoodKnown, Understood Not Known, Not UnderstoodNot Known, Not Understood
SolutionSolutionOptionsOptions
Clear,Clear,AppropriateAppropriate
Unclear,Unclear,InappropriateInappropriate
ADMINISTRATORS’DELIGHTADMINISTRATORS’DELIGHT
MANAGERS’HURDLESMANAGERS’HURDLES
THEORETICIANS’JOY
THEORETICIANS’JOY
LEADERSHIPS’CHALLENGES
LEADERSHIPS’CHALLENGES
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Joseph C. Rost & the Center for Leadership,University of San Diego, 1990-91
Clearest distinction between
MANAGEMENT & LEADERSHIP
since the 1960s-70s
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M.A.G.LOPEZ, AIM 2004
LEADERSHIP 9
MANAGEMENT
1.AUTHORITY BASED RELATIONSHIP
2.ONE MANAGER (SUPERIOR) AND AT LEAST ONE EMPLOYEE (SUBORDINATE)
3.PRE-DETERMINED, WELL-LAID OUT TERMS OF REFERENCE FOR COORDINATED ACTION
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4.PRODUCE GOOD OR SERVICE AT
COSTS THAT ALLOW ORGANIZATION
5.TO TRADE THESE FOR VALUE ADDING EXCHANGES
6. WORK FOR INCREMENTAL CHANGES
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M.A.G.LOPEZ, AIM 2004
LEADERSHIP 11
LEADERSHIP
1.INFLUENCE BASED RELATIONSHIP
2.INVOLVING LEADER AND FOLLOWER (WHO IS NOT A SUBORDINATE)
3.DEVELOP MUTUALLY SATISFYING MODES OF WORKING TOGETHER
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4. TOWARDS MUTUAL DIRECTIONS
5. PRODUCE SUBSTANTIAL CHANGES, DRAMATIC IMPROVEMENTS TO THE STATUS QUO
6. GREATLY IMPROVING LIFE FOR THOSE INVOLVED
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THE DEFINITIONS, “VALENCE-FREE”
o MAKES NO COMMENT ON PURPOSES OF LEADERSHIP
o NOT OF ITS OPERATING PRINCIPLES
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WHILE LEADERSHIP ASSOCIATED WITH POSITIVE SENTIMENTS THESE PAST DECADES
• LEADERSRHIP HAS A “DARK SIDE” WE HAVE AVOIDED DISCUSSING OPENLY
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Another observation…If above are true, then…
FAILED LEADERSHIP FAILED LEADERSHIP IS A IS A SHARED SHARED FAILURE FAILURE OF THE LEADERS AND AT LEAST SOME THE KEY FOLLOWERS
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BARBARA KELLERMAN
BAD LEADERSHIPHarvard University
Center for Leadership2004
The main thesis of…
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The stress in this presentation is that
LEADERSHIP IS THE RELATIONSHIPBETWEEN LEADERS & FOLLOWERS
AND THEREFORE JOINT RESPONSIBILITY
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Incompetent Leadership
The leader and at least some
followers lack the will or skill (or both) to sustain effective action.
With regard to at least one important leadership challenge, they do not
create positive change.
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Kellerman’s example:
Juan Antonio Samaranchformer ChairpersonInternational Olympic Committee
Philippine example?
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Rigid Leadership
The leader and at least some followers are stiff and
unyielding. Although they may be competent, they are unable
or unwilling to adapt to new ideas, new information, or
changing times.
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Kellerman’s example:
Robert Haasformer CEOLevi Strauss & Co. Stuck to one principle even when context had changed irreversibly
Philippine example?
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Intemperate Leadership
The leader lacks self-control and is aided and abetted by
followers who are unwilling or unable effectively to intervene
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Kellerman’s example:
Marion Barry, Jr.former MayorWashington, D.C. Drug Habit
Philippine example? [Erap and women?]
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Callous Leadership
The leader and at least some followers are uncaring or
unkind. Ignored or discounted are the needs, wants, and
wishes of most members of the group or organization, especially
subordinates.
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Kellerman’s example:
Robert Giulianiformer MayorNew York City Prior to 9/11, vis Minorities
Philippine example?
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Corrupt Leadership
The leader and at least some followers lie, cheat, or steal. To a degree that exceeds the norm, they put self-interest ahead of
the public interest.
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Kellerman’s example:
William Aramonyformer CEOUnited Way of America Vested intgerests
Philippine example?
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Insular Leadership
The leader and at least some followers minimize or
disregard the health and welfare of “the other” – that is, those outside the group or organization for which they
are directly responsible
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Kellerman’s example:
Bill Clintonformer PresidentUnited States of America The Massacres in Rwanda
Philippine example?
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Evil Leadership
The leader and at least some followers commit atrocities.
They use pain as an instrument of power. The harm done to men, women, and children is
severe rather than slight. The harm can be physical, psychological, or both.
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Kellerman’s example:
Radovan KaradzicBosnia-Herzegovia Ethnic Cleansing
Philippine example?
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WHAT ABOUT FOLLOWERS?
THERE ARE MANY KINDS OF BAD
LEADERS; THERE ARE MANY
KINDS OF BAD FOLLOWERS
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From a personal perspective:
1.Eager but Inept (bungling)2.Able but Tentative3.Scared A. though Able
B. and Inept4.Opportunistic5.Detached
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The Exploration Continues…