Leadership Gates Ihrkey10 17 2005

8/14/2019 Leadership Gates Ihrkey10 17 2005

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Leadership:Leadership:

Session FocusSession Focus

What does leadership really mean?What does leadership really mean?

Do higher education business officers need to beDo higher education business officers need to beleaders, or is this the domain of elected officialsleaders, or is this the domain of elected officialsand chief executives?and chief executives?

How can we officers exercise leadership within theHow can we officers exercise leadership within thefinance or business office?finance or business office?

What is the difference between managing andWhat is the difference between managing andleading?leading?

How do you develop leadership skills in yourselfHow do you develop leadership skills in yourself

and others?and others?


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Session PanelistsSession Panelists

Dr. Doug IhrkeyDr. Doug Ihrkey

Associate Professor of Political ScienceAssociate Professor of Political ScienceUniversity of Wisconsin - MilwaukeeUniversity of Wisconsin - Milwaukee

Mr. Larry C. GatesMr. Larry C. GatesVice ChancellorVice Chancellor

Division of Administration & FinanceDivision of Administration & Finance

University of Missouri Kansas CityUniversity of Missouri Kansas City


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Leadership Development in

Public Institutions?

Douglas M. Ihrke

University of Wisconsin-

Milwaukee


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Douglas M. IhrkeAssociate Professor of Political Science

University of Wisconsin - Milwaukee

Serves as the Director of the Master of Public Administration (MPA) program.

Teaching and research interest are in the areas of public and nonprofitmanagement, organizational leadership and change, urban politics andpublic policy.

Published in prestigious journals as Publius, the Journal of Urban Affairs,Public Productivity and Management Review, Public Personnel

Administration, and Nonprofit Management and Leadership.

Consults regularly with public and nonprofit sector organization andspecializes in change management and training and development.


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Overview

Defining Leadership and Leadership Development

Measuring Leadership Effectiveness

Overview of Major Research Approaches

Leadership and Organization Culture Leadership Credibility

OD Approach to Leadership Development Self-Other Perceptions


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Defining Leadership

Leadership is influence processes affecting the interpretationof events for followers, the choice of objectives for the groupor organization, the organization of work activities toaccomplish the objectives, the motivation of followers toachieve the objectives, the maintenance of cooperativerelationships and teamwork, and the enlistment of support andcooperation from people outside the group or organization(Yukl, 1994, p. 5).

Most definitions of leadership, like the one above, reflect theassumption that leadership involves a social influence processwhereby intentional influence is exerted by one person overother people to guide, structure, and facilitate activities andrelationships in a group or organization.

Influence is often viewed as the essence of leadership


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Leadership Development

Can we develop leaders in publicorganizations?

Yes, but not with out a lot of work andcommitment!

Development takes time

OD Approach action research


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Leadership Effectiveness

Common Measures Unit and/or Individual Performance Attitudes of followers toward leader

Leader contribution to quality of group process

Direct and Indirect Effects Direct immediate impact on what is done, how it is

done, or how efficiently it is done Indirect refer to leader decisions and actions that are

mediated by intervening variables in the causal chain.Slower to be felt, but often more durable.


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Overview of Major Research

Approaches

Most leadership research can be

classified into one of the following four

approaches:1. Trait Approach

2. Behavior Approach

3. Power-Influence Approach

4. Situational Approach


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Trait Approach

One of earliest approaches to study of leadership.

Emphasizes the personal attributes of leaders.

Underlying assumption that some people are natural

leaders who are endowed with certain traits notpossessed by other people.

Exercise


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Behavior Approach

Paying attention to what managers

actually do. Two subcategories:

Nature of managerial work (Mintzberg)

Comparing effective and ineffective leaders


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Power-Influence Approach

Attempts to understand leadership by

examining influence processes between

leaders and followers. Power is viewed as important not only for

influencing subordinates, but also for

influencing peers, superiors and peopleoutside the organization

How is power acquired and lost by various

individuals.


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Situational Approach

Emphasizes the importance of contextual factorssuch as the nature of the work performed by theleaders unit, the nature of the external

environment, and characteristics of followers.

Attempts to identify the aspects of the situation that

moderate the relationship of leader behaviorsand leadership effectiveness

Theories describing this relationship are

sometimes called contingency theories.


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Transactional vs.

Transformational Leadership

Transactional Leadership exchange

between leader and follower

Transformational Leadership transform the

organization in fundamental ways


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Leadership and Organization

Culture

Nature of organization culture Schein (1992) defines culture as the basic assumptions

and beliefs shared by members of a group or

organization.

Fundamental measure of leadership effectiveness

is cultural change


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Embedding and reinforcing

aspects of culture

5 primary mechanisms:

1. Attention communicate through planning

2. Reactions to crises increases potential forlearning about values and assumptions

3. Role modeling

4. Allocation of rewards

5. Criteria for selection and dismissal influenceculture by recruiting people who have particularvalues and skills and promoting them topositions of authority


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Embedding and reinforcing

aspects of culture

5 secondary mechanisms:

1. Design of organization structure

2. Design of systems and procedures

3. Design of facilities

4. Stories, legends, and myths

5. Formal statements


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Leadership Credibility

Like a bank account. You make deposits and

withdrawals via actions.

Credibility enables leaders to get followers to do

extraordinary things in organizations.

Cant bring about change unless perceived as

credible.


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Developing Credibility: 5 Broad

Practices and 10 Commitments

1. Challenge the Process

1. Search for opportunities

2. Experiment and take risks

2. Inspire a Shared Vision

1. Envision the Future

2. Enlist Others

3. Enable Others to Act

1. Foster Collaboration

2. Strengthen Others

4. Model the Way

1. Set the Example

2. Plan Small wins

5. Encourage the Heart

1. Recognize Individual

Contributions

2. CelebrateAccomplishments


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Leadership Development: Self-

Other Perceptions

Self-ratings are inflated, unreliable, invalid, biased, inaccurate, andgenerally suspect when compared to ratings of others (e.g.,superiors, subordinates, co-workers/peers, customers/clients) ormore objective criteria.

Self-rating is determined by a number of personality, cognitive andbiographical factors.

Significant others perception is based on interactions with, andobservations of, the focal individual by the relevant other.

A comparison process results in which self-other agreement isassessed. That is a determination is made to the degree to whichthe self-rating is in agreement with the other-rating a definition ofaccuracy that is common in the literature.


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Self-Other Ratings The

Comparison Process

Model asserts that comparison process results in three

categories

Accurate estimators are those focal individuals whose self-ratings are in agreementwith the ratings of the relevant others.

Over-estimators are those focal individuals whose self-ratings

are significantlyinflatedabove the ratings of the relevant others

Under-estimators are those focal individuals whose self-ratings

are significantlydeflatedbelow the ratings of the relevant

others.


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Individual and Organizational

Outcomes of Self-Other Process

Accurate Estimates positive individual andorganizational outcomes

Over-estimators tend to produce diminished org.outcomes for example, poor supervision-subordinate relationships

Under-estimators affect some organizationaloutcomes favorably for example, interest in self-development/training, and others less favorably for example, promotions are not pursued.


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Leadership Development: Self-Other

Perceptions in Wisconsin Communities

Self City Manager Communicates = 4.0

Plans Future = 3.6 Trust CEO = 3.4

Follows Thru = 3.90

Rewards = 3.8

Experiments = 4.0 Eff. W/ Council = 3.9

Other Dept. Heads Communicates = 3.3

Plans Future = 3.0 Trust CEO = 2.8

Follows Thru = 3.2

Rewards = 3.0

Experiments = 3.3 Eff. W/ Council = 3.3


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Leadership Development: Self-Other

Perceptions in Wisconsin Communities

Overall, department heads (relevant others)do not view managers/mayors (focal

individuals) as positively as they themselvesdo.

All differences are statistically significant

Same pattern holds for council member viewson managers/mayors


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Another OD Option: Influence

Tactics

Work of Gary Yukl (SUNY-Albany), ChuckSiefert (Siena College) and Doug

Skill development in influencing people

To be effective necessary to influence people

to: Carry out requests Support proposals Implement decisions


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Overview of Influence Tactics

Influence Process The effect of one

party (the agent) on another (the

target)

Direction of Influence Attempts not

unidirectional leaders influence followersbut followers also influence leaders


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Examples of Influence Tactics

15 in Total

Rational Persuasion agent uses logical arguments and factualevidence to show that a request or proposal is feasible and relevant.

Consultation agent asks the target person to suggest improvements or

help plan a proposed activity or change for which the target personssupport is desired.

Inspirational Appeal agent appeals to the targets values and ideals orseeks to arouse the target persons emotions to gain commitment to therequest.

Pressure agent uses demands, threats, frequent checking, orpersistent reminders to influence the target to do something.

Collaboration agent offers to provide assistance or necessaryresources if the target will carry out a request or approve a proposedchange.


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Outcomes of Influence Tactics

Commitment target internally agrees with adecision or request from the agent and makesgreat effort to carry out decision or request.

Compliance target is willing to do what the agentasks but is apathetic rather than enthusiastic andwill make a minimal effort.

Resistance target is opposed to the proposal orrequest and actively tries to avoid carrying it out.


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Use of Influence Tactics in

Leadership Development

Provide 3 dimensional picture for agent

Provide feedback to agent on others

perceptions of their use by the agent

Provide training for agents in using

different influence tactics


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Leadership Development in Public

Institutions? - Conclusions

Leadership getting people to do what you want them to do (Dahl)

Leaders can be developed through training - introspection

Long-term change does not occur without cultural change transformational change

Analysis of self-other perceptions is one way of developing leaders I guess cameras do work?

Training in the use of influence tactics is one way of developingleaders

Followers will not buy-in to what leaders are trying to do unless theyperceive them as credible.

Have some fun and try this at work!


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TeamTeamLeadershipLeadership

Larry C. Gates

Vice Chancellor for Administration &Finance

University of Missouri Kansas City

Larry GatesLarry Gates


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Larry GatesLarry GatesVice Chancellor for Administration & FinanceVice Chancellor for Administration & Finance

University of Missouri Kansas CityUniversity of Missouri Kansas City

22 years at Missouri State University in administrative roles and as22 years at Missouri State University in administrative roles and astenured faculty member in the School of Business.tenured faculty member in the School of Business.

12 years at the University of Missouri System Office as Associate Vice12 years at the University of Missouri System Office as Associate VicePresident responsible for coordinating the system level strategicPresident responsible for coordinating the system level strategic

planning, budget planning and development, institutional research andplanning, budget planning and development, institutional research andplanning and coordinated the system audit internal auditing.planning and coordinated the system audit internal auditing.

Joined University of Missouri Kansas City in 2001 as Vice ChancellorJoined University of Missouri Kansas City in 2001 as Vice Chancellorfor Administrative and Finance with senior leadership responsibility forfor Administrative and Finance with senior leadership responsibility forall financial and business related functions.all financial and business related functions.

Bachelors and Masters degrees in Business Administration.Bachelors and Masters degrees in Business Administration.

Significantly involved in leading a number of quality improvementSignificantly involved in leading a number of quality improvementinitiatives in higher education environments. Focused during the pastinitiatives in higher education environments. Focused during the past5 years on creating a culture of leadership excellence integrating both5 years on creating a culture of leadership excellence integrating both

individual and team leadership development.individual and team leadership development.


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TeamTeam

LeadershipLeadershipLarry C. Gates

Vice Chancellor for Administration &Finance

University of Missouri Kansas City


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The Next Stage inThe Next Stage in

Leadership EvolutionLeadership Evolution

Premise:Premise: 2121stst century organizations are ripecentury organizations are ripefor a new model of leadership how it isfor a new model of leadership how it isviewed, practiced, and developedviewed, practiced, and developed

Organizational DriversOrganizational Drivers Teams as the primary work unitTeams as the primary work unit

Boundaryless organizations and horizontalBoundaryless organizations and horizontal

coordinationcoordination Workforce diversityWorkforce diversity

Focus on customer responsivenessFocus on customer responsiveness

Advent of learning organizationsAdvent of learning organizations


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The Next Stage inThe Next Stage in

Leadership EvolutionLeadership Evolution

Emerging Characteristic of New Model forEmerging Characteristic of New Model for

LeadershipLeadership

Reciprocal Relationship of People Working TogetherReciprocal Relationship of People Working Together Initiated by interaction of people rather than by an individualInitiated by interaction of people rather than by an individual

Shared Meaning MakingShared Meaning Making Joint interpretation of experiencesJoint interpretation of experiences

Synthesis of all partial observationSynthesis of all partial observation

Social or group processSocial or group process Spawned from the diverse collective wisdom of individualsSpawned from the diverse collective wisdom of individuals

working togetherworking together


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Team Leadership vs.Team Leadership vs.

Leader-led TeamLeader-led Team

Premise:Premise:Team leadership is distinct from a leader-ledTeam leadership is distinct from a leader-led

team. Team leadership is based on the concept ofteam. Team leadership is based on the concept of

team, while the leader-led team is based onteam, while the leader-led team is based on

teamwork.teamwork.

Basic Principles ofBasic Principles ofTeam LeadershipTeam Leadership

Jointly create a meaningful purposeJointly create a meaningful purpose

Shared leadershipShared leadership

Mutual accountabilityMutual accountability

Collective work productsCollective work products Performance goals set and assessed collectivelyPerformance goals set and assessed collectively

Work approach shaped and enforced by membersWork approach shaped and enforced by members


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Team Leadership vs.Team Leadership vs.

Leader-led TeamLeader-led Team

Basic Principles of aBasic Principles of a Leader-ledLeader-led

TeamTeam

Purpose directed by organizational missionPurpose directed by organizational mission Strong clearly focused leaderStrong clearly focused leader

Individual accountabilityIndividual accountability

Individual work productsIndividual work products

Performance goals set and assessed byPerformance goals set and assessed byleaderleader

Work approach directed by leaderWork approach directed by leader

l iD l i T


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DeployingDeploying TeamTeam

Leadership or Leader-ledLeadership or Leader-led

TeamTeamPremise:Premise: The use ofThe use ofteam leadershipteam leadershipversusversus

leader-led teamleader-led teamis determined byis determined by the performancethe performancechallenge to bechallenge to be addressed.addressed.

Team LeadershipTeam Leadership is best suited when:is best suited when: Focus is on strategic not operational resultsFocus is on strategic not operational results

Real-time collaboration is requiredReal-time collaboration is required

Integration of multiple skills and perspective is necessaryIntegration of multiple skills and perspective is necessary

Time frame for producing results is long-termTime frame for producing results is long-term

Performance affects entire organizationsPerformance affects entire organizations successsuccess

Cross-organizational participation is neededCross-organizational participation is needed

D l i TD l i T


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Deploying TeamDeploying Team

Leadership or Leader-ledLeadership or Leader-led

TeamTeam Leader-led teamLeader-led team is best suited when:is best suited when:

Performance challenge is operational in naturePerformance challenge is operational in nature

Work can be delivered through the sum ofWork can be delivered through the sum of

individual contributionsindividual contributions Performance results require short time framePerformance results require short time frame

Performance narrowly affects organizationsPerformance narrowly affects organizations

successsuccess

Cross organizational participation is notCross organizational participation is not requiredrequired


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Team LeadershipTeam Leadership

Premise:Premise: High performing organizationsHigh performing organizations

in the future will achieve successin the future will achieve success throughthrough

team leadership more thanteam leadership more than throughthrough

individual leadershipindividual leadership

AttributesAttributes

Mutual trustMutual trust

Constructive conflictConstructive conflict

Shared commitmentShared commitment

Joint accountabilityJoint accountability

Focus on resultsFocus on results


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PracticesPractices

Challenging the ProcessChallenging the Process Willingness to take riskWillingness to take risk

Exploring new alternativesExploring new alternatives Learning from mistakesLearning from mistakes

Support team members in these effortsSupport team members in these efforts

Inspiring Shared VisionInspiring Shared Vision Common understanding of purposeCommon understanding of purpose

Aligning team efforts with organizations goalsAligning team efforts with organizations goals

Using values to guide actionUsing values to guide action


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Enabling Others to ActEnabling Others to Act Playing active role in setting goals and planningPlaying active role in setting goals and planning

projectsprojects

Setting cooperative objectivesSetting cooperative objectives Sharing information and keeping each otherSharing information and keeping each other

informedinformed Demonstrating mutual respect for one anotherDemonstrating mutual respect for one another

Modeling the WayModeling the WayTranslating shared values into actionTranslating shared values into action Mutual accountabilityMutual accountability Influencing by exampleInfluencing by example

Creating small winsCreating small wins


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Encouraging the Heart Emotionally connected to the teamEmotionally connected to the team

Timely feedbackTimely feedback

Pride in team accomplishmentsPride in team accomplishments

Celebrating togetherCelebrating together

ContributionsContributions Legacy of leadership excellence - qualityLegacy of leadership excellence - quality

Legacy of future leaders - continuityLegacy of future leaders - continuity

Legacy of organizational growth - sustainabilityLegacy of organizational growth - sustainability

I li ti f L d hiI li ti f L d hi


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Implication for LeadershipImplication for Leadership

DevelopmentDevelopment

Premise:Premise: A new model of leadership requiresA new model of leadership requires

aa new way of thinking about leadershipnew way of thinking about leadership

developmentdevelopment

Develop capacity to engage in contextDevelop capacity to engage in context

of interdependenceof interdependence

Focusing on collective ability of people toFocusing on collective ability of people tointerrelateinterrelate

Taking responsibility individually and with othersTaking responsibility individually and with others


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Develop People in ContextDevelop People in Context Interactions with people influence who youInteractions with people influence who you

areare

Leadership arises in the joint actions ofLeadership arises in the joint actions ofindividualsindividuals

Leadership is about taking part, not takingLeadership is about taking part, not taking

chargecharge

Understand the nature of interrelating, itsUnderstand the nature of interrelating, itsforms, and effectivenessforms, and effectiveness

Quality leadership is dependent upon theQuality leadership is dependent upon the

vitality of interrelatingvitality of interrelating


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Develop Leadership Capacity of TeamsDevelop Leadership Capacity of Teams Improve the quality of interrelating among peopleImprove the quality of interrelating among people

engaged in interdependent workengaged in interdependent work

Strengthen collective contributions as the sumStrengthen collective contributions as the sum

total oftotal of

all interaction of peopleall interaction of people

Enhance ability to resolve conflict constructivelyEnhance ability to resolve conflict constructively Expand capability to engage in quantum thinkingExpand capability to engage in quantum thinking

T D l t dT D l t d


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Team Development andTeam Development and

Individual LeadershipIndividual Leadership

DevelopmentDevelopmentPremise:Premise: Organizational developmentOrganizational development

practice andpractice and individual development practiceindividual development practice

will mergewill merge to support a new concept ofto support a new concept of

leadership.leadership.

Current ModelCurrent Model

Separate model and curriculum for leadershipSeparate model and curriculum for leadership

development versus team building ordevelopment versus team building or

organizational developmentorganizational development

Viewed from different focus individual vs.Viewed from different focus individual vs.

group dynamicsgroup dynamics

Team Development and IndividualTeam Development and Individual


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Team Development and IndividualTeam Development and Individual

Leadership DevelopmentLeadership Development

Future ModelFuture Model

Integration of team and organizationalIntegration of team and organizational

development with leadershipdevelopment with leadershipdevelopmentdevelopment

Blending of two separateBlending of two separateorganizational structures and culturesorganizational structures and cultures


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LeadershipLeadership

::

What Does It MeanWhat Does It Mean& How Do You Get It?& How Do You Get It?

Open Discussion andOpen Discussion and

QuestionsQuestions

Leadership Gates Ihrkey10 17 2005

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Transcript of Leadership Gates Ihrkey10 17 2005