Topic 5 Leader as Social Architect
Transcript of Topic 5 Leader as Social Architect
-
7/29/2019 Topic 5 Leader as Social Architect
1/17
MBA Angkasa Training Centre Shah Alam 1
LEADERSHIP IN ORGANIZATIONS:
LEADER AS A SOCIAL ARCHITECT
Dr. Faridahwati Mohd ShamsudinOthman Yeop Abdullah Graduate School of Business, College of Business
Universiti Utara Malaysia
-
7/29/2019 Topic 5 Leader as Social Architect
2/17
Leadership Vision
A dream for the future
An attractive, ideal future that is credible yet
not readily attainable Strategic leadership:
Ability to anticipate and envision the future,maintain flexibility, think strategically, and initiate
changes that will create a competitive advantagefor the organization in the future
MBA Angkasa Training Centre Shah Alam 2
-
7/29/2019 Topic 5 Leader as Social Architect
3/17
3
Ex. 13.2 Examples of Brief Vision
Statements (selected)Motorola Become the premier company in the world
Ritz-Carlton (Amelia Island) Engineering Dept.
Where no hotel has gone before free of all defects
Johnson Controls Inc.
Continually exceed our customers increasing expectations
New York City Transit
No graffiti
Egon Zehnder
Be the worldwide leader in executive search
-
7/29/2019 Topic 5 Leader as Social Architect
4/17
4
Ex. 13.3The
Nature of the
Vision
Currentreality
Staying the course
Vision
-
7/29/2019 Topic 5 Leader as Social Architect
5/17
5
Common Themes of Vision
Vision has broad appeal
Vision deals with change
Vision encourages faith and hope Vision reflects high ideals
Vision defines the destination and the journey
-
7/29/2019 Topic 5 Leader as Social Architect
6/17
Visionary Leadership
Stimulating vision and action
Link dreams with strategic actions
Translate vision into specific goals, objectives, andplans
MBA Angkasa Training Centre Shah Alam 6
Life without vision is drudgery
Vision without action is but an empty dream
Action guided by vision is joy and the hope of the earth
-
7/29/2019 Topic 5 Leader as Social Architect
7/17
Shaping Culture and Values
Culture
The set of key values, assumptions,understandings, and norms that is shared by
members of an organization and taught tonew members as correct
Culture strength The degree of agreement among employees about
the importance of specific values and ways of doingthings
MBA Angkasa Training Centre Shah Alam 7
-
7/29/2019 Topic 5 Leader as Social Architect
8/178
Ex. 14.1 Levels of Corporate
Culture
Visible
1. Artifacts such asdress, office layout,
symbols, slogans,ceremonies
Invisible
2. Expressed values, such asThe Penney Idea, The HPWay
3. Underlying assumptions anddeep beliefs, such as peoplehere care about one anotherlike a family
Deeper values andshared
understandings held
by organizationmembers
Culture that canbe seen at thesurface level
-
7/29/2019 Topic 5 Leader as Social Architect
9/179
Importance of Culture
1. It integrates members so that they knowhow to relate to one another.
2. It helps the organization adapt to theexternal environment.
-
7/29/2019 Topic 5 Leader as Social Architect
10/17
10
Ex. 14.2 Adaptive Versus Unadaptive Cultures
Adaptive Organizational
Culture
Unadaptive
Organizational CultureVisible Behavior Leaders pay close attention to
all their constituencies,
especially customers, and
initiate change when needed to
serve their legitimate interests,
even if it entails taking some
risks
Managers tend to behave
somewhat insularly, politically,
and bureaucratically. As a
result, they do not change their
strategies quickly to adjust to or
take advantage of changes in
their business environments
Expressed Values Leaders care deeply aboutcustomers, stockholders, and
employees. They also strongly
value people and processes that
can create useful change (e.g.,
leadership initiatives up anddown the management
hierarchy)
Managers care mainly about
themselves, their immediate
work group, or some product (or
technology) associated with that
work group. They value the
orderly and risk-reducingmanagement processes much
more highly than leadership
initiatives
Underlying Assumption Serve whole organization, trustothers
Meet own needs, distrust others
-
7/29/2019 Topic 5 Leader as Social Architect
11/17
Corporate Cultures
11
Clan culture
Values: CooperationConsiderationAgreementFairness
Social equality
Adaptability culture
Values: CreativityExperimentationRisk-takingAutonomy
Responsiveness
Bureaucratic culture
Values: EconomyFormality
RationalityOrderObedience
Achievement culture
Values: CompetitivenessPerfectionism
AggressivenessDiligencePersonal initiative
Internalfocus
Externalfocus
Flexibility
Stability
-
7/29/2019 Topic 5 Leader as Social Architect
12/1712
Ceremony, Story, and Symbol
Ceremony A planned activity that makes up a special event and is
generally conducted for the benefit of an audience
Story A narrative based on true events that is repeated
frequently and shared among employees
Symbol
A object, act, or event that conveys meaning to others
-
7/29/2019 Topic 5 Leader as Social Architect
13/17
2007 Prentice Hall Inc. Allrights reserved.
Forces for Change
Force Examples
Nature of the workforce More cultural diversity
Aging population
Many new entrants with inadequate skills
Technology Faster, cheaper, and more mobile computers
On-line music sharing
Deciphering of the human genetic code
Economic shocks Rise and fall of dot-com stocks
200002 stock market collapseRecord low interest rates
Competition Global competitors
Mergers and consolidations
Growth of e-commerce
-
7/29/2019 Topic 5 Leader as Social Architect
14/17
2007 Prentice Hall Inc. Allrights reserved.
Forces for Change
E X H I B I T 191 (cont
Force Examples
Social trends Internet chat roomsRetirement of Baby BoomersRise in discount and big box retailers
World politics IraqU.S. war
Opening of markets in ChinaWar on terrorism following 9/11/01
-
7/29/2019 Topic 5 Leader as Social Architect
15/17
2007 Prentice Hall Inc. Allrights reserved.
Managing Planned Change
Goals of Planned Change:
Improving the ability of
the organization to adaptto changes in its
environment.
Changing the behavior of
individuals and groups in
the organization.
ChangeMaking things different.
Planned ChangeActivities that are
intentional and goaloriented.
Change Agents
Persons who act ascatalysts and assume theresponsibility for managingchange activities.
-
7/29/2019 Topic 5 Leader as Social Architect
16/17
16
The Eight-Stage Model of Planned Organizational
Change
1. Establish asense ofurgency
2. Form a powerfulguiding coalition
3. Develop acompelling visionand strategy
4. Communicatethe vision widely
5. Empoweremployeesto act onthe vision
6. Generateshort-termwins
7. Keep upurgency to tacklebigger problems
8. Make the
change stick
-
7/29/2019 Topic 5 Leader as Social Architect
17/17
17
A Range of Everyday Change Strategies
Private
Leader workingalone
Public
Leader workingwith others
Disruptiveself-
expression
Variable-termopportunism
VerbalJujitsu
Strategicalliance-building