What is Leadership? Susan M. Adams, PhD Bentley College © Copyright Susan Adams, Ph.D.
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Transcript of What is Leadership? Susan M. Adams, PhD Bentley College © Copyright Susan Adams, Ph.D.
What is Leadership?What is Leadership?
Susan M. Adams, PhDSusan M. Adams, PhD
Bentley CollegeBentley College
© Copyright Susan Adams, Ph.D.
Indications of the Indications of the Importance of LeadershipImportance of Leadership
206,293 books on leadership 206,293 books on leadership (Amazon)(Amazon)
About 1,800,000 scholarly articles About 1,800,000 scholarly articles (Google Scholar)(Google Scholar)
Ancient philosophers (Sun Tzu, Plato, Ancient philosophers (Sun Tzu, Plato, Aristotle, Shakespeare, Machiavelli)Aristotle, Shakespeare, Machiavelli)
Level of compensation for leaders is Level of compensation for leaders is highhigh
What would you do?What would you do?
A. A. B.B. C.C.
Manager versus LeaderManager versus Leader
ManagerManager Plans, budgets Plans, budgets Organizing, staffingOrganizing, staffing Controlling, problem Controlling, problem
solving to executesolving to execute Produces consistencyProduces consistency
From Kotter’s From Kotter’s A Force for ChangeA Force for Change
LeaderLeader Establishes Establishes
directiondirection Aligns peopleAligns people Motivates, Inspires Motivates, Inspires
to executeto execute Produces changeProduces change
Learning to LeadLearning to Lead
•Knowledge
•Behavioral Skills
•Attitude
•Artistry
Effective Leadership
Elements of Effective Elements of Effective LeadershipLeadership
From Multidimensional Leadership: A Multidimensional Approach to Establishing Effective Leadership by Susan Adams
Situation Person
ResultsProcess
Situation ConsiderationsSituation Considerations
REALISTIC
VISION
=
•HISTORY (sins & successes of the past)
•PEOPLE INVOLVED (likes, dislikes, dreams, capabilities)
•ENVIRONMENT (competitors, regulations, economy, organizational structures and systems)
FollowersFollowers
Homogenous or heterogeneous?Homogenous or heterogeneous? Level of expertise?Level of expertise? Level of interest?Level of interest? Level of power? (influencing up and Level of power? (influencing up and
across the hierarchy)across the hierarchy) Preferred ways of learning?Preferred ways of learning? Size of following?Size of following?
Personal Characteristics Personal Characteristics for Leadershipfor Leadership
Capabilities
Trustworthy
Credible Leader
All Successful Leaders All Successful Leaders Need:Need:
Intelligences: Intelligences: linguistic intelligence linguistic intelligence interpersonal intelligence (EQ) interpersonal intelligence (EQ) existential intelligence existential intelligence others by situation: logical/mathematical, others by situation: logical/mathematical,
musical, spatial, body/kinesthetic, naturalist, musical, spatial, body/kinesthetic, naturalist, intrapersonalintrapersonal
Instinct – “feeling/sensing” patternsInstinct – “feeling/sensing” patterns
Integrity – demonstrated by honestyIntegrity – demonstrated by honesty
Sources of PowerSources of Power
PositionPosition Legitimate authorityLegitimate authority RewardReward PunishmentPunishment InformationInformation CentralityCentrality Non-substitutableNon-substitutable
Expertise (ability to control and generate Expertise (ability to control and generate desired resources)desired resources)
Referent (liked)Referent (liked) Social Capital (who you know)Social Capital (who you know)
Resource Resource DependencyDependencyScarcityScarcityImportantImportantNon-Non-substitutablesubstitutable
Types of FollowersTypes of Followers
Survivors
Effective Followers
Yes People
AlienatedFollowers
Sheep
ActivePassive
Dependent, Uncritical Thinking
Independent, Critical Thinking
From Robert E. Kelley, “In Praise of Followers”, Harvard Business Review, 1988 & 2001
Obstacles to ResultsObstacles to Results
InexperienceInexperience Not knowing where to spend time, Not knowing where to spend time,
energy, attention (What is important? energy, attention (What is important? Urgent?)Urgent?)
Daring versus RecklessDaring versus Reckless Over-inflated sense of capabilitiesOver-inflated sense of capabilities
Ineffective communication to provide Ineffective communication to provide focus and learningfocus and learning
Leadership StylesLeadership Styles
TASK TASK FOCUSFOCUS
PEOPLE PEOPLE FOCUSFOCUS
LEARNING FOCUSLEARNING FOCUS
CoerciveCoercive AffiliativeAffiliative
PacesetterPacesetter
DemocraticDemocratic
CoachingCoaching
DirectiveDirective
Adult LearningAdult Learning
Theorists
(Think-Think)
Planners
(Think-Do)
Abstract Life Experiencing
Concrete Life Experiencing
Activists
(Do-Do)
Reflectors
(Do-Think)
CognitiveAffective
LearningLearning
PlannersPlanners CharacteristicsCharacteristics: : Prefer preparation Prefer preparation
time; extensive training before time; extensive training before undertaking new experiencesundertaking new experiences
Management ConsiderationsManagement Considerations: : Interventions most effective in Interventions most effective in preliminary planning stage. Use preliminary planning stage. Use explanations and clarifications of explanations and clarifications of expectations as much as possible before expectations as much as possible before a change occurs.a change occurs.
StrengthStrength: : Prevent problems through Prevent problems through anticipation. Great models for those who anticipation. Great models for those who follow.follow.
ActivistsActivists
CharacteristicsCharacteristics: : Prefer to stay busy; low Prefer to stay busy; low tolerance for extended talk; would rather jump tolerance for extended talk; would rather jump into a new experienceinto a new experience
Management ConsiderationsManagement Considerations: : Interventions Interventions should include positive and negative should include positive and negative consequences for behavior and structural consequences for behavior and structural constraints to keep the individual on track. Lots of constraints to keep the individual on track. Lots of public praise is helpful.public praise is helpful.
StrengthStrength: : Provide trailblazing for change efforts. Provide trailblazing for change efforts. Terrific data for planners.Terrific data for planners.
ReflectorsReflectors
CharacteristicsCharacteristics: : Prefer to jump into new Prefer to jump into new situations and understand latersituations and understand later
Management ConsiderationsManagement Considerations: : Interventions should include critical Interventions should include critical incidents review, regular periodic reviews, incidents review, regular periodic reviews, and open door policy for informal sense-and open door policy for informal sense-making chats.making chats.
StrengthStrength: : Promote individual and Promote individual and organizational learning.organizational learning.
TheoristsTheorists CharacteristicsCharacteristics: : Prefer to stay out of Prefer to stay out of
implementation situations; like to watch, implementation situations; like to watch, analyze, and adviseanalyze, and advise
Management ConsiderationsManagement Considerations: : Interventions should include information and Interventions should include information and explanations for reality checks. Provide details explanations for reality checks. Provide details about history and nuances of the situation. about history and nuances of the situation.
StrengthStrength: : Can pinpoint problems before and Can pinpoint problems before and after they happen. Can help planners and after they happen. Can help planners and reflectors.reflectors.
Feedback PreferencesFeedback Preferences
External Feedback Preference
Internal Feedback Preference *
* Need internal ability to generate accurate feedback to rely on internal feedback
Frameworks for Leading Frameworks for Leading OrganizationsOrganizations
Human Resource Frame
Political Frame
Structural Frame
Symbolic Frame
From Bolman and Deal, Reframing Organizations: Artistry, Choice, and Leadership
Human Resource ViewHuman Resource View
Metaphor: organization as extended Metaphor: organization as extended familyfamily
Image of leader: servant, catalystImage of leader: servant, catalyst Change strategy: build relationships, Change strategy: build relationships,
listen, communicate openly, educate, listen, communicate openly, educate, involve and empower othersinvolve and empower others
Focus of change: skills, attitudes, Focus of change: skills, attitudes, teamwork, communicationsteamwork, communications
Political ViewPolitical View Metaphor: organization as jungleMetaphor: organization as jungle Image of leader: advocate, negotiatorImage of leader: advocate, negotiator Change strategy: map the terrain, Change strategy: map the terrain,
create an agenda for change, network, create an agenda for change, network, attract allies, defuse opposition, attract allies, defuse opposition, negotiatenegotiate
Focus of change: building a power base, Focus of change: building a power base, gaining access to and influencing key gaining access to and influencing key playersplayers
Structural ViewStructural View
Metaphor: organization as complex Metaphor: organization as complex machinemachine
Image of leader: analyst, architectImage of leader: analyst, architect Change strategy: do your homework, Change strategy: do your homework,
analyze what’s working and what isn’t, analyze what’s working and what isn’t, design new approach, implementdesign new approach, implement
Focus of change: structure, plans, Focus of change: structure, plans, policies, procedures, data, logicpolicies, procedures, data, logic
Symbolic ViewSymbolic View
Metaphor: organization as theaterMetaphor: organization as theater Image of leader: prophet, poetImage of leader: prophet, poet Change strategy: reframe and Change strategy: reframe and
reinterpret, develop rituals and reinterpret, develop rituals and ceremonies, tell stories, create ceremonies, tell stories, create dramadrama
Change focus: meaning, belief, faithChange focus: meaning, belief, faith
Effective Leadership
The Art & Science of The Art & Science of LeadershipLeadership
From Multidimensional Leadership: A Multidimensional Approach to Establishing Effective Leadership by Susan Adams
Situation Person
ResultsProcessAnalysis & Intuition