The Challenge of Leadership in Today s World

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2 The Challenge of Leadership in Today s World Erica Dawson, PhD Nancy and Bob Selander Director of Engineering Leadership Programs Senior Lecturer in Management and Organizations

3 Your Organizational Chart CEO CFO CTO COO VP1 VP1 VP1 VP2 VP2 VP2

4 Most US corporations are over- managed and under- led. John Kotter

5 MANAGER LEADER Deciding what needs to be done Working through others Ensuring follow- through and accountability

6 MANAGER Coping with complexity LEADER Coping with change Planning and budgeting Aligning people and tasks Controlling & problem- solving Setting a direction Aligning people & mission Motivating & Inspiring

7 MANAGEMENT Structure Control Expense Transaction Speed Methods LEADERSHIP Spontaneity Empowerment Investment Transformation Development Goals

8 MANAGEMENT How can we climb this ladder? Doing things right Maintaining order and organization How do things get done? LEADERSHIP Is this the right ladder? Doing the right things Creating change & progress What do things mean? Engineers Architects

9 Leader- Manager A person who possesses the skill sets of both managers and leaders

10 Three Major Career Transitions 1 st Mgmt Position Manager of Managers Executive Level Entry

11 Entry Technical or Functional Expertise

12 First Management Position Challenges: People Motivate Direct Coach Counsel

13 Manager of Managers Give up technical mastery Develop and lead a high- performing team Clear barriers to others performance Manage peer networks Internal negotiation skills

14 Executive Level Become cross- functional Strategic Understand industry dynamics, ecosystem Future- oriented, visionary

15 What is your leadership style?

16 Leadership Styles Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

17 Decide You make the decision alone and tell the group. You may use your expertise in collecting information from the group or others that you deem relevant to the problem.

18 Consult Individually You present the problem to group members individually, get their suggestions, and then make the decision.

19 Consult Group You present the problem to group members in a meeting, get their suggestions, and then make the decision.

20 Facilitate You present the problem to the group in a meeting. You act as facilitator, defining the problem to be solved and the boundaries within which the decision must be made. Your objective is to get concurrence on a decision. Above all, you take care to ensure that your ideas are not given any greater weight than those of others simply because of your position.

21 Delegate You permit the group to make the decision within prescribed limits. The group undertakes the identification and diagnosis of the problem, developing alternative procedures for solving it, and deciding on one of more alternative solutions. While you play no direct role in the group s deliberations unless explicitly asked, your role is an important one behind the scenes, providing needed resources and encouragement.

22 The Heroic Approach Leader Characteristics and Traits Effectiveness

23 The Situational Approach Situation Effectiveness

24 The Contingency Approach Situation Leader Characteristics and Traits Matching Process Effectiveness

25 Leadership Styles Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

26 Decision Making Options Consensus Involvement Test Sell Consult Tell Time

27 Criteria for Effective Decision Making Decision Quality Was the decision consistent with potentially available information about the likelihood of achieving the goals which were at stake in this problem?

28 Criteria for Effective Decision Making Implementation Did the decision process create the necessary commitment to, and understanding of, the decision by group members for them to effectively carry it out?

29 Criteria for Effective Decision Making Cost (Time) Was the decision made in a timely fashion; did it consume more time on the part of group members and of the leader than was necessary to achieve a high quality decision that was effectively implemented?

30 Criteria for Effective Decision Making Development Did the decision process enhance group members knowledge and expertise, their ability and desire to work together as a team, and their feeling of being an important and valued part of the organization?

31 Situational Variables The Importance of Commitment Leader Expertise Likelihood of Commitment Goal Alignment Likelihood of Disagreement Group Expertise Team Competence

32 Importance of Commitment Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

33 Leader Expertise Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

34 Likelihood of Commitment Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

35 Goal Alignment Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

36 Likelihood of Disagreement Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

37 Group Expertise Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

38 Team Competence Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

39 Development is Valuable Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

40 Time is Valuable Decide Influence by Leader Consult (Individual) Consult (Group) Facilitate Delegate Area of Freedom for Group

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42 Your (Flipped) Chart Line Staff Line Staff Line Staff Line Staff Line Staff Line Staff Line Staff Line Staff Line Staff Line Staff Manager Manager Manager Manager VP VP CEO

43 Developing Leader- Managers Recruit for people for leadership potential Provide training and mentoring Create challenging assignments for mid- level managers: Task forces Strategic planning Acquisitions

44 Create Challenging Assignments for Mid- Level Managers Turn- around projects Launching new products/services Opening new geographic territory Visibly recognize and reward them For developing projects For developing people

45 Emotional Intelligence emotional intelligence more and more comes to determine who gets promoted and who gets passed over even who gets laid off and who doesn t. Emotional Intelligence is twice as important today as raw intelligence or technical know- how! - - Daniel Goleman

46 Key Factors of Emotional Intelligence Emotional self- awareness Managing your own emotions Using emotions to maximize your effectiveness in information- processing and decision- making Developing Empathy Managing emotions in others

47 Feedback Systems Create Self- Awareness 360 Instruments Psychometric Instruments Situational Feedback

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