NEW LEADERSHIP NEW YORK PROFILE OF A SUCCESSFUL LEADER SUE FAERMAN JUNE 2011

Transcription

1 NEW LEADERSHIP NEW YORK PROFILE OF A SUCCESSFUL LEADER SUE FAERMAN JUNE 2011

2 NEW Leadership New York DESCRIBING THE CHARACTERISTICS OF A GOOD LEADER Best Leader Worst Leader

3 ASSERTION: EFFECTIVE LEADERSHIP IS PARADOXICAL WHAT IS PARADOX? A seemingly contradictory statement (or statement that opposes common sense) that may nonetheless be true A statement that possesses seemingly contradictory qualities or phrases

4 NEW Leadership New York What Do You See? What do you see? Does everyone see the same picture? If not, is there a correct view? How might what you see affect your actions and reactions towards others?

5 What Do You See?

6 Examples of PARADOX We look to leaders to provide vision and direction, but we also leaders to listen to our opinions and ideas about the organization s future direction Sometimes, we expect leaders to be knowledgeable and to have all answers, but individuals can display leadership by being open to learning, admitting errors, and asking for feedback

7 More Examples of PARADOX To excel, we need to work hard and stay focused, but we also need to take breaks and recharge our batteries As students (or employees), we want our leaders to treat us fairly, which could mean that everyone is treated the same or it could mean that individual needs and accomplishments are recognized

8 Competing Values Framework: Leadership Human Relations Model Decentralization, Differentiation Open Systems Model Human Commitment Mentor FLEXIBILITY Innovator Expansion, Adaptation Facilitator Broker Maintenance of the Sociotechnical System INTERNAL FOCUS EXTERNAL FOCUS Competitive Position of the Overall System Monitor Producer Consolidation, Continuity Coordinator CONTROL Director Maximization of Output Internal Process Model Centralization, Integration Rational Goal Model Source: Robert E. Quinn, Beyond Rational Management, San Francisco: Jossey-Bass, 1988.

9 NEW Leadership New York Competing Values Roles Mentor: Develops others through a caring, empathetic orientation; is helpful, considerate, sensitive, approachable, open, and fair. Conveys appreciation, and give compliments and credit. Facilitator: Fosters collective effort, builds cohesion and teamwork, and manages interpersonal conflict. Focuses on the process when intervening in interpersonal disputes, obtains input and participation, and facilitates group problem solving.

10 NEW Leadership New York Competing Values Roles Director: Clarifies expectations through processes such as planning and goal setting; is decisive in defining problems, selecting alternatives, establishing objectives, defining roles and tasks, generating rules and policies, and delegating. Producer: Focuses on the task and work to be done; has high interest, motivation, and energy; accepts responsibility and maintains high personal productivity. Also motivates employees to be more productive and to accomplish stated goals.

11 NEW Leadership New York Competing Values Roles Monitor: Knows the facts and details and use analytical skills to examine performance. Knows what is going on in the unit, determines whether people are complying with the rules, sees whether the unit is meeting its goals. Coordinator: Maintains the structure and flow of the system. Focuses on various forms of work facilitation, such as scheduling, organizing, and coordinating staff efforts; handling crises; and attending to technological, logistical, and housekeeping issues.

12 NEW Leadership New York Competing Values Roles Innovator: Pays attention to the changing environment, identifies important trends, and conceptualizes needed changes. Also is creative and clever, envisions innovations, and convinces others that they are desirable. Broker: Maintains external legitimacy and obtains external resources. Focuses on reputation and image of the unit. Is politically astute, persuasive, and, as necessary, uses power-based strategies. Acts as a liaison and spokesperson for the unit.

13 PARADOX IN THE COMPETING VALUES FRAMEWORK Across quadrants Within quadrants and roles Same/similar behaviors can lead to different outcomes

14 Competing Values Framework: Leadership Human Relations Model Decentralization, Differentiation Open Systems Model Human Commitment Mentor FLEXIBILITY Innovator Expansion, Adaptation Facilitator Broker Maintenance of the Sociotechnical System INTERNAL FOCUS EXTERNAL FOCUS Competitive Position of the Overall System Monitor Producer Consolidation, Continuity Coordinator CONTROL Director Maximization of Output Internal Process Model Centralization, Integration Rational Goal Model Source: Robert E. Quinn, Beyond Rational Management, San Francisco: Jossey-Bass, 1988.

15 Organizational Paradox within the Human Relations Model Human Relations Model As Mentors, leaders need to treat everyone the same, and treat everyone as unique, based on individual circumstances As Facilitators, leaders need to build consensus among employees, and encourage INTERNAL FOCUS employees to voice their differences and unique perspectives FLEXIBILITY Open Systems Model EXTERNAL FOCUS Internal Process Model CONTROL Rational Goal Model

16 Organizational Paradox within the Internal Process Model Human Relations Model FLEXIBILITY Open Systems Model INTERNAL FOCUS EXTERNAL FOCUS As Monitors, leaders need to focus on the details, but they must also be able to see the big picture As Coordinators, leaders must establish uniform processes and procedures across work units, and allow for differences in approaches based on unique situations Internal Process Model CONTROL Rational Goal Model

17 Organizational Paradox within the Rational Goal Model Human Relations Model FLEXIBILITY Open Systems Model INTERNAL FOCUS EXTERNAL FOCUS As Directors, leaders need to develop plans, and should also be willing to not follow the plan when circumstances change As Producers, leaders should themselves (and also encourage employees to) take regular breaks in order to recharge their batteries Internal Process Model CONTROL Rational Goal Model

18 Organizational Paradox within the Open Systems Model Human Relations Model FLEXIBILITY Open Systems Model As Innovators, leaders need to be able to develop a sufficient level of organizational stability for employees to feel secure during periods of organizational change As Brokers, leaders can best build their power base by empowering others in their organizations EXTERNAL FOCUS Internal Process Model CONTROL Rational Goal Model

19 COMPETING VALUES BEHAVIORS manager as weak and take advantage of manager Is caring and empathic in dealing with employees problems manager as committed to their well-being and become committed manager as not able to make a decision (spineless) Involves employees in decision-making processes manager as caring about their opinions and contribute new ideas

20 COMPETING VALUES BEHAVIORS manager as too focused on day-today details and lacking vision, and feel unprotected from organizational politics manager as too involved and micromanaging, and lose interest Is aware of facts and important details, as well as rules and procedures Coordinates key processes and procedures across units manager as focused and connected to employees work, and feel valued manager as facilitating connecting and creating synergies, and increase involvement

21 COMPETING VALUES BEHAVIORS manager as controlling, and decrease loyalty manager as too driven and demanding, and feel expectations are set too high Has a vision of key directions for the organization (work unit) Works hard with high energy and high output manager as transformational and inspiring, as support goals of organization (work unit) manager as a strong contributor, and want to contribute at the same level

22 COMPETING VALUES BEHAVIORS manager as disconnected from the work, and try to avoid manager s ideas Brings innovative and bringing many new ideas to the organization (work unit) manager as sharp (intelligent), and want to try to approaches manager as selfpromoting, and avoid opportunities for connections with other units Is politically astute and able to make connections manager as strong negotiator, and value partnerships with other units

23 LEADER EFFECTIVENESS FACILITATOR Soft hearted, permissive ( Abdicates authority) Overly democratic Too participative (Slows production) Process oriented (Facilitates interaction) MONITOR Unimaginative, Tedious (Neglects possibilities) MENTOR Caring, sympathetic Creative, Cleaver (Shows consideration) (Envisions change) Technical expert Well prepared (Collects information) Dependable, Reliable (Maintains structure) COORDINATOR Skeptical, Cynical (Stifles progress) Unaware Unskilled Unpolished INNOVATOR Unrealistic Impractical (Wastes energy) Resource oriented Politically astute (Acquires resources) Task oriented (Initiates action) Decisive, Directive (Provides structure) DIRECTOR Overachieving, Individualistic (Destroys cohesion) Unreceptive, Unfeeling (Offends individuals) BROKER Opportunistic Overly aspiring (Disrupts continuity) PRODUCER

24 IS THERE A LEADERSHIP APPROACH FOR WOMEN? NEW Leadership New York How does your experience fit with chapter on Disrupting Gender, Revising Leadership? Have your seen differences in men s and women s leadership approaches? If so, what are they? Is this good or bad? Have you encountered organizational practices that encourage different types of leadership from men and women?