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1、Leadership Development Master Class,Module 4 Leadership:Core Character and Competence,Let us reflect again on the what of leadership.,Lesson 1Power and Influence,Leadership is about people,Influencing people,Influence related to power?,legitimate powerreward powerexpert powerinformation powerI am yo
2、ur manager,legitimate powerreward powerexpert powerinformation powerI have authority to give you a bonus,legitimate powerreward powerexpert powerinformation powerI have knowledge and skill and can train and develop or solve problems,legitimate powerreward powerexpert powerinformation powerI have imp
3、ortant information/access to important information,What about visionary power?,And relationship power?,Lesson 2Psychological Climate,http:/,http:/,Who has the power?The Leaders,Want to change the system?,A little more aboutclimate specifically work climate,The classic success causal relationship,Mod
4、ern success causal relationship,So leadership matters and it is all about,So what do leaders do?,Lesson 3What Leaders Do,In HBR,Kotter show the leader task by contrasting it to management,“Motivation and inspiration energize people,not by pushing them in the right direction butby satisfying basic hu
5、man needs”John Kotter HBR,1990,According to Kouzes and Posner our first challenge is to rid ourselves of these outdated traditions and myths,A field guide for LeadershipBy Jim Kouzes and Barry Posner,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Myth:The ideal organization is orderly an
6、d stable,and can and should run like clock workFact:The best leadership achievements come from challenging the process,changing things,shaking up the organization,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Myth:Leader as“renegade”who magnetizes a band of followers with courageous act
7、sFact:Leaders attract constituents not because of their willful defiance,but because the leader has a deep faith in the human capacity to adapt and grow,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Myth:Good managers focus on the short term.Fact:Effective leaders have a long term futur
8、e orientation,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Myth:Leaders are visionaries with Merlin-like powers Fact:Leaders must have a vision,a sense of direction,but not psychic foresight.It can be their original thinking or someone elses.,A field guide for LeadershipBy Jim Kouzes a
9、nd Barry Posner,Myth:Leaders ought to be cool,aloof and analytical;they should separate emotions from workFact:When real life leaders discuss what they are proudest of in their own careers they describe feelings of inspiration,passion,elation,intensity,challenge,caring and kindness and yes,even love
10、,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Myth:Leaders have the special gift of Charisma!Fact:Leaders dynamism comes from a strong belief in a purpose and a willingness to express that conviction,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Myth:The job of management
11、is primarily one of control:of resources including time,money materials and people.Fact:The more leaders control others,the less likely it is that people will excel,the less theyll be trusted.Leaders dont command and control;they support and serve.,A field guide for LeadershipBy Jim Kouzes and Barry
12、 Posner,Myth:Its lonely at the topFact:The most effective leaders are involved and in touch with those they lead.They care deeply about them,and often refer to them as family.,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Myth:Leaders are superior those on top are automatically leaders.
13、Fact:Leadership isnt a place:its a process.It involves skills and abilities useful in the executive suite and on the front line.,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Myth:Leaders are born,not made.Fact:Leadership is not in a gene;it is an observable,learnable set of practices.T
14、he belief that leadership cant be learned is a powerful deterrent to leadership development,A field guide for LeadershipBy Jim Kouzes and Barry Posner,Model The Way Inspire A Shared Vision Challenge The Process Enable Others To Act Encourage The Heart,So now we know what they do but what must they h
15、ave,Lesson 5 A Healthy Core Character,The Most Admired Characteristics of a Leader,21%Ambitious 40%Broad-minded 20%Caring 66%Competent 28%Cooperative 20%Courageous 33%Dependable 24%Determined 42%Fair-minded 71%Forward-looking,88%Honest 23%Imaginative 6%Independent 65%Inspiring 47%Intelligent 14%Loya
16、l 17%Mature 8%Self-controlled 34%Straightforward 35%Supportive,The Leadership Core,HonestForward-lookingInspiring-InfluencingCompetent,The Ritz,Honesty and climate,The Ritz,Honesty,The Ritz,Honesty and climate,Martin Luther King Jr,“I have a dream”,Forward Looking,Collin.P.Huntington,“We shall build
17、 good ships hereAt a profit if we canAt a loss if we mustBut always good ships”Newport News Ship Building Company 1891,Forward Looking,Winston Churchill,“Before you can inspire with emotion,you must be swamped with it yourself.Before you can move their tears,your own must flow.To convince them,you m
18、ust yourself believe.”,Inspiring,Dee Hock,“The problem is never how to get new,innovative thoughts into your mind,but how to get the old ones out.”,Competent,Now lets reflect on leadership competence,Lesson 4Competence,1,Organization culture,You,Organizational Culture DefinedA system of shared norms
19、,beliefs,values,and assumptions which bind people together,thereby creating shared meaningsThe“personality”of the organization that sets it apart from other organizations.Provides a sense of identity to its membersHelps legitimize the management system of the organizationClarifies and reinforces sta
20、ndards of behavior,And values?,ESPOUSED,IN ACTION,And the impact of work climate,2,John W.Gardner,Communication between leader and constituent is at the heart of everything,Communication,Kouzes and Posner,Ninety percent of executives rate themselves as effective communicators.Only thirty percent of
21、their subordinates agree.,Communication,Kouzes and Posner,The biggest problem with leadership communication is the illusion that it has occurred.,Communication,Antonio R.Damasio,Neurologists agree that facts,emotions and symbols must be created as“images”in order for the brain to order them,process
22、them and produce thought.Creating images is essential.And“images”include sights,sounds,smells and feelings.,Communication,Every year since 1950,the number of American children gunned down has doubled.,Communication,Let Us Remember Those.,Communication,Communication,How big is an acre of land,Communi
23、cation,The Size of A Football Field,Communication,The Power of a Story,Communication,Harley executive,quoted in Results-based Leadership,“What we sell is the opportunity for a 43 year-old accountant to dress up in black leather,ride through small towns and have people be afraid of him.”,Communicatio
24、n,Communication,They Did Not Say A Word,Yet They Were Communicating Perfectly,Communication,Communication,Remember!,“The facts may not be boring but you might be”,Remember!,“When leaders fail to communicate in facts,emotions,and symbols,constituents will fill in the blanks”,3,Emotions are the messen
25、gers of the soul Anon,Emotional Intelligence(EQ),“Reason without emotion is neurologically impossible.”Dr.Antonio Damasio,Descartes Error:Emotions,Reason,and The Human Brain,Emotional Intelligence(EQ),Intelligence Contribution to Success,EQ Contribution to Success,Emotional Intelligence(EQ),Under th
26、e pressure of change EQ is extremely important,Emotional Intelligence(EQ),Increasing Self Awareness,IntrospectionSelf-observationSelf-disclosureSocial comparisonInteraction with diverse people,“Anger is one of the greatest teachers that we can have in the pursuit of emotional intelligence.”,Frances
27、Wilks 1998,Why do we choose it?To gain controlTo get what we wantTo get others to help usTo hide real feelingsTo avoid responsibility,But Anger Is A Choice,”Anger is the one emotion that does the most harm to the heart”,Dr Redford Williams,Building Self Image,Forgive(self and others)Build and apply
28、skillsContributeUse the power of nowDevelop healthy habits(diet,exercise etc),Social Intelligence,Social Intelligence,4,Orchestrating Individual Performance,Elevating Discretionary Effort,Copyright 1992-1999 The Gallup Organization,Princeton,NJ,Do you know what is expected of you at work?Do you have
29、 the materials and equipment you need to do your work right?At work,do you have the opportunity to do what you do best every day?In the last seven days,have you received recognition or praise for doing good work?Does your supervisor,or someone at work,seem to care about you as a person?Is there some
30、one at work who encourages your development?At work,do your opinions seem to count?Does the mission/purpose of your company make you feel your job is important?Are your associates(fellow employees)committed to doing quality work?Do you have a best friend at work?In the last six months,has someone at
31、 work talked to you about your progress?In the last year,have you had opportunities at work to learn and grow?,5,Orchestrating Team Performance,Again A Cynical View,Again A Cynical View,Clarity of purpose;Strong individuals;Focus;Roles and role flexibility;Training and competence;Trust;Commitment;Co
32、mmunication;Line of sight between performanceand reward.,6,Organizational Leadership,Individual and teamLeadership leading people,Organizational Leadership,Organization leadership-building an enduring enterprise,Organizational Leadership,Capacity 2000 CC,Organizational Leadership,Sources,Descartes E
33、rror:Emotion,Reason and the Human BrainBy Antonio R.DamasioPublished by Penguin Books,2005ISBN 014303622X,9780143036227The Leadership Challenge:how to get extraordinary things done in organizationsBy James M.Kouzes,Barry Z.Posner,Thomas J.PetersPublished by Jossey-Bass Publication,1990Original from the University of MichiganDigitized 23 Aug 2007ISBN 155542211X,Sources,Emotional IntelligenceBy Daniel GolemanPublished by Bantam Books,1995ISBN 055309503X,9780553095036http:/www.minnaar-http:/https:/,
