ch13 final jims

ch13 final jims - Adding Value with Management BCOR 2300...

Info iconThis preview shows pages 1–10. Sign up to view the full content.

View Full Document Right Arrow Icon
Adding Value with Management BCOR 2300 Chapter 13
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
What a Leader Isn’t Egotistical Arrogant Drunk on power Self-centered The job title The corner office The pay check, stock options, and bonuses
Background image of page 2
What a Leader Isn’t Harvard Business School admissions to Jeffery Skilling, Former CEO of Enron: “Are you smart?” Jeffery Skilling: “Yes, I’m F-----G smart”
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Critical Leadership Skills Critical Leadership Skills LEADERSHIP IS ABOUT SELF- AWARENESS It is learning how to manage: your emotions (anger, compassion, love, jealousy, etc) your biases (right wing, left wing, etc.) your prejudices (racial, gender) your values (money, friendship, equality) your moods (upbeat, downbeat, beaten up) your perceptions (broad, narrow) your perspective (inclusive, exclusive, cynical, optimistic) your LIFE…
Background image of page 4
Leadership Leadership Becoming a Leader A process , not an end state A behavior , not: a title a position a stock portfolio a corner office an enormous salary. Is integrative
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Insight and Outlook - Vision Insight and Outlook - Vision Classical Worldview Nature = Giant machine Individualistic Competitive Independent Expansion Quantity Analysis Linear Integral World view Nature = living organism Holistic Co-operative Interdependent Conservation Quality Synthesis Non-linear
Background image of page 6
Insight and Outlook - Vision Insight and Outlook - Vision Classic Management Certainty Predictability Hierarchy Division of labor/function Power comes from top Employees = passive units of production Single viewpoint; one best way Bureaucracy; inflexible structure Efficiency Integral Management Uncertainty Rapid change; unpredictability Non-hierarchical networks Multifunctional/Integrated effort Power comes from interaction Employees = co-creative partners Many viewpoints Responsive, flexible structure, hands-off supervision Meaningful service & relationships
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Leadership Leadership Becoming a Leader The integrative leader: Relies on insight to provide outlook Values intuition no less than intellect Lives and works comfortably within the world of paradox Relentlessly pursues the new and uncharted without compromising experience
Background image of page 8
Leadership Exercise 1. Working alone, make a list of 5 behavioral attributes that describe the best leader you have ever worked for or would like to work for. Also, make a list of 5 of the worst qualities. 2. Form into groups of 3-5. Share your lists. Work together as a team to make a master list of the best attributes of your management experiences. 3.
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 10
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 36

ch13 final jims - Adding Value with Management BCOR 2300...

This preview shows document pages 1 - 10. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online