Class 28 - Class 28: Leadership III MGTS 3401 Cummings...

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Unformatted text preview: Class 28: Leadership III MGTS 3401 Cummings Cumulative Points 3 (out of 70) Includes Graded: ► Exam 1 ► Exam 2 ► Partic 1 ► Partic 2 ► Partic 3 ► Group Plan Points Remaining: ► Exam 3 ► Partic 4 ► Partic 5 ► ► Group Paper ► Final Exam MGTS 3401 Cummings (Group Progress Report) For Today For Today ► What is the difference between “Charismatic” and “Transformational” leadership? MGTS 3401 Cummings Multifactor Leadership Transactional Contingent Reward Management by Exception active passive Laissez­faire Bass & Avolio, 2000. Transformational Idealized Influence Inspirational Motivation Intellectual Stimulation Individual Consideration MGTS 3401 Cummings ► What is “Level 5” leadership? For Today For Today How is “Level 5” leadership different from “Charismatic Leadership? Whom do you personally know that you think demonstrates “Level 5” leadership characteristics? Support your assertion that they are a “Level 5” leader with evidence or an example. MGTS 3401 Cummings The Level 5 Hierarchy of Leadership Level 5 Leader Builds and sustains enduring greatness through professional will and personal humility Effective Leader Catalyzes commitment to and pursuit of clear, compelling vision; stimulates group to high performance standards Competent Manager Organizes people and resources toward efficient and effective pursuit of goals Contributing Team Contributes to group’s Member achievement; works effectively with others Highly Capable Makes contributions at work MGTSthrough talent, knowledge, skills 3401 Cummings Individual Personal Humility Demonstrates compelling modesty, shuns public praise, never boastful Acts with quiet, calm determination; relies on inspired standards, not charisma, to motivate Channels his/her ambition into company, not self; sets up successors for more greatness in the next generation of leaders Looks in the mirror, not out the window, to attribute responsibility for poor results. Level 5 Leader Professional Will Demonstrates unwavering resolve to do whatever must be done to produce the best long term results, no matter how difficult Sets the standard of building a great, enduring organization, no matter how difficult Creates superb organizational results Looks out the window, not in the mirror, to give credit for success of the company – to other people, to external factors, to good luck. MGTS 3401 Cummings Learning about Leadership Learning about Leadership Read what experts have to say; Course Principles, theories as tools Analyze their vision, principles, strategies, plans Observe them in a critical decision Interview them! Ask them questions Leadership Competencies ► ► ► ► ► ► ► Communicates vision for project Establishes goals Identifies problems Meets deadlines Prioritizes tasks and manages time Speaks effectively Actively listens ► ► ► ► ► ► ► Treats others with respect Resolves differences collaboratively Motivates others Is accountable for results (makes no excuses) Learns from experience Invites participation Offers constructive feedback MGTS 3401 Cummings Climb: Arlene Blum is leading a group of 10 mountaineers to climb Annapurna, at 26,545 ft. the world's 10th highest peak MGTS 3401 Cummings Blum’s goals and values q To select and lead an experienced all­woman climbing team q To reach the summit of Annapurna. q “A group of ordinary people, when they share a vision, can take on an incredible challenge and do things they never dreamed possible." MGTS 3401 Cummings ► "We felt all the eyes of the world were on us." Context ► Different 3­woman teams have led: Base Camp 1 Camp 1 Camp 2 ► Camp 2 Camp 3 crosses most dangerous “Dutch Rib”; Arlene will choose 4 leaders ► For all to summit is possible, not likely MGTS 3401 Cummings MGTS 3401 Cummings So, imagine you are Arlene ► ► Which leadership tools are most useful to you here? Using them, how, specifically, will you go about accomplishing your three Leadership Challenges? (1) Identify who will "lead" the route up the Dutch Rib. (2) Identify who will be on the final summit team. (3) Bring the climbers safely down one of the world's most dangerous peaks. MGTS 3401 Cummings Vroom, Yetton & Jago’s Vroom, Yetton & Jago’s Participative Leadership (p 400) Decision­Tree Autocratic I Autocratic II Manager decision Consultative I Consultative II Group Employees’ Decision Autocratic I—manager makes decision, seeks no input Autocratic II—manager makes decision, asks for input Consultative I—manager makes decision after consulting with individuals in the group Consultative II—manager makes decision after consulting with the group Group—manager accepts group input and implements plan or decision agreed to by group Contingency Variables Leader­Participation Decision Tree 1. 2. 3. 1. 1. 2. 1. 1. 1. 2. 1. 1. Importance of the decision Importance of obtaining follower commitment to the decision Whether the leader has sufficient information to make a good decision How well structured the problem is Whether an autocratic decision would receive follower commitment Whether followers “buy into” the organization’s goals Whether there is likely to be conflict among followers over solution alternatives Whether followers have the necessary information to make a good decision Time constraints on the leader that may limit follower involvement Whether costs to bring geographically dispersed members together is justified Importance to the leader of minimizing the time it takes to make the decision Importance of using participation as a tool for developing follower decision skills E X H I B I T 12–5 MGTS 3401 Cummings For Wednesday For Wednesday ► Make sure you are caught up on reading ► Read 2 very short scenarios (one paragraph each), and make a decision about each. ► Coming Up: Friday: Online survey and Few remaining pages of Chapter 5 Monday (11/23): Chapter 16 Wednesday (11/25): Group Work Day MGTS 3401 Cummings ...
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This note was uploaded on 03/11/2010 for the course MGTS 3401 taught by Professor Pierce during the Spring '08 term at University of Minnesota Duluth.

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