Chapter 10 - Leadership

Chapter 10 - Leadership - “The first responsibility of...

Info iconThis preview shows pages 1–6. Sign up to view the full content.

View Full Document Right Arrow Icon

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

View Full DocumentRight Arrow Icon

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

View Full DocumentRight Arrow Icon

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

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

Unformatted text preview: “The first responsibility of the leader is to define reality. The last is to say thank you. In between, the leader is a servant.” - Max De Pree, author Leadership is an Art The Indra & Steve Show (Leadership) Leadership (Agenda) ADMIN ITEMS Exam 2 Feedback q Mission Status Check (see syllabus) q Projects – Change Outcomes, Presentations, Papers, Client Evaluations q LEADERSHIP Power & Influence q Leadership Artichoke – The Theories q Spotlights – Indra & Steve q Heart of Leadership q Dealing with Conflict / Managing Your Boss q Leadership (Power – Spiritual & Secular) “No power or influence can or ought to be maintained by virtue of the priesthood, only by persuasion, by long-suffering, by gentleness and meekness, and by love unfeigned;” - D & C 121:41 Leadership (Meaning of Power) “Power is the ability to influence the behavior of others.” q The potential to influence others q People have power they don’t use and may not know they possess q Power requires one person’s perception of dependence on another person Leadership (Power Sources) THE HAND MODEL Legitimate Power (Thumb) q Based upon an individual’s position in the formal hierarchy Expert Power (Index Finger) q Based upon an individual’s special knowledge and/or skills Coercive Power (Middle Finger) q Based upon fear, intimidation, and the capacity to control punishment Reward Power (Ring Finger) q Based upon the capacity to control distribution of valued rewards Referent Power (Pinky) q Based upon admired personal qualities and reputation Leadership (Acquiring Power) RIGHT THINGS q q q Extraordinary Visible Relevant How do you manage your boss effectively? RIGHT RELATIONSHIPS q q q q Superiors/Mentors Direct Reports (Your People) Peers Key Customers Power & Influence (Consequences of Power) Sources of Power Expert Power Referent Power Legitimate Power Consequences of Power Engagement Compliance Reward Power Coercive Power Resistance Power & Influence (Influencing Others) THE BIG 3 INFLUENCE TACTICS q q q Rational Persuasion Credibility Inspirational Appeals OTHER TACTICS q q q q q q q Consultation Collaboration Exchange Personal Appeals Apprising Coalitions Sanctions/Pressure How did Kevin Costner’s character try to influence James Earl Jones’ character to attend the baseball game? Leadership (The Theories) THE LEADERSHIP ARTICHOKE q TRAIT (Born to be a Leader) q BEHAVIORAL (Do As I’m Doing) q CONTINGENCY (It Depends) Ø Ø Situational Leadership (Styles) Leader-Member Exchange (LMX) q TRANSFORMATIONAL (Herb Kelleher & Crazy Joe) q The HEART Leadership (Trait Theory) LEADERSHIP COMPETENCIES q Drive q Integrity q Self-confidence q Extroversion (Leader emergence) q Knowledge of the business q Emotional intelligence q Humility??? Define humility in a single sentence…Now think of a humble leader you have personally known—What leader behaviors led you to the perception of humility? Leadership (Behavioral Theory) CONCERN FOR PEOPLE (Consideration) Showing mutual trust and respect q Concern for employee needs q Desire to look out for employee welfare q CONCERN FOR PRODUCTION (Initiating Structure) Assign specific tasks q Ensure employees follow rules q Push employees to reach peak performance q Leadership (Indra Nooyi - PepsiCo) PEPSICO (#50 in Fortune 500) q q q q q 285,000 employees worldwide Founded in 1965 19 Billion Dollar Brands $60B in revenues (FY 2009) #2 Most Admired Consumer Products LEADERSHIP HIGHLIGHTS q q q q q Mentoring & Other Relationships “Performance with Purpose” Collaborative Style Most Powerful Woman in Business Social Networking vs. Super Bowl Ads Leadership (Situational Leadership Theory) 3 QUESTIONS 1. 2. 3. How much control do I have in this situation? How able and willing are my followers to follow? How urgent is the situation? Leadership (Leader-Member Exchange Theory) Leadership (Herb Kelleher - Spirit of Southwest) SOUTHWEST AIRLINES (#12 Fortune’s Most Admired) q q q q 35,000+ employees (90,000+ resumes received in 2009) Founded in 1971 (Profitable EVERY year) Best performing stock, 1972-2002 (Money) $10.4B in revenues (2009) LEADERSHIP HIGHLIGHTS q q q q q q Spirit of Fun Interviewing Process Malice in Dallas Rewarding the Team Freedom/Star of the Month Replacing a Legend “A company is stronger if it is bound by love rather than by fear” Leadership (Transformational Leadership) CHARISMA + 4 I’s Individual Consideration q Intellectual Stimulation q Inspirational Motivation q Idealized Influence q HOW IT WORKS Is Crisis Necessary? q Four-Step Process q Leadership (Transformational Leadership – How It Works) Building Commitment Creating a Vision Transformational Leadership Modeling the Vision Communicating the Vision Leadership (Steve Jobs – The Visionary) Leadership (The Heart of Leadership) VISION (Passion with a Plan) INTEGRITY (Do What You Say You Will Do) SERVICE (Develop and Encourage Others) Leadership (Dealing with Conflict) TYPES OF CONFLICT q q Nature of the Conflict (Task, Relationship, Process) Severity of the Conflict (Pseudo, Content, Value, Ego) SOURCES OF CONFLICT q q q q q q Incompatible or ambiguous goals Distrust & power dynamics Different values and beliefs Task interdependence Poorly communicated messages Scarcity vs. Abundance Mentality Leadership (Conflict Resolution Styles) Leadership (Conflict Video Case) Leadership (When to Use Each Approach?) Situational Considerations Conflict Management Approach Competing Accommodating Compromising Collaborating Avoiding Issue importance High Low Med High Low Relationship importance Low High Med High Low Relative power High Low Equal-High Low-High Equal-High Time constraints Med-High Med-High Low Low Med-High ...
View Full Document

This note was uploaded on 11/27/2011 for the course OB 321 taught by Professor Staff during the Fall '08 term at BYU.

Page1 / 23

Chapter 10 - Leadership - “The first responsibility of...

This preview shows document pages 1 - 6. Sign up to view the full document.

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