Prided themselves on developing strong leaders inside

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prided themselves on developing strong leaders inside firm - highly effective - therefore, leaders do NOT have to be charismatic to be effective DISPERSED LEADERSHIP: SPREADING LEADERSHIP THROUGHOUT THE ORAGANIZATION - sharing power inc. one’s power (enable building coalitions & teams) Mentoring mentor = senior employee who sponsors & supports a less-experienced employee - coaching (help develop protégés skills), counseling (provide support, help bolster protégés’ confidence), sponsorship (intervene on behalf of protégés, lobby to get protégés assignments, politic to get protégés rewards) - share exp’s, act as role models, share contacts, provide guidance & advice, makes appropriate intros - some org’s have formal / informal mentoring programs - most effective when mentoring relationship is outside boss-subordinate context - protégés often more motivated, successful, and satisfied if mentor exists - BUT, minorities & women less likely to receive mentors b/c mentors tend to select protégés who are similar to themselves Why Be a Mentor? - unfiltered access to attitudes/feelings of lower-ranking employees - protégés as excellent source of info on problems - provide early warning signals to managers - provide personal satisfc’n Providing Team Leadership - role of team leader is diff. from traditional leadership roles - 9 -
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P ART 4: S HARING THE O RGANIZATIONAL V ISION - effective team leaders: build commitment & confidence create opportunities remove obstacles be part of the team - needed skills: patience to share info ability to give up authority willingness to trust others understanding of when to intervene Role of Team Leaders - 2 priorities: managing team’s external boundary & facilitating team process Liaisons w/ external constituencies (upper mngmnt, other internal teams, customers, suppliers) leader represents team to other constituencies, secures needed resources, clarifies others’ expectations of team, gathers info from outside, shares info w/ team members Troubleshooters leader sit in on mtgs to help resolve problems; contribute by asking penetrating questions, helping team discuss problems, getting needed resources from external constituencies Conflict managers leader helps process conflict by getting team members to address questions (e.g. “What’s the source of conflict?” “Who’s involved?” “What are the issues?” “What resolution options available?”) → minimize disruptive aspects of conflict Coaches clarify expectations & roles; teach; offer support; cheerlead; help members improve performance LEADING ONE’S SELF Self-Leadership (Self-Management) 4 Behaviours: planning, access management, catch-up activities, emotions management - set goals, plan & implement tasks, evaluate performance, solve own problems, motivate selves - factors that call for self-leadership: reduced level of supervision offices in home teamwork employment that requires making decisions on the spot - look for opportunities to be more effective in workplace & improve career success -
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