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Situational Variables
Position power
Nature of subordinates
Task/technology
Organization structure
Nature of environment
External Dependencies
Social-political forces
Organization Culture
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What is Leadership?
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What is Leadership?
4
Key Leadership Theories
Fundamental Approaches to Leadership
TRANSACTIONAL TRANSFORMATIONAL
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The Key Leadership Practices
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Modeling the Way
Commitment Number 1:
• Find your voice by clarifying
your personal values
Commitment Number 2:
• Set the example by aligning
actions with shared values
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Characteristics of Admired Leaders
2002 Global Survey
• HONEST
• FORWARD-
LOOKING
• COMPETENT
• INSPIRING
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Setting the Example
How Do People Recognize ‘Credible’
Leaders?:
• They practice what they preach
• They walk the talk
• Their actions are consistent with their
words
• They put their money where their
mouth is
• They do what they say they will do
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Building Credibility L
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Building Consensus on Values
L Leaders need to carefully articulate their
E values and build a set of shared values
A
within their organizations…not simply
impose their own.
D
Leaders need to seek congruence between
E their personal and organizational
R values…they need to build consensus.
S Research has shown that for Public Sector
organizations, shared values significantly
H
increased both organizational
I effectiveness and employee satisfaction.
P
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Credible Leadership: The Origins
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The Key Leadership Practices
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Inspiring a Shared Vision
Commitment Number 3:
• Envision the future by imagining
exciting and ennobling possibilities
Commitment Number 4:
• Enlist others in a common vision by
appealing to shared aspirations: their
values, interests, hopes, and dreams
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Inspiring a Shared Vision
This is NOT about crafting a Vision
Statement…
It IS about having a clear and dynamic
sense of where the organization
should be going and your role, and
that of others, in helping it to get
there...
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Inspiring a Shared Vision
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Inspiring a Shared Vision
Imagining the Ideal:
– THE PURSUIT OF EXCELLENCE: The
paper industry challenge
– UNIQUENESS: “We don’t sell flowers -
we sell beauty!”- Focus on what you
can be ‘best in the world at’!
– FORWARD-LOOKING: Focus on the
destination – go from ‘good to great’,
facing the brutal facts of your current
existence en route to that desired
outcome – in which you have total,
unwavering faith
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Inspiring a Shared Vision
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Intuiting the Future
.
APPLY VISION
TO THE FUTURE
• Design things to
happen again
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Enlist Others in a Common Vision
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Enlist Others in a Common Vision
What you can do is to identify what the
key needs and aspirations are for
others and link the vision to them.
For Instance:
• A chance to try and to succeed
• A chance to try something new
• A chance to do something well
• A chance to do something good
• An opportunity to make a change
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Enlist Others in a Common Vision
You can also help to being your vision to
life by:
• Using powerful language to describe it
in story and metaphor
• Communicating the positive energy
that the vision gives you through both
words and attitude
• Demonstrating your personal
conviction to support the vision
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The Key Leadership Practices
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Challenging the Process
Commitment Number 5:
• Search out Challenging Opportunities
to Change, Grow, Innovate, and
Improve
Commitment Number 6:
• Experiment and take risks by
constantly generating small wins, and
learning from mistakes
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Seeking Out Opportunities for Change
and Growth
• Question the status quo: ask why?
or why not?
• Treat every job as an adventure
• Seek meaningful challenges for
yourself and others
• Keep everyone shopping for new
ideas
• Add fun to everyone’s work
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Resistance to Change
People Don’t so Much Resist Change as
they Do Transition…the Personal
Impact on Them of the Change
Process.
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The Key Leadership Practices
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Enabling Others to Act
Commitment Number 7:
• Foster collaboration by promoting
cooperative goals and building trust
Commitment Number 8:
• Strengthen people by sharing power
and discretion: provide choice,
develop competence, and offer visible
support
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Fostering Collaboration
Research suggests that collaboration
is built by:
• Developing cooperative goals
• Seeking integrative solutions
• Building trusting relationships
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Establishing Trust
.
TRUST IS ESTABLISHED BY
MAKING OURSELVES
VULNERABLE
TO OTHERS WHOSE “Go First”
SUBSEQUENT
BEHAVIOUR WE CAN’T
CONTROL
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Establishing Trust
Actively Listening
to Others
Promotes
Communication,
Establishes Links,
and Encourages
Trust-Building.
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Levels of Listening
• Level 1 - Active Listening: hearing the
words, feelings, attitudes and unexpressed
meanings and communicating them back to
the person.
• Level 2 - Deepening Understanding:
inquiring into the other person’s thoughts,
feelings, and wants.
• Level 3 - Helping the Person ‘Hear’
Themselves: facilitating understanding of
how they feel about themselves.
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The Key Leadership Practices
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Encouraging the Heart
Commitment Number 9:
• Recognize Contributions by Showing
Appreciation for Individual Excellence
Commitment Number 10:
• Celebrate the Values and Victories by
Creating a Spirit of Community
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Four Fundamental Practices
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Reward Strategies
• Be creative about rewards and give them
personally
• Make recognition public [or not?]
• Design the reward system participatively
• Provide regular feedback
• Create ‘Pygmalions’
• Find people who are ‘doing things right’
• Coach along the way...
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The Nature of Rewards
Maintain a Positive
Focus on
Acknowledging
Commitment and
Contribution…
Strive to Create Self-
Fulfilling
Prophecies…Not
Carrot-and-Stick
Scenarios
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Key Approaches
• Create a Spirit of Community: provide
social forums of support and
recognition
• Tell the Story: memorable stories can
teach, mobilize, and motivate
• Set the example: be a ‘cheerleader’
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Moving from Good to Great
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