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Strategic Leadership:
Creating a Learning Organization
and an Ethical Organization
Dr Md Moazzam
Husain
1 1- 2
Learning Objectives
Learning Objectives
Dr Md Moazzam
Husain
1 1- 4
Leadership: Three
Interdependent Activities
Leadership is the process of transforming
organizations from what they are to what the
leader would have them become
Leadership should be
- Proactive
- Goal-oriented
- Focused on the creation and implementation of a
creative vision
Dr Md Moazzam
Husain
1 1- 5
Leadership: Three
Interdependent Activities
Successful
leaders must
recognize
three
interdependent
activities:
Setting a Direction
Dr Md Moazzam
Husain
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Example
Dr Md Moazzam
Husain
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Nurturing a Culture
Dr Md Moazzam
Husain
1 1- 11
Husain
1 1- 12
Dr Md Moazzam
Husain
1 1- 13
Emotional Intelligence
Dr Md Moazzam
Husain
1 1- 14
Definition Hallmarks
Self-management The ability to recognize Self-confidence
skills: and understand your
Self- Realistic self-
moods, emotions, and
awareness assessment
drives, as well as their
effect on others. Self-deprecating sense
of humor
Self-regulation The ability to control or Trustworthiness and
redirect disruptive integrity
impulses and moods. Comfort with ambiguity
The propensity to Openness to change
suspend judgmentto
think before acting.
Source: Adapted from D. Goleman, What Makes a Leader, Harvard Business Review, October-November 1998, p. 95 (with permission)
Adapted from Exhibit 11.3 The Five Components of Emotional Intelligence at Work Dr Md Moazzam
Husain
1 1- 15
Definition Hallmarks
Self-management A passion to work for Strong drive to achieve
skills: reasons that go beyond Optimism, even in the
Motivation
money or status. face of failure
A propensity to pursue
Organizational
goals with energy and commitment
Managing persistence.
Relationships:
Empathy The ability to Expertise in building
understand the and retaining talent
emotional makeup of
other people. Cross-cultural
sensitivity
Skill in treating people
according to their Service to clients and
emotional reactions. customers
Adapted from Exhibit 11.3 The Five Components of Emotional Intelligence at Work Dr Md Moazzam
Husain
1 1- 16
Definition Hallmarks
Managing
Relationships: Proficiency in managing Effectiveness in leading
Social Skill relationships and change
building networks.
Persuasiveness
An ability to find
common ground and Expertise in building
build rapport. and leading teams
Source: Adapted from D. Goleman, What Makes a Leader, Harvard Business Review, October-November 1998, p. 95 (with permission)
Adapted from Exhibit 11.3 The Five Components of Emotional Intelligence at Work Dr Md Moazzam
Husain
1 1- 17
Key Elements of a
Learning Organization
Dr Md Moazzam
Husain
1 1- 19
Key Elements of a
Learning Organization
Empowering employees at all levels
- Salient elements of empowerment
Start at the bottom by understanding needs of
employees
Teach employees skills of self-management
Build teams to encourage cooperative behavior
Encourage intelligent risk taking
Trust people to perform
Dr Md Moazzam
Husain
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Question
Dr Md Moazzam
Husain
1 1- 21
Key Elements of a
Learning Organization
Accumulating and sharing internal knowledge
- Open book management
Numbers on each employees work performance and
production costs generated daily
Information is aggregated once a week from top level to
bottom level
Extensive training in how to use and interpret the
numbers how to understand balance sheets, cash
flows and income statements
Dr Md Moazzam
Husain
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Key Elements of a
Learning Organization
Gathering and integrating external information
- Awareness of environmental trends and events
Internet accelerates the speed with which useful
information can be located
Garden variety traditional sources for acquisition of
external information
Benchmarking
Focus directly on customers for information
Dr Md Moazzam
Husain
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Key Elements of a
Learning Organization
Challenging the status quo and enabling
creativity
- Challenging the status quo
Create a sense of urgency
Establish a culture of dissent
Foster a culture that encourages risk taking
Cultivate culture of experimentation and curiosity
Dr Md Moazzam
Husain
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Dr Md Moazzam
Husain
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Example
Source: Gerson, Vicki. Avoiding Unethical Business Practices, www.nfib.com. February 21, 2003. Dr Md Moazzam
Husain
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Ethical values
- Shape the search for opportunities
- Shape the design organizational systems
- Shape the decision-making process used by
individuals and groups
- Provide a common frame of reference that serves as a
unifying force
Dr Md Moazzam
Husain
1 1- 27
Dr Md Moazzam
Husain
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Question
Source: L. S. Paine, Managing for Organizational Integrity, Harvard Business Review 72, no. 2 (1994), p. 113 (with permission).
Adapted from Exhibit 11.6 Approaches to Ethics Management Dr Md Moazzam
Husain
1 1- 30
Source: L. S. Paine, Managing for Organizational Integrity, Harvard Business Review 72, no. 2 (1994), p. 113 (with permission).
Adapted from Exhibit 11.6 Approaches to Ethics Management Dr Md Moazzam
Husain
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Dr Md Moazzam
Husain
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Dr Md Moazzam
Husain
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Husain
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Husain
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Dr Md Moazzam
Husain