leadership essentials leadership: why, who, what leadership & management leadership practices

Download Leadership Essentials Leadership: Why, Who, What Leadership & Management Leadership Practices

Post on 22-Dec-2015

232 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

  • Slide 1
  • Leadership Essentials Leadership: Why, Who, What Leadership & Management Leadership Practices
  • Slide 2
  • Leadership is on the Agenda Senior university leaders have identified increasing leadership capacity and capacity for leading change as high priorities Talk throughout the university community is about needing more leadership
  • Slide 3
  • Leadership is on the Agenda Conference Board of Canada: Canadian organizations are falling short on leadership capabilities only 2% of organizations believe they have the leadership capacity to implement major change only 2% of organizations believe they have the leadership capacity to implement major change only 26 to 34% of companies believe they have general leadership capability needed to manage new and complex challenges only 26 to 34% of companies believe they have general leadership capability needed to manage new and complex challenges
  • Slide 4
  • Leadership is on the Agenda We hold out hope that leaders will re- motivate us and remove some deeply entrenched cultural challenges - such as low morale
  • Slide 5
  • Leadership Gets Results Harvard Business Review dedicated an issue to the topic of Leadership in 2001 Golemans work, cited in HBR, and in Primal Leadership shows that leadership can influence climate and business results: employee commitment employee commitment financial bottom line financial bottom line customer satisfaction customer satisfaction
  • Slide 6
  • Leadership: Who Each and every one of us can be a leader Leadership is a choice, a personal responsibility, and it reflects an interest in wanting to make a difference Companies need to create a context that allows each employee to lead, within his or her sphere of influence Companies need to create a context that allows each employee to lead, within his or her sphere of influence Conference Board of Canada We can liberate the leader in everyone We can liberate the leader in everyone Jim Kouzes and Barry Posner
  • Slide 7
  • Who are your leadership role models?
  • Slide 8
  • Leadership Role Models Family Members..40% Teacher or coach.26% Community leader...11% Business leader.7% Political leader4% Professional athlete...3% Entertainer.. 2% None/not sure/other7% Source: Public Allies Survey 1998
  • Slide 9
  • Leadership: What? What was working before is not working now - new qualities and skills are needed to address todays challenges There are common leadership practices and competencies across models Important to focus on leadership capabilities that support organizational priorities and strategies
  • Slide 10
  • Leadership What Need to focus on traditional management competencies AND leadership competencies Organizations are over managed and underled - Kotter Organizations are over managed and underled - Kotter The leadership shortfall continues to be in the soft skills - understanding, inspiring, and engaging people and ability to anticipate and response to change - Conference Board The leadership shortfall continues to be in the soft skills - understanding, inspiring, and engaging people and ability to anticipate and response to change - Conference Board
  • Slide 11
  • So, What is Leadership Leadership is communicating peoples worth and potential so clearly that they are inspired to see it in themselves. Stephen Covey
  • Slide 12
  • So, What is Leadership The most significant contributions leaders make are not to todays bottom line - they are to the long term development of people and institutions that adapt, prosper and grow. Jim Kouzes and Barry Posner Jim Kouzes and Barry Posner
  • Slide 13
  • Leadership appears to be the art of getting others to want to do something you are convinced should be done. V. Packard V. Packard
  • Slide 14
  • Breakthrough Leadership Leaderships First Commandment: Know Thyself Leaderships Second Commandment: Relationships - Know Others Leaderships Third Commandment: Be able to plan and to do
  • Slide 15
  • When you think of a leader and you think of a manager, do you think of the same or different people?
  • Slide 16
  • MANAGE FROM THE LEFT...LEAD FROM THE RIGHT Management: Planning and Budgeting Organizing and Staffing Controlling and Problem- Solving Producing Predictability and Order Leadership: Establishing Direction Aligning People Motivating and Inspiring Producing Change
  • Slide 17
  • MANAGE FROM THE LEFT...LEAD FROM THE RIGHT Management: is about copying and maintaining the status quo is about efficiency is about how is about controls, procedures, policies is about hierarchy is mechanistic Leadership: is about innovating, initiating and creating is about effectiveness is about what and why is about trust is about teams, collaboration is holistic MANAGE FROM THE LEFT...LEAD FROM THE RIGHT
  • Slide 18
  • Management & Leadership Managers do the right things, leaders do things right. Warren Bennis Warren Bennis
  • Slide 19
  • What is the leadership research telling us?
  • Slide 20
  • J. Kouzes and B. Posner, authors of The Leadership Challenge, studied how ordinary people accomplished extraordinary things in organizations Found leadership is a pattern of behaviour that can be developed - it is 'learnable Demonstrated that those who engage in these behaviours are more effective and successful
  • Slide 21
  • Leadership Practices Model the Way Challenge the Process Inspire Shared Vision Enable Others to Act Encourage the Heart
  • Slide 22
  • Leadership Practices MODEL THE WAY Find your voice by clarifying your personal values Find your voice by clarifying your personal values Set the example by aligning actions with shared values Set the example by aligning actions with shared values
  • Slide 23
  • Modelling - Credibility Factor What is credibility and what does it look like?
  • Slide 24
  • DWYSYWD
  • Slide 25
  • Make a statement with your life thats consistent with your heart, that gives voice to what you really feel is important. John Robbins, Founder,EarthSave International
  • Slide 26
  • MY LIFE IS MY MESSAGE GANDHIGANDHI
  • Slide 27
  • Leadership Practices CHALLENGE THE PROCESS Search for opportunities by seeking innovative ways to change, grow, and improve Search for opportunities by seeking innovative ways to change, grow, and improve Experiment and take risks by constantly generating small wins and learning from mistakes Experiment and take risks by constantly generating small wins and learning from mistakes
  • Slide 28
  • Challenge the Process Pioneers Risk-takers Truthtellers
  • Slide 29
  • Challenge the Process I did not get on the bus to get arrested. I got on the bus to go home. There had to be a stopping place, and this seemed to have been the place for me to stop being pushed around and to find out what human rights I had, if any. Rosa ParksRosa Parks
  • Slide 30
  • Leadership Practices INSPIRE A SHARED VISION Envision the future by imagining exciting and ennobling possibilities Envision the future by imagining exciting and ennobling possibilities Enlist others in a common vision by appealing to shared aspirations Enlist others in a common vision by appealing to shared aspirations
  • Slide 31
  • Do you inspire or expire others? Leaders take us somewhere we have never been
  • Slide 32
  • Vision without action is merely a dream. Action without vision just passes the time. Vision PLUS action can change the world. Joel BarkerJoel Barker
  • Slide 33
  • Leadership Practices ENABLE OTHERS TO ACT Foster collaboration by promoting cooperative goals and building trust Foster collaboration by promoting cooperative goals and building trust Strengthen others by sharing power and discretion Strengthen others by sharing power and discretion
  • Slide 34
  • Leaders dont achieve success by themselves AND they acknowledge it - they use the word we
  • Slide 35
  • Leadership Practices ENCOURAGE THE HEART Recognize contributions by showing appreciation for individual excellence Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of community Celebrate the values and victories by creating a spirit of community
  • Slide 36
  • Do you need encouragement to perform your best?
  • Slide 37
  • When you get encouragement do you want to perform at your best?
  • Slide 38
  • Leadership Practices Inventory: Research Conducted by J. Kouzes and B. Posner, authors of The Leadership Challenge Studied how ordinary people accomplished extraordinary things in organizations Found leadership is a pattern of behaviour that can be developed - it is 'learnable Demonstrated that those who engage in these behaviours are more effective and successful
  • Slide 39
  • The Instrument: 30 behaviour based statements 5 distinct practices: Modeling the Way Challenging the Process Inspiring a Shared Vision Enabling Others to A