LEADERSHIP : week #3

1. LEADERSHIP: week #3 Dr. Fred Heismeyer Adjunct Professor Webster University Shanghai, China Fred@leadingandteaming.com

2. Presentation requirements • Minimum of 3 examples from Global Enterprises • Minimum of 2 theories on your topic • Discussion of strengths and weaknesses of topic area • Minimum of 6 peer-reviewed sources • PPT with References/Work Cited slide at the end

3. Presentation requirements • 3 questions your presentation will answer • Listed at the beginning of your presentation • Answers at the end of your presentation. • One questions (of the three) will be asked on the final exam. • All members of your team must have a “significant” role in the preparation and delivery of your group’s presentation.

4. PRESENTATION • 20 minutes per presentation • Minimum 18 minutes and maximum 22 minutes • NOTE: you will need to practice • Be prepared to answer questions • All team members are expected to present • Slides • Supports your presentation • Do not need graphics or animations • Use bullet points • When using a quote or statistic – must be cited on slide • No minimum or maximum number of slides

5. PRESENTATION • The following students do not appear to be on a team – see me after class: • a.m. class: • Mint, Monrudee Wongsaroj, Boom, Eve and Anan • p.m. class: • Vang Xiaoyin, Cai Hua, Chen Zhonga, Liu Lu, Ma Yong, Ren Jianli, Zhang Yan, Zhu Lei

6. QUESTIONS FROMLAST WEEK? Remember, this is your time to ask questions.

7. MEMORABLE QUOTE “Behaving as and becoming an effective leader is a secondary by-product of an intense commitment to a purpose.” --Level Three Leadership (2e) by James Clawson

8. What isEFFECTIVE LEADERSHIP?

9. What isEFFECTIVE LEADERSHIP? Leader are effective when their followers achieve their goals, can function well together, and can adapt to the changing demands from external forces. By Afsaneh Nahavandi The Art and Science of Leadership (3e)

10. What isEFFECTIVE LEADERSHIP? An effective leader has a powerful purpose or cause. In the relentless desire to accomplish that purpose, one becomes a leader, influencing others voluntarily to join in it. By James Clawson Level Three Leadership (2e)

11. SIX STEPS TOEFFECTIVE LEADERSHIP • Clarify your center (VABEs) • Clarify what’s possible (Environment) • Clarify what others can contribute (Strengths)

12. SIX STEPS TOEFFECTIVE LEADERSHIP • Supporting others so they can contribute (Empowerment) • Relentlessness (Purpose Driven) • Measuring and celebrating progress (Goals and Evaluation)

13. QUESTION:What are VABEs?

14. DISCUSSION:VABEs ANSWER Values Assumptions Beliefs Expectations

15. SMALL GROUP DISCUSSION:VABEs Group 1: communication Group 2: conflict resolution Group 3: decision making Group 4: problem solving Group 5: trust Group 6: strategic thinking

16. SMALL GROUP DISCUSSION:VABEs SMALL GROUP DISCUSSION How do our VABEs impact, affect or force our behaviors relating to communication, conflict resolution, decision making, problem solving, trust and strategic thinking?

17. “Leaders have to be continually broadening their vision and deepening their insight into the global, societal, market, competitive, consumer, and related issues that surround any organization.”from Level Three Leadership by James Clawson

18. “Many aspects of the Information Age shape our thinking about organizations and leadership. In this new age, power revolves around the people who coordinate resources to meet customer needs. Information becomes the key competitive and managerial advantage.”from Level Three Leadership by James Clawson

19. Peter Senge’sTHE LEARNING ORGANIZATION“characterized by widely distributed power and structures that recognize much better the value of all organization members receiving, processing, and making decisions from new and explodingoceans of information.”from Level Three Leadership by James Clawson

20. Rate of change in society 1900 1950 2000 Rural/Agriculture Urbanization/Industrial Global/Information Text – pg 44

21. INFOCRACIESVS.BUREAUCRACYfrom Level Three Leadership by James Clawson

22. Primogeniture Max Weber Warren Bennis ARISTOCRACY BUREAUCRACY INFOCRACY Through 18th Century 19th and 20th Century Information Age TIME Power is distributed by gender and lineage Assumption is, “Father knows best.” Power is distributed by gender and office. Assumption is, “Boss knows best.” Power is distributing to key process contributors (KPCs) Assumption is, “KPCs Know best.” Text – pg 48

23. Environmental Forces LEADER Strategic Thinking Influence Shared vision OTHERS TASK Organizational design Employee Bonding Managing Change ORGANIZATION

24. Four CornerstonesMoral Foundation of Effective Leadership • Telling the Truth • Promise Keeping • Fairness • Respect for the Individual Clawson calls this the Ethical Leadership Litmus Test Text: page 86

25. Morals • Morals are your personal beliefs about what is right and wrong.

26. Ethics • Ethics are codes of conduct that define right and wrong in a particular group.

27. Values • Values are those beliefs or standards in life that we prioritize above all others. (part of VABE’s)

28. Morality, Ethics, and Legality • MORALITY: individual determination of what’s right and wrong • ETHICS: the established and accepted guidelines of behavior for groups or institutions • LEGALITY: obeying the established laws of society

29. JOHARI WINDOW

30. JOHARI WINDOW

31. Knowing yourself through the PERSONAL STYLE INVENTORY

32. Personal Styles Inventory Just as every person has differently shaped feet and toes from every other person, so we all have differently “shaped” personalities. Just as no person’s foot shape is “right” or “wrong,” so no person’s personality shape is right or wrong. The purpose of the Personal Styles Inventory is to give you a picture of the shape of your preferences, but that shape, while different from the shapes of other’s personalities, has nothing to do with mental health or mental problems. From The 1980 Annual Handbook for Group Facilitators by Craig Hogan and David W. Chapagne

33. Personal Styles Inventory Everyone brings to interactions a headful of assumptions, values and needs that engender either congenial, comfortable, productive discussion or frustrating, conflicting, unproductive argument (or worse, silent uncooperation) that reflects the prejudices and needs of the participants rather than the real issues. From The 1980 Annual Handbook for Group Facilitators by Craig Hogan and David W. Chapagne

34. Personal Styles Inventory When people who interact daily understand their own VABEs (values, assumptions, beliefs and expectations) that affect their thinking and interaction, they will more likely be tentative about the ideas and suggestions they advance, seeing them as ideas they value rather than as commandments carved in stone. They also will be more able to accept the ideas or actions of others that differ from their own, realizing that these, too, are the results of the values and assumptions of others. From The 1980 Annual Handbook for Group Facilitators by Craig Hogan and David W. Chapagne

35. YOUR PERSONAL STYLE “Looking at your preferences for personal success, understanding others’ preferences for team success.”

36. EXTROVERSION/INTROVERSION dimension • Where you like to focus your attention

37. EXTROVERSION/INTROVERSION dimension EXTROVERSION You prefer to focus on the out world of people and things INTROVERSION You prefer to focus on the inner world of ideas and impressions

38. Extroversion Like variety and some distraction Are faster, dislike complicated procedures Are good at greeting people Are impatient with long slow jobs Often enjoy telephoning Usually act quickly, sometimes without thinking Are interested in how other people do the job EXTROVERSION/INTROVERSION dimension

39. Introversion Like quiet for concentration Are more careful with details Have trouble remembering names and faces Don’t mind working on one project for a long time uninterruptedly Like to think before they act Are interested in the idea behind the job EXTROVERSION/INTROVERSION dimension

40. INTUITIVE/SENSING dimension • The way you like to look at things

41. SENSING You tend to focus on the present and on concrete information gained from your senses INTUITION You tend to focus on the future, with a view toward patterns and possibilities INTUITIVE/SENSING dimension

42. Intuitive Like solving new problems Dislike doing the same thing over and over again Enjoy learning a new skill more than using it Work in bursts of energy powered by enthusiasm Are patient with complicated situations Are impatient with routine and details Follow their inspirations, good or bad INTUITIVE/SENSING dimension

43. Sensing Dislike problems unless there are standard ways to solve them Don’t mind routine Enjoy using skills already acquired Work more steadily Are impatient when there are too complicated details to remember Are patient with routine and details Don’t usually get inspired INTUITIVE/SENSING dimension

44. Intuitives need a Sensing type: To bring up pertinent facts, to remember things that weren’t relevant at the time they happened, to check records, proofread, score tests, to read the fine print of a contract, to notice what should be attended to, to inspect, to keep track of detail and to have patience Sensing type needs an Intuitive: To see the possibilities, to supply ingenuity on problems, to deal with complexity having too many imponderables, to explain what another intuitive is talking about, to look far ahead, to furnish new ideas, to “spark” things that seem impossible INTUITIVE/SENSING dimension

45. THINKING/FEELING dimension • The way you like to go about deciding things

46. THINKING You tend to base your decisions primarily on logic and on objective analysis of cause and effect FEELING You tend to base your decisions primarily on values and on subjective evaluation of person-centered concerns THINKING/FEELING dimension

47. THINKING Are not very interested in people’s feelings Relatively unemotional May hurt people’s feelings without knowing it Like analysis, enjoy putting things into logical order Make decisions impersonally, sometimes ignoring people’s wishes Need to be treated fairly Are able to reprimand people or fire them when necessary THINKING/FEELING dimension

48. Feeling Are very aware of other people and their feelings Like to please people or help them Like harmony. Efficiency may be badly disturbed by office feuds Have decisions influenced by personal likes and wishes Need occasional praise Dislike telling people unpleasant things THINKING/FEELING dimension

49. Feeling type needs a Thinker: To analyze, to organize, to find the flaws in advance, to reform what needs reforming, to weigh “the law and the evidence”, to hold consistently to a policy, to fire people when necessary and to stand firm against opposition Thinker needs a Feeling type: To persuade, to conciliate, to forecast how others will feel, to arouse enthusiasm, to teach, to sell, to advertise and to appreciate the thinker him/herself THINKING/FEELING dimension

50. JUDGING/PERCEIVING dimension • How you deal with the outer world