Welcome Back!

1. Welcome Back!

2. AGENDA • Leadership • Leadership exercise • Leadership Styles: The good, the bad, and the ugly! • The importance of using an effective leadership style • The key elements for motivating teams • Steps to improving leadership in organizations • Theories concerning leadership skills • Status • Power • Trust • Primary/Secondary Tension • Improving group communication

3. “The successful organization has one major attribute that sets it apart from unsuccessful organizations: dynamic and effective leadership.” P. Hersey and K. Blanchard

4. Management vs. Leadership • Management • focused on the control of existing operations/functions • Leadership • more strategic and visionary • The primary role=guidance • strategically defined goals and objectives.

5. Traits of Leaders Think of examples of excellent leaders • What characteristics are essential for effective leadership? • What behaviors demonstrate leadership ability? • How many of these behaviors require communication skills? • Who in history, or now living, exemplifies the true leader?

6. Leadership Defined • Leaders • emerge naturally • appointed/hired • Leadership is the ability to influence others, either positively or negatively. • Positive=task accomplishment by a group, or team. • Negative=task accomplishment is inhibited.

7. Key Role for the Leader Key role? • Setting the context • Incorporation of strategic goals and objectives daily work/activities.

8. Group Exercise • Split into four equal teams • The team process is important to this exercise, so everyone must participate. • Follow the instructions of your leader carefully. • Using the provided Tinker Toy sets, your team will have five minutes to build something that works…does something…has a purpose.

9. Leadership Exercise • What happened in your groups? • Was the leadership effective? • Why/Why not? • What characteristics did the leader of your group display? • What would have worked better? • How did the leadership style impact the end result?

10. Leadership styles are critical to the process of team building and positive results. • Empowered leaders use appropriate styles of leadership • Leadership causes results

11. Leadership Styles • Autocratic/controller • Laissez-faire • Democratic leadership • Type X The Performer • Type Y The Transformer • Task vs. Maintenance

12. Autocratic/Controller Leader • ALL Controlling Dictator • end result is made predictable. • Individual team member assignments limited/specific in nature • Team needs are secondary. • Responsibility is not shared. • Decisions are made by the leader only. • Motivation is through fear or intimidation • Highly productive team • BUT when leader is away, no work occurs • Sabotage probable • Aggressive, or apathetic members likely • Generals/Admirals in the armed forces must be controllers to win wars • Size of group might require this leadership style

13. Laissez-faire Leader • Group has freedom to do as they please • No News is Good News • “Don’t bother me and I won’t bother you” • Nonparticipation of leader • Leader makes infrequent, spontaneous comments on member activities • Unless questioned, makes no attempt to appraise or regulate course of events • “Hallway delegation” • Teams report less satisfaction • with the leader/group as a whole • what is produced as a result of their work

14. Does Leadership Style Really Make a Difference? • Superman-style outdated • Team decisions • collectively made • Over-all good of organization

15. Democratic Leader • Democratic process • all participants have equal voice. • Information is freely shared. • Authority is delegated • Responsibility is shared by all members • Complex Individual team assignments • Feelings of contribution to the team goal prevail • When the leader is away, work continues to occur. • Best in small group situation • collaborative work vs. time available • Teams report more satisfaction • process and task • functional and positive team work

16. Leadership Styles Type X - “The Performer” –a “transactional” leader Type Y- “The Transformer” –a risk taker

17. Type X Leader • A leader who does not trust team members to work and is unconcerned with the personal achievement of team members. • Does ALL of the work because no one else can do it as fast, or as well as him/her • No confidence in the ability of the group. Only concerned with their own grade, or evaluation and not willing to have that compromised by group failure to perform. The group lacks confidence, since the leader communicates to them their lack of ability to perform up to standard. • Reactive leadership that often responds to problems in a punitive manner • Emergency situations require performers

18. Type Y Leader • A leader who displays trust in team members and is concerned with their sense of personal achievement. • Transformational leaders: • are more of a risk taker • more trusting of the group, and are concerned with each person’s personal achievement • Proactive-not reactive • Charismatic leadership that inspires exceptional performance

19. Theories of Leadership • Trait theory – leaders are people who were born to lead • Special built-in, identifiable leadership traits • Functional theory – several group members should be ready • Any task or maintenance activity can be considered leadership

20. Situational Leadership • Leadership is situation dependent. • Leadership style dependent upon the needs • Team • Individual • Particular problem. • Can be affected by • the nature of the problem • social climate • personalities of group members • size of the group • time available to accomplish the task

21. Situational Leadership • Adaptive leadership style • Accurate assessment of situation • react appropriately. • Styles employed • Type Y • Autocratic/controller • Laissez-faire • Democratic

22. Circle of Management/Leadership

23. Leadership Exercises Next: defining the difference • leadership and authority • technical and adaptive work.

24. Authority • A degree of power and influence over others • goals and objectives • The proper use of authority • adapting to situation • decisions need know-how • beyond technical knowledge • wisdom to adapt

25. Respect and Trust • Respect and trust are byproducts of the type of leader you are, and how you treat those around you. • Respect and trust are not the result of the dictatorship you use to command respect from those who work for you. Dr. Phil

26. Authority and Trust • The proper use of authority requires: • Consistency • Congruity: walking the talk • Reliability • Integrity

27. Eastern Philosophy of Leadership “The wicked leader is he who the people despise. The good leader is he who the people revere. The great leader is he who the people say ‘We did it ourselves.!’”

28. Small Group LeadershipTask vs. Process • What should the role of the leader be in the small group model 3-12 people? • How does that differ from a leader of a large organization, military, a state, or nation?

29. Task Leadership • Keep the members on-task. • Initiating: Generating ideas to solve problems • Coordinating: Exploring the contributions of each member and the value of those contributions to the whole. • Summarizing: The ability to make long explanations precise, and reduce group uncertainty concerning the problem and its solution. • Elaborating: Exploring ideas that are presented to their fullest.

30. Process Leadership • Tension release: Knowing when to work, and when to take a break • Gate keeping: Coordinating the discussion to ensure all members can express their views. • Encouraging: Recognizing individual contributions • Mediating: Managing conflict and keeping it issue oriented, rather than person-oriented.

31. Status • Status is an individual’s importance to the group • High Status • Low Status • Status Achievers • Status Seekers

32. Power Bases • Legitimate Power • Those elected/chosen • Referent Power • Those we allow to have power because we admire them • Expert Power • Those with knowledge/experience • Reward Power • Those able to reward other’s performance (grades) • Coercive Power • Those able to use threats/blackmail

33. Trust • Trust must be earned • Trust develops when you can predict how another will behave under certain circumstances-and they do as expected • Trust is always a gamble • Previous experiences will influence how your ability to trust

34. Self Disclosure • The deliberate communication of information about yourself to others. • Should be appropriate for the time, setting and people in the group • It is a function of an ongoing relationship • It is reciprocal

35. End of Presentation

36. MEYERS & BRIGGSPERSONALITY PROFILE CMUN 10

37. Meyers & Briggs • Preference test • Dependent upon context • 16 Types • Extraversion/Introversion • Sensing/Intuition • Thinking/Feeling • Judging/Perceiving

38. Similarities and differences Brain Connection "It's the different pathways that are turned on that activate the behaviors and abilities we see in introverts and extroverts…It impacts all areas of their lives: how they process information, how they restore their energy, what they enjoy and how they communicate." Marti Olsen Laney, a neuroscience researcher and author in Portland, Ore., who is credited with connecting introversion with its underlying biology. Extraversion/Introversion

39. Extraversion (75%) • Relates more easily to the outer world of people and things • Life is an open book • Gather’s energy with people • Expends energy • Thinks out loud • Many friends • Many topics

40. Extraversion (75%) • Extroverts enjoy the external world of things, people and activities. • They have more activity in brain areas involved in processing the sensory information we're bombarded with daily. • Because extroverts have less internally generated brain activity, they search for more external stimuli to energize them.

41. Introversion (25%) • Relates more easily to the inner world of ideas and concepts • Saves energy • People draw out energy • Territoriality • Thinks inside • 1-1 relationships • In depth relationships

42. Introversion (25%) • Researchers using brain scans have found introverts have more brain activity in general, and specifically in the frontal lobes. • When these areas are activated, introverts are energized by retrieving long-term memories, problem solving, introspection, complex thinking and planning. • They're not slow, inattentive or shy. Shyness is behavior that may diminish as children grow; introversion is a character trait that lasts.

43. Sensing/Intuition • Similarities and differences

44. Sensing (75%) • Input • Would rather work with known facts • How you bring your information in • Down to earth • Likes rules • Decisions made on past experience • Enjoys using skills they know • Routine details • Few factual errors

45. Intuition (25%) • Input • Would rather look for possibilities and relationships • Prefers new skills • Works with bursts of energy • Attracted by the future • Looks for possibilities • Hunches • Speculative

46. Thinking/Feeling • Similarities and differences

47. Thinking (50%) • Output • Gender 51% of group male • Judgments based more on impersonal analysis and logic • Linear

48. Thinking (50%) • Doesn’t show emotions readily • Concerned with the Law • Analytical • Standards • Problems accepting errors

49. Feeling (50%) • Output • Gender 51% of group Female • Judgments based more on personal values • Needs and wants harmony • Illogically ignores facts when feelings are stronger

50. Feeling (50%) • Social values • Extenuating circumstances • Justice • People oriented