Level Three Leadership 3rd Edition

1. Level Three Leadership3rd Edition PowerPoint Lecture Notes James G. Clawson

2. CHAPTER 5 Introduction Since leadership is about influencing others, it raises the question of the moral right to do so.

3. Morality, Ethics and Legality Morality is an individual determination of right and wrong. One person’s moral code may differ markedly from another’s, and an individual may find an act immoral which is not unethical or illegal Ethics are the established guidelines for a group or institution. They are morality as applied to the standards of a group Legality refers to the prescriptions of a society’s codified laws. In the eyes of a person or group, an act may be illegal without being immoral or unethical

4. Stakeholder perspective: An analysis of a leadership act which identifies the individuals affected by that act and determines whether they are harmed or benefited by it. A leadership act which harms stakeholders may be immoral

5. Stakeholder analysis Who’s involved? Harms and Benefits Roles and Responsibilities

6. Morality and Leadership The three-part definition of leadership involves several moral components: Individuals have the right to choose whether or not they wish to influence others Among those who do choose to lead, not all have a morally acceptable vision, and a morally repugnant vision (Hitler’s) can have disastrous consequences True followers follow willingly: leadership involves influence, not coercion

7. Manipulation is causing people to do what you want them to do without their agreement or knowledge of your activity. Some managers view values-based leadership as manipulation. This book identifies two types of manipulation: Deceptive manipulation: causing people to do something without their knowledge of the forces influencing them Coercive manipulation: overtly causing people to choose a different course of action than they would have chosen under their own free will

8. Both of these forms of manipulation are morally wrong because they violate one component of our definition of leadership: that followers must follow willingly. Manipulation is not leadership. Level Three leadership has a moral foundation which consists of four cornerstones: Truth Telling: telling another person the truth when the truth will have an impact on that person. Without it, followers will be unable to follow willingly. Leaders must create an atmosphere in which others are encouraged to tell the truth and find it safe to do so Promise Keeping: Willing followership is a function of trust, so promise keeping is essential to leadership

9. Fairness: Follower motivation depends on the perception that they are being treated fairly (e.g. amply compensated) Respect for the Individual: All people deserve to be treated with dignity. Followers who receive respect will confer greater respect, in return, on the leader Across a population of employees, individual performance tends to follow a normal distribution. The challenge for leaders is to shift the distribution to the right: toward the extraordinary end of the scale. To this end two conditions must be satisfied: All four moral cornerstones must be in place The leader must practice excellent leadership skills

10. Universality of the Moral Foundation Of Level Three Leadership Moral leadership can be learned by anyone. It does not require that the leader necessarily like everyone in the organization; only that the leader treat everyone with respect, recognize each individual’s potential and cultivate it. Commitment to moral leadership must be evident in a leader’s behavior, because the trust and respect of followers is crucial to the performance of the organization.

11. Chapter 6 Unless you understand human behavior, how can you lead? Everyone has a mental map of human behavior. Is it Level 2 (conscious) or Level 3 (semi- or pre-conscious) or both? What’s yours? Every newborn child inherits two legacies: Genetics, packets of tangible information handed down, is there a gene for leadership? Memetics, packets of intangible information handed down

12. Human brain has 100 billion cells, proliferating at 250,000 per minute at birth, each able to make 10,000 connections to other cells. We use 1/3 of our brains to manage our eyesight. (How much is vision overrated in society (outside-in)? Compared with feel, for example? Inside-out) Genes affect behavior more than many believe, more than height and hair color—brain chemistry, biochemistry, has a huge effect on behavior – e.g. mild forms of major mental disorders, OCD, SAD, ADD, ADHD, all mild forms of autism, focal disorders. 

13. There are three types of memes: Distinction: Naming things or people: countries, types of people, regions Strategy: “If-then” statements about causal influence: Drinking milk makes strong bones, reading books makes you smarter, etc. Association: Values about what is better or worse: Big players are better, expensive things are better, littering is bad, etc

14. The importance of self-awareness, reflection, knowing your blind spots, JoHari Window (2x2 matrix, SELF/OTHERS, see and not see). Henry Mintzberg names it one of the five key modern managerial skills, reflection. How willing are you to uncover your blind spots? Most are not, and succumb to Csikszentmihalyi’s key question, will you ever be anything more than a vessel transmitting the genes and memes of previous generations on to the next?

15. Newborn infants, experiencing not asking five key questions When I’m cold, will I be made warm? When I’m wet, .. When I’m hungry, .. When I’m alone and afraid, will I be loved? If insufficient answers, grow up with holes (Melanie Klein) Control and Choice theory (William Glasser) I know what’s right for you (to newborn infant) I have a right to tell you what’s right for you. I have a right (responsibility?) to punish you if you don’t do what’s right for you.

16. Generational Similarities and shared values Depression era Gen X, Gen Y, Your gen?

17. The Generational Divide

18. Bases of prejudice and conflict: boundaries of memes or VABEs. Similarities across these boundaries/borders. What’s common to all humans? Global regions (Asia, South America, etc.) National Sub national regions (US South and West) Neighborhood Family Self

19. Desire to be included—in one of these groups leads to the fear of rejection and the desire to identify “them” versus “us.” Motivation, viewing employees as jackasses? Stick and carrot. Real energy release? Leadership is about managing energy—based on their genes and memes. HAVE to pay attention to Level Three in order to lead effectively.

20. How much control would you want over your employees if it were your firm? Impact of too much control? Reduces Energy Creativity Ownership Engagement, etc.