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Managing Self: The Reflective Mindset; Leadership

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  1. Managing Self: The Reflective Mindset; Leadership OS608 October 30, 2006 Fisher

  2. Agenda • Collect reflective essays • Discuss Five Minds of the Manager • What is the purpose of this organizing framework? • Is it missing anything important? • Are managers and leaders really different?

  3. Insights from Reflective Essays • Gosling and Mintzberg: "events ... become experience only after they have been reflected upon thoughtfully" (p. 57). • What does this mean? • What have you learned so far from the MBA program? • About being a manager? • About yourself? How you interact with others? • What did you learn from writing this essay? • Other insights?

  4. Five Minds of the Manager • Managing self: the reflective mind-set • Managing organizations: the analytic mindset • Managing context: the worldly mindset • Managing relationships: the collaborative mindset • Managing change: the action mindset

  5. Purpose of this framework? • What does the description of the five mindsets achieve? • Will we have done justice to organizational behavior after covering these five? What is the framework lacking?

  6. The Reflective Mindset • Purpose is to stop and think; step back and reflect • How does this help a manager? • Example: Bill Gates’ biannual “Think Week”

  7. Management and Leadership • Right now, do you consider yourself to be a better leader or manager? • Why?

  8. Leadership discussion questions • What is the difference between a leader and a manager? Does this difference matter? Why or why not? • Gosling and Mintzberg: “…the separation of management from leadership is dangerous.” Do you agree or disagree? • How do lessons learned from Thursday’s lab inform this discussion?

  9. Kotter’s Distinguishing Dimensions Management Leadership Planning and Budgeting Setting a Direction Organizing and Staffing Aligning People Controlling and Problem Solving Motivating People

  10. P&G: The Game Changes Again • New “Connect and Develop” strategy • Goal is to capture 50% of innovation from outside of the firm • Firm traditionally has valued internal innovation • Leadership challenges in this change? Huston, L., and Sakkab, N. (2006 March). Connect and develop. Harvard Business Review, 58-66.

  11. Next assignment:Leadership Case Analysis • Due Wednesday November 8; 4-5 pages • Identify a case or example from another module in which more effective leadership would have helped a team or organization perform more effectively. • How would a more effective leader have done things differently? • Use at least one of the leadership models or theories discussed in class.

  12. For Wednesday • Leadership styles • Read • Goleman (2000). Leadership that Gets Results • Breen (2006). The Three Ways of Great Leaders (online) • Hamm (2006). The Five Messages Leaders Must Manage