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Day 4 AM Objectives

Day 4 AM Objectives. Organizational change leadership Create a definition of transformational leadership Strategic and executive change leadership – understand how enterprise level change impacts throughout – up, down, inward, outward (client, marketplace)

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Day 4 AM Objectives

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  1. Day 4 AM Objectives • Organizational change leadership • Create a definition of transformational leadership • Strategic and executive change leadership – understand how enterprise level change impacts throughout – up, down, inward, outward (client, marketplace) • 5D thinking – understanding and using multiple perspectives • Creating a Plan That Works – Mapping the Transitional Time Line

  2. Motivational Theories Needs Individual Differences Cognitive Situational

  3. Maslow • Does your strategy threaten their current statusd on the pyramid? • Does your strategy threaten anything in their circle of motivation?

  4. Understanding Motivation • Maslow’s Hierarchy of Needs – The Pyramid of Motives • The Bulls Eye of Context • How does this affect an executive’s global communication strategy and positioning?

  5. bullseye

  6. Motivating & Influencing Others • Is it easier to motivate people to take action when the context is closer or further away from the bulls eye?

  7. Maslow’s Hierarchy of NeedsThe Pyramid of Motives Fulfillment Needs Self-fulfillment Self-actualization Internal Esteem (Self-respect & feelings of success) Relationship Needs Achievement (according to societal norms), love & feelings of belonging External Safety (security, order, stability) Existence Needs Physiological Needs (Hunger, thirst, shelter, body comforts, heat, etc.)

  8. Maslow’s Hierarchy of NeedsThe Pyramid of Motives What happens when the pyramid is disrupted? How can a leader counteract the disruption to a team, an individual contributor, and the organization’s culture. Fulfillment Needs Self-fulfillment Self-actualization Internal Esteem (Self-respect & feelings of success) Relationship Needs Achievement (according to societal norms), love & feelings of belonging External Safety (security, order, stability) Existence Needs Physiological Needs (Hunger, thirst, shelter, body comforts, heat, etc.)

  9. Maslow’s Hierarchy Self-fulfillment Self-actualization Transcendence: To help others find self-fulfillment and realize their potential Self-Actualization: to find self-fulfillment and realize one’s potential

  10. Leader Motives • Leader’s need for power • personalized • socialized • measurable (projective tests) • Thematic Apperception Test • Miner’s Sentence Completion Scale

  11. Thematic Apperception Test • Write a story about a picture

  12. Leadership Motive Patterns • Successful Managers • Defined: High subordinate morale and productivity • Above average power • Achievement > affiliation • Moderate levels of activity inhibition • ATT, 1982 • High achievement => successful low level mgr • Moderate - high power, low affiliation, and high inhibition => successful other managers • r = .33

  13. Motivation to Manage vs. Sources of Power Sources of Power Motivation to Manage Willingness to do routine tasks Expert Relationships with authority Referent Visible difference from Legitimate followers; Desire to exert influence Desire for recognition & Reward advancement Activity & assertiveness Coercive The top 10% in career advancement were high in both task and relations orientation.The bottom quarter were laissez faire.

  14. Implications • Leader effectiveness = f(need for [socialized] power, situation, degree of inhibition) • Measured by • performance ratings, promotions • organization performance • Limitations of study results • Inconsistent results (technical vs non-technical) • Effective leaders inhibit own needs • Interactions between leader & follower needs

  15. Transformational and Transactional Leadership • Leadership and Performance Beyond Expectations, Bass, 1985 • Contrast between transformational & transactional leaders’ skills & abilities • vision, rhetorical skills, etc. • ability to develop strong emotional bonds with followers • inspiration ability • reliance on goal-setting and rewards • Something we won’t talk about: laissez-faire leadership

  16. Multifactor Leadership Questionnaire Hi Transformational Lo Transactional Hi

  17. MLQ Factors • Leader behaviors • Transformational • Transactional • Laissez-faire • Leader effectiveness • Extra effort • Effectiveness • Satisfaction Based on 3600 ratings

  18. MLQ Transformational Factors Charismatic qualities Take a stand Clarify purpose Idealized attributes Idealized behaviors Inspirational motivation Individualized consideration Intellectual stimulation Consider ethics Set high standards Enthusiasm Vision & character Encouragement Coaching & concern Individual needs Listening Coaching Encourage dialog Follower alignment Stimulate ideas Challenge assumptions

  19. MLQ Transactional Factors Goals, rewards, & resources Path-Goal transactions Negotiate Contingent reward Active management-by-exception Passive management-by-exception Clarify expectations Enforce rules Correct mistakes Performance monitoring & correction Extreme problem attention Wait for problems

  20. MLQ Laissez Faire Factors • Avoid responsibilities • Absent at critical times • Failure to follow through • Avoid expressing opinions on critical issues

  21. MLQ Validation • 33 independent empirical studies • Measures of performance in banks, military, state, oil drilling (financial, combat readiness, department performance)

  22. MLQ Implications for Transformational Leadership • Additional attributes and qualities explain variance related to leadership outcomes • Generalizes across types of organization and hierarchy levels • Providing a better understanding of leader’s disposition => better selection, training, results

  23. Transitional Timeline Determine the ending phase that you want to move them to on the Transitional Timeline™. Your influencing goal might not be to complete the Transitional Timeline™. For example, if someone is resisting listening to your ideas during meetings, you simply might want them to explore some options. NOTE: The Transitional Timeline model can be shortened or extended, heightened or compressed within any phase.

  24. Peak Performance Zone Positive Emotional Impact Heighten When? 10. Achievement 9. Commitment What? 8. Making Decisions 7. Narrowing Options 6. Acceptance Shorten 5. Exploration How? * * * * * * * * * * * * Why? Emotional Impact Time Line Periods 1. Denial 2. Resistance 3. Sabotage 4. Depths of Suffering Negative Emotional Impact Lessen Transitional Time Line™

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