Leadership: Enhancing the Lessons of Experience

Formal Mentor

-Relationships are arranged through a formal matching process -Relationships have a specific time frame and one or more checkpoints for goal setting and meetings -Organization assign's a relatively inexperienced, but high potential leader, to a top executive

Five Basic Styles of Followership

1. Alienated Followers - Habitually point out the negative about and organization 2. Conformist Followers - Yes Men of an organization. Can be dangerous if given orders that contradict policy or societal standards 3. Pragmatist Follower - Rarely committed to their work group goals, don't make waves; mediocre employee. 4. Passive Follower - rely on the leader to do all the thinking, lack of enthusiasm, initiative. Need constant direction. 5. Exemplary Follower - consistent picture of the leader and co-worker of being independent, innovative, willing to stand to supervisors.

Development Planning: Five Critical Behavioral Questions

1. Do leaders know which of their behaviors need to change? Know which behaviors need to stop, start, continue to have an effective team. 2. Is a leader motivated to change the behavior? Determine which new skill will have the highest personal and organizational payoff. 3. Do leaders have plans in place for changing targeted behaviors? Acquire the knowledge underlying a particular developmental need. 4. Do leaders have opportunities to practice new skills? New skills are only acquired when they are practiced on the job 5. Are leaders held accountable for changing targeted behaviors? The last step in acquiring a new skill is accountability

5 Steps within In-Formal Coaching

1. Forging a partnership 2. Inspiring Commitment 3. Growing Skills 4. Promoting Persistence 5. Shaping the enviornment

Morgan McCall's Seven General Points to Leadership Development

1. If leadership is learned; it is learned through experience (70% learned through Experience) 2. Certain experiences have greater developmental impact 3. The value of experiences are the challenges they present to people. 4. Different types of experience teach different leadership lessons. 5. Some of the most useful experiences for learning leadership come in jobs we are assigned to, and they can be designed to better enhance their developmental richness 6. Obstacles exist to get all the developmental experiences we may desire 7. Learning to be a leader is a lifelong pursuit with many twists and turns

Distinctions between managers and leaders:

1. Managers administer; Leaders innovate 2. Managers maintain; Leaders develop 3. Managers control; Leaders inspire 4. Managers have short-term views; Leaders have long term views 5. Managers As how and when; Leaders ask what and why 6. Managers imitate; Leaders originate 7. Managers accept the status quo; Leaders challenge it.

Effective training depends on four teaching methods:

1. Personal Growth 2. Skill Building 3. Feedback 4. Conceptual Awareness

Women in leadership roles

1. Taking more leadership roles than before. 2. Women tend to have decrease trust when work situations become more professionally risky 3. Still a high correlation between males and managers; no correlation between female and managers. 4. Team oriented / outgrowth of consensus leadership approach - Listeners, more empathetic, less analytical, more people oriented, less aggressive to pursue goals 5. Studies reveal women and men have similar leadership; equally analytical, people oriented, forceful, goal oriented, empathetic, and skilled at listening. 6. Women more willing to go to an area of the organization where they had not been before. 7. Commitment to the organization is more guarded 8. Women employed their socially accepted behavioral repertoire to survive organizationally

Leadership Researchers Defined Leadership as:

1. The process by which an agent induces a subordinate to behave in a desired manner 2. Directing and coordinating he work of group members 3. An interpersonal relation in which others comply because they want to, not because they have to. 4. The process of influencing an organized group toward accomplishing its goals. 5. Actions that focus resources to create desireable opportunities 6. Creating conditions for a team to be effective 7. The ability to get results and the ability to build teams; these represent the what and the how of leadership 8. A complex form of social problem solving

Spiral of Experience

A person has the experience, Action Taken, Observe what happened, then Reflect

Leadership is a process Not;

A position.

Service Learning

A teaching and learning strategy that integrates meaningful community service with instruction and reflection to enrich the learning experience, teach civic responsibility, and strengthen communities.

Build effective relationships with peers

Acknowledge shared interests, values, goals, and expectations. Establish informal communication. Lend a hand when peers face personal or organizational problems

A-O-R Model

Action - What did you do? Observation - What Happened? Results, Impact on others Reflection - How do you look at it now? How do you feel about it?

How does a person make the most of their experiences for leadership growth;

Action, Observation, Reflection model (A-O-R) Development not just depends on the kind of experience, but how ones uses it to foster growth

Reverent power

Based on liking, admiring, and being attracted to the powerful party; we comply more when we like the person who is asking us. I.e. Role Model

Leadership Myths: Leaders are Born not made

Born and made. Innate factors as well as formative experiences influence behaviors

Spiral of Experience (Observation and Perception)

Both deal with attending to events around us, take place spontaneously and effortlessly

Leadership Myths: Common Sense

Common Sense is not so common. Leadership must be more than just common sense.

The third month

Communicate and drive change

Three "C's" critical to advancement:

Confidence, Competence, Credibility

Learning value of their experience by:

Creating opportunity to get feedback Taking a 10% stretch: take risks and reach beyond ones comfort zone Learn from others: understand you can learn from all people Keep a journal: what you learned from experiences

Understanding Group Dynamics

Critical to effective leadership

Leadership and management are closely related but:

Distinguishable functions

Before starting a new job:

Do your homework on the employer

interactive leadership

Encouraged participation and shared power and information. Focus on enhancing others self worth and believing that best performance results when people are excited about their work and feel good about themselves. Developed through women's socialization experiences and career paths.

Subordinate Out-Group

Everyone else who is not part of the In-Group. Leaders have to work harder to influence this group.

Interactional Framework for Analyzing Leadership

Examines the interactions among the three elements. Provides better insight to the Leadership process. Leadership is the result of a complex set of interactions among the leader, followers, and the situation.

Attribution (Perception and Reflection)

Explanations we develop for the behaviors or actions we attend to...

Good leadership involves touching others:

Feelings, because emotions play a role in leadshership

Conceptualizing Leadership Research

Focus on Leadership behaviors rather than universal traits. Proved to be to narrow of research, neglected important situational factors.

Leadership Myths: The only school you learn leadership from is the school of hard knocks

Formal Study and learning from experience compliment each other. Formal study provides a variety of ways of examining a particular leadership situation

Taxonomy of Social Power

French and Ravens 5 bases of social power; Expert Power, Reverent Power, Reward, Coercive, Legitimate Power.

Gap Analysis (GAP)

Goals - Clearly identify what you want to do or where you want to go over the next year or so...... Abilities - People bring a number of strengths and development needs to their career goals Perceptions - How your abilities, skills, and behaviors affect others Standards - The standards your boss or the organization has for your career objectives

The followers

Have an active and important role in the leadership process; One man leadership is a contradictory term

Subordinate In-Group

High degree of loyalty, commitment, and trust, felt toward the leader. Leaders have more influence on this group.

Ideal Leader Characteristics

Honest, competent, forward looking, inspiring

Ideal Followers Characteristics

Honest, competent, independent, cooperative

Leadership involves looking at both sides of:

Human nature

Nature of Followers Motivation

If they share a leaders goals and values, and feel intrinsically rewarded for performing a job, will likely work longer hours to get the job done than those who are motivated by money.

How a Leader is provided their role

Important aspect of leadership. Appointments have less credibility and loyalty; elected rise from the ranks of the followers which have more credibility and loyalty.

Perceptual sets (Perception and Reflection)

Influence what we attend to and what we observe Influence Reflection Stage (Reflection is how we interpret our observations) Inherently an interpretive, meaning making, activity

Spiral of Experience - Perceptual Set

Influences our senses, tendency rather bias to perceive on thing and not another. Many triggers for perception; feelings, needs, prior experiences, and expectations Influences reflection in the Spiral of Experience

First two weeks of work

Lay the foundation Learn as much as possible Develop relationships Determine future allies Learn your peers

In-Formal Coaching

Leader helps a follower change their behavior

Reflection Provides:

Leaders with a variety of insights into how to frame problems differently, see different perspectives, better understand subordinates.

Hollanders Transactional Approach to Leadership

Leadership is a function of the Leader, Follower, and Situation.

The Situation

Leadership makes sense only in the context of how the leader and followers interact in a particular situation

Practice of Leadership (Learner)

Learning must continue throughout life, beyond ones completion of formal education. Engage in never ending learning process

First Day on the Job

Make a good first impression Meet your boss Meet your team Identify the teams objectives, metrics, and important projects Understand the bosses view of the team Work through Meeting Schedules and communication styles Share plans for the day and the next several weeks

Leader Developement

Methods intended to facilitate growth in an individuals perspectives or skills

Recipe for effective leadership

No simple recipe, many different paths to effective leadership. Important to think about the effectiveness of that behavior in that context with those followers.

Actor-Observer Difference (Perception and Reflection)

Observing an action are much more likely than the actor to make the fundamental error.

informal mentoring

Occurs when protege and mentor build a long term relationship based on friendship, similar interests, and mutual respect

Formal coaching

One on one relationship between a manager and a coach; usually last 6 months to a year. NGL Model

Leadership situations can be complex because:

People differ in their thoughts, feeling, hopes, dreams, needs, fears, goals, ambitions, strengths, and weaknesses.

What has a key role in the spiral of experience

Perception

Developmental Planning (5 interrelated phases)

Phase 1: Identify developmental needs (GAP Analysis) Phase 2: Analyze data to identify and prioritize developmental needs Phase 3: Prioritized developmental needs in turn are used to create a focused and achievable developmental plan. Phase 4: Periodically review the plan (AOR Model) Phase 5: Transferring learning to a new environment

Aroused feeling can be used:

Positively or negatively; constructively or destructively

Development Plan

Process that is constantly being revised as new skills are learned and new opportunities to develop skills become available. Self focused, used to provide a road map for changing their own behavior.

Formal Study of Leadership:

Provides a variety of ways of examining a particular leadership situation

Leadership is both:

Rational and Emotional

Leaders need to consider both:

Rational and emotional consequences of their actions

Leadership includes actions and influences based on:

Reason and logic Inspiration and passion

Practice Theory Y

Recognize others strengths and weaknesses

After Event Reviews (AERs)

Reflection and facilitated discussion on personal leadership experiences People who participate in AER's improve their effectiveness

Knowing Leadership research:

Relevant to leadership effectiveness

A-O-R Model and Stereotypes

Represent powerful impediments to learning because they function as filters that distort ones observations

Leader Development in Organizational Settings

Return on Investment (ROI) Crucial First Level Supervision Development: Training Skills, monitoring, providing feedback, conducting performance reviews Mid Level Supervision Development: Improving Interpersonal oral communication, written communication, providing time management tips, planning, goal setting. Senior Executives Development: Strategic planning, developing and communicating a vision, public relations, interpersonal skills

Individual Leaders

Share the same characteristics of other leaders, but leaders are not all alike

Build effective relationships with superiors

Sharing the same values, approaches, and attitudes will provide less conflict, gain more mutual support Adapt to their style: Followers responsibility to adapt to the leaders style, not vice-versa Be honest and dependable, lack of integrity is a fatal flaw

High Impact Developmental Programs include:

Step 1: Career and development objectives - Where you want to be in a year Step 2: Criteria for success - What it would look like if you developed a particular skill Step 3: Action Steps - Actions taken to meet goals on the job Step 4: Whom to involve and when to reassess dates - Who do you get it from and how often Step 5: Stretch Assignments - talk about situations where they felt over their heads. These stretched their knowledge and skills Step 6: Resources - Read a book, attend a course, watch a program to gain foundational knowledge about a developmental need. Step 7: Reflect with a partner - Periodically review their learning and progress with a partner.

First two months

Strategy, Structure, and Staffing

Have a developmental plan

Systematic plan that will outline self improvement goals and strategies that will help leaders take advantage of opportunities

Metaphors of Leadership (Five Fundamental Archetypes of Leadership)

Teacher - Mentor: Cares about developing others and works beside them as a role model. Father - Judge: Provides oversight, control, moral guidance, and caring protectiveness. Warrior - Knight: Takes risk and action in a crisis Revolutionary - Crusader: Challenges the status quo and guides adaptation Visionary - Alchemist: Imagines possibilities that can benefit all members and bring them into reality.

Build Technical Competence

Technical competence concerns the knowledge and repertoire of behaviors one can bring to successfully complete a task. Determining how the job contributes to the overall mission Become an expert in the job Seek opportunity to broaden experiences

Fundamental Attribution (Perception and Reflection)

Tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail

glass cliff effect

Tendency to place women into leadership positions under risky, precarious circumstances in which the likelihood of failure is high.

Heroic Theory

The assumption that leadership is a general personal trait expressed independently of the situation in which the leadership was manifested; DISCREDITED

Power (Chapter 4 - Power and Influence)

The capacity to produce effects on others or the potential to influence others. It is the function of the leader, followers, and the situation. Capacity to cause change.

Influence

The change in the target agent's attitudes, beliefs, values, or behaviors as a result of influence tactics. Degree of actual change.

Mentoring

The process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization

What is Important to understand about Leadership Definitions

There is no single correct definition

Leadership and Followership

They merge, no simple dividing line. Must have both to have one.

Self-Serving Bias (Self-Serving Attributional Bias)

This bias refers to the fact that individuals will view their own success based on internal factors, while viewing failures based on external factors.

Relevant Variable of a Ledaer

Trust in the Leader Degree of confidence

Leadership is an Art and Science Because:

Understanding research finding will help in analyzing situations from a variety of situations, thus building their skills in responding situations will vary greatly.

Leader Equation

What an individual brings to the position (personal history, interests, character traits, and motivation)

Leaders ligitimacy

When followers have a say in the selection or election of a leader, they tend to have a heightened sense of psychological identification with them and expect more from the leader.

Many different Leadership Definitions equal:

Wide range of individuals we consider leaders.

What is Leadership

a complex phenomenon involving the leader, the followers, and the situation

Double Loop Learning

a willingness to confront one's own views and an invitation to others to do so, too

Self-Fulfilling Prophecy

an expectation that causes you to act in ways that make that expectation come true.

Single Loop Learning

learning between the individual and the environment in which the learners seek relatively little feedback that may significantly confront their fundamental ideas or actions

Influence tactics

one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors

Expert Power

power that is based on the special knowledge, skills, and expertise that a leader possesses

Coaching

process of equipping people with the tools, knowledge, and opportunities they need to develop and become more successful

Action Learning

team process training in which a team has the opportunity to work on an actual problem within the organization Learn by doing Negative: Does not allow for reflection which is an important part of leadership development

Legitimate Power

the power a person receives as a result of his or her position in the formal hierarchy of an organization