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STRATEGIC
LEADERSHI P PRACTICE Unit 7014
3 - 10 July 2019 INTRODUCTION
AREVIK SARIBEKYAN Director British Council Armenia
arevik.saribekyan@britishcouncil.am INTRODUCTION
1. Your name
2. Your organisation and position
3. Why you have chosen CMI qualification?
4. Your expectations from this course
Objectives of the course 1. Understanding the relationship between the strategic management and leadership 2. Understanding strategic leadership styles 3. Understanding leadership strategies and its impact on organisation direction Introduction to the Course 1. Command verbs 2. Study guide 3. Advice on writing the assignment Management and Leadership
Project Lead Strategic Management and Leadership Leadership Shield • Two of your strong leadership skills • Two values that influence your leadership style • Two of your strong management skills • Part of the current leadership / management deliverables that you like best Strategic Management and Leadership Management and Leadership John Kotter • Management is a set of processes that can keep a complicated system of people and technology running smoothly. Important aspects of management include planning, budgeting, organising, staffing, controlling, and problem solving. • Leadership is a set of practices that creates organisations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. Strategic Management and Leadership
Exercise Management and Leadership Managers Leaders • Scheduling work • Sharing a vision • Plan and prioritise steps to task • Explain goals, plan and roles achievement • Provide feedback on performance • Use analytical data to support • Motivating staff recommendations • Provide focus • Delegating tasks • Create a ‘culture’ • Ensuring predictability • Inspiring people • Co-ordinate effort • Act as interface between team and outside • Co-ordinate resources • Take risks • Give orders and instructions • Create a positive team feeling • Guide progress • Monitor feelings and morale • Evaluate progress • Look ‘over the horizon’ • Check task completion • Appeal to peoples’ emotions • Follow systems and procedures • Provide development opportunities • Monitor budgets, tasks, etc. • Ensure effective induction • Use analytical data to forecast trends • Unleashing potential • Monitoring progress • Be a good role model • Appeal to rational thinking • Build teams Management and Leadership Task vs People: Peter Farey Management and Leadership Task vs People: Peter Farey Management and Leadership Theory X and Theory Y: Douglas McGregor Management and Leadership Theory X and Theory Y: Douglas McGregor Maslow’s hierarchy of need Maslow’s hierarchy of need and leadership END OF SESSION 1 Questions? Effective Leadership Jack Welch What makes an effective Leader The Seven Habits of Highly Effective People, Stephen Covey 1. Be proactive 2. Begin with the end in mind 3. Put first things first What makes an effective Leader The Seven Habits of Highly Effective People, Stephen Covey 4. Think win/win There are six paradigms of human interaction: 1. Win-Win: Both people win. Agreements or solutions are mutually beneficial and satisfying to both parties. 2. Win-Lose: "If I win, you lose." Win-Lose people are prone to use position, power, credentials, and personality to get their way. 3. Lose-Win: "I lose, you win." Lose-Win people are quick to please and appease, and seek strength from popularity or acceptance. 4. Lose-Lose: Both people lose. When two Win-Lose people get together -- that is, when two, determined, stubborn, ego-invested individuals interact -- the result will be Lose-Lose. 5. Win: People with the Win mentality don't necessarily want someone else to lose -- that's irrelevant. What matters is that they get what they want. 6. Win-Win or No Deal: If you can't reach an agreement that is mutually beneficial, there is no deal. What makes an effective Leader The Seven Habits of Highly Effective People, Stephen Covey 5. Seek first to understand then to be understood 6. Synergise
7. Sharpen the saw
Characteristics of Leadership Warren Bennis on Becoming a Leader
Guiding Vision
Daring Passion
Curiosity Integrity Trust Management and Leadership Continuum
Focus on ‘transformation’
ie le ed or eop nt P Most likely area of overlap ed nt ie or
‘Focus on ks Ta
transaction’ Max Wideman’s project management diagram Getting the Balance Right Managerial Grid Blake Mouton Characteristics of Leadership Kotter and Schlesinger Tactics for Changing Minds Seven Levels for Changing Minds Howard Gardner 1. Reason: You present all relevant considerations of an idea, including its pros and cons. 2. Research: You provide numerical and other information about your idea’s ramifications, or data relevant to your idea. 3. Resonance: You and your ideas are convincing to your listener because of your track record, effective presentation, and sense of your audience. 4. Representational redescriptions: You deliver your message in a variety of formats, including stories, statistics, and graphics. 5. Resources and rewards: You draw on resources to demonstrate the value of your idea and provide incentives to adopt your idea. 6. Real-world events: You monitor events in the world on a daily basis and, whenever possible, draw on them to support your idea. 7. Resistances: You devote considerable energy to identifying the principal resistances to your ideas (both conscious and unconscious resistances) and try to defuse them directly and implicitly. Strategic Context
Leadership is the art or process of
influencing people so that they will strive willingly and enthusiastically toward the achievement of organisation’s purpose. Strategic Context Change Kaleidoscope: Hope Hailey & Balogun Cultural Context Hofstede Leaders as change agents Edgar Schein Primary embedding Secondary embedding mechanisms mechanisms Climate of the Cultural reinforcers organisation
What How we do we feel and why END OF SESSION 2 Questions? Ethical Leadership Ethical leadership: acting according to your moral principles in your day-to-day business life and decision- making. DOING THE RIGHT THING 1. Being true to your moral principles 2. Being aware of the complexity of ethical issues 3. Being aware of the differing views of your employees 4. Managing the conflicts that might arise Values and Leadership 13 Behaviours of High-TRUST Leaders 1. Talk Straight 2. Demonstrate Respect 3. Create Transparency 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectation 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust Exercise 2.1a, pg 99 Authentic Leadership
Being your own person and leading
with purpose, values and meaning Authentic Leadership Goffee and Jones
1. Get to know yourself and your origins
better
2. Get to know others better
3. Connect to the organisational context
Value based leadership Richard Barrett: 7 Levels of Personal Consciousness END OF SESSION 3 Questions? Transformational vs Transactional Leadership James MacGregor Burns
Transforming Leadership Transactional Leadership
Where the leader taps into his Where the leader causes a followers' higher needs and follower to act in a certain way in values, inspires them with new return for something the follower possibilities that have strong wants to have (or avoid). For appeal and raises their level of example, by offering higher pay confidence, conviction and desire in return for increased to achieve a common, moral productivity; or tax cuts in purpose. exchange for votes. Transformational vs Transactional Leadership James MacGregor Burns Transforming Transactional
A shared higher, more stretching No shared purpose binds follower and
Purpose purpose is central to transformational leader, other than perhaps maintaining leadership. the status quo.
There is no explicit moral side to
Burns said there is always a moral Morality transactional leadership - the leader's aspect to transforming leadership.* aims may be moral or immoral.
Transforming leadership centres on Transactional leadership usually focuses
Timescale longer-term, more difficult (often more on leaders' and followers' shorter-term inspiring) aims. needs. Transformational vs Transactional Leadership Bernard Bass Four keys to successful transformational leadership: 1.Trust - building a high degree of trust between leaders and followers by setting a high moral and ethical example. – Idealised influence 2. Inspiration - providing a vision or goals that inspire and motivate followers to act because they feel the direction they are going in is significant and worthwhile. - Inspirational motivation 3. Creativity - giving people the big picture and a way of working that allows them to question conventional wisdom and come up with fresh solutions to old problems. - Intellectual stimulation. 4. Personal growth - paying attention to followers as individuals with their own needs and ambitions, offering them coaching and mentoring, enabling them to grow and feel fulfilled. - Individual consideration. Transformational vs Transactional Leadership Transformational vs Transactional Leadership Bass and Avolio Laissez-faire leadership (LF - hands-off or absence of leadership):
•Avoids taking stands on issues, getting involved and making
decisions •Are absent when needed •Delays and fails to follow up •Doesn´t emphasize results Transformational vs Transactional Leadership Bass and Avolio Management-by-Exception (MBE - act and react before and/or after things have gone wrong by pointing out what is wrong, by threatening and by punishing shortcomings and wrongdoings):
Passive Active • Intervening only if/when standards • Closely monitoring for errors and are not met intervening before errors occur • Waiting for things to go wrong (i.e., micromanaging) before taking any action • Focusing attention on mistakes, • Reluctantly reacting to mistakes shortcomings, deviations and and wrong doings complaints • Making sure to get to know if and when things go wrong Transformational vs Transactional Leadership Bass and Avolio Contingent Reward (CR - leading by the carrot):
• Sets goals together with and for his or her coworkers that are specific, measurable, attainable, results oriented and time bound • Specifies which rewards that are to be expected for attaining the goals • Asks for and suggest pathways for the group and for each individual to meet performance expectations • Monitors progress toward goals actively and provides supportive feedback • Provides rewards when goals are attained Transformational vs Transactional Leadership Bass and Avolio Individualized Consideration:
• Consider individuals as having different needs, abilities and
aspirations • Treat others as individuals and not only members of a group or organization • Listen attentively to others ideas and concerns • Help others to identify and develop their strengths • Coach others actively and regularly • Promote self-development • Genuinely care for others and show this compassion in actions Transformational vs Transactional Leadership Bass and Avolio Intellectually stimulating:
• Challenge old ways of doing things
• Seek different perspectives when solving problems • Challenge taken-for-granted assumptions • Feedback the leader and each other • Come up with new ideas • Spend time to brainstorm creative ideas and solutions • Always try to develop new and slightly better ways of performing the job – in a lot of small steps rather than in a few quantum leaps Transformational vs Transactional Leadership Bass and Avolio Inspirational Motivation:
• Talk optimistically about the future and articulate compelling visions
• Use a strong and evocative language • Express confidence in others abilities to reach visions and goals • Talk about the mission or purpose for the group or the organization • Align individual goals and aspirations with the vision for the organization Transformational vs Transactional Leadership Bass and Avolio Idealized influence: • Walk the talk • Talk about ones most important values and take a strong stand for them • Ask others about their most important values and search for shared values – then sacrifice oneself for the sake of these shared values • Consider the moral consequences of one’s decisions • Not giving oneself advantages others are not given Transformational vs Transactional Leadership
Leadership vs Management Transformational Leadership
authentic leadership - in its appeal to values
ethical leadership - in its insistence on morality, and as already mentioned servant leadership (by Robert Greenleaf) - in its insistence on morality, and as already mentioned Servant Leadership
Characteristics of Servant Leadership (Larry Spears):
• Listening – paying complete attention to what others are saying to get a complete understanding of all interpersonal situations that they are dealing with. • Empathy – recognize and understand feelings and emotions that are experienced by their team. • Healing – taking an active role in promoting the mental and emotional strength of their employees • Awareness - are completely aware of their strengths, weaknesses, values, emotions, and feelings • Persuasive - influence the opinions and actions of others through persuasive skills Servant Leadership Characteristics of Servant Leadership (Larry Spears): • Conceptualisation – imagine the possibilities of future and reconcile it with current realities • Foresight – predict what is likely to happen in future, based on the past and the present. • Stewardship – take responsibility for planning and managing all available resources for the benefit of the organization, employees, and stakeholders. • Commitment to growth of others - help employees chart out a clear career path and provide them with resources to progress from one level to the next • Community building - create a feeling of belonging, and foster team spirit and a sense of community. Transformational and Transactional Leadership: Advantages Transformational Transactional • Understanding and alignment with • Employee motivation and productivity vision • Achievable Goals • Fosters engagement, enthusiasm and • Clearly defined roles and expectations motivation • Clear structure and chain of command • Promotes creativity and innovation • Maintained organisational culture / • Fosters organisational change by behaviours influencing positive influence • Lower development costs • Supports development and growth of employees • Reduces turnover Transformational and Transactional Leadership: Disadvantages Transformational Transactional • Restricted applicability • Not flexible • Dependent on cultural context • Limits innovation • May place high pressure on followers • Zero value of apathy • Can lead to employee burnout • Limited motivation • High potential for abuse (Hitler) • More value on efficiency • Focus is on basic needs of individuals • Top down communication Transformational and Transactional Leadership:
WHICH ONE IS RIGHT OR PREFERRED ??? Situational Leadership Situational Leadership:
