Exploring Five Key Factors of Leadership William Sauser, PhD Hope Stockton, MS Auburn University College of Business.
Post on 24-Dec-2015
216 Views
Preview:
Transcript
Exploring Exploring Five Key Factors of Five Key Factors of
LeadershipLeadership
William Sauser, PhDWilliam Sauser, PhD
Hope Stockton, MSHope Stockton, MS
Auburn University College of Auburn University College of BusinessBusiness
ObjectivesObjectives
Understand the differences between leadership Understand the differences between leadership and managementand management
Describe the five practices of exemplary Describe the five practices of exemplary leadershipleadership
Identify effective leadership behaviors in a Identify effective leadership behaviors in a case studycase study
Develop a plan to improve in one of the five Develop a plan to improve in one of the five practicespractices
Management (Vital)
Doing things right
Efficiency
Speed
Bottom line
Methods
Practices____% of your time
Leadership(Vital)
Doing the right things
Effectiveness
Direction
Top line
Purposes
Principles
On the system____% of your time
““Most organizations” Most organizations” and communities “are and communities “are
overmanagedovermanaged and and underledunderled.”.”
Stephen R. CoveyStephen R. Covey
Exercise 1:Exercise 1:
Name the followingName the following Five Wealthiest People in the WorldFive Wealthiest People in the World Last Six Time Magazine People of the YearLast Six Time Magazine People of the Year Five Recent Nobel or Pulitzer Prize WinnersFive Recent Nobel or Pulitzer Prize Winners Last Five Best Picture, Best Actor, or Best Last Five Best Picture, Best Actor, or Best
Actress Academy Award WinnersActress Academy Award Winners
Exercise 2:Exercise 2:
Name the following:Name the following: Five Teachers of Coaches that helped you Five Teachers of Coaches that helped you
through schoolthrough school Six Friends that helped you through difficult Six Friends that helped you through difficult
times.times. Five People that taught you something Five People that taught you something
worthwhile.worthwhile. Five People that made you feel appreciatedFive People that made you feel appreciated
Gallup Leadership ResearchGallup Leadership Research
More than 10,000 respondersMore than 10,000 responders 2005-20062005-2006
Identify the leader that has the most positive Identify the leader that has the most positive influence in your daily life.influence in your daily life.
More than More than 85%85% selected someone described as a selected someone described as a friend, family member, co-worker, teacher, current friend, family member, co-worker, teacher, current manager/supervisormanager/supervisor
75%75% named someone they had known for more named someone they had known for more than six years.than six years.
Leadership is about Leadership is about Relationships!Relationships!
The Leadership Challenge – Kouzes and Posner
Leadership DefinedLeadership Defined
The skill of influencing The skill of influencing people to work people to work
enthusiastically toward goals enthusiastically toward goals identified as being for the identified as being for the
common good.common good.
Leadership ImperativeLeadership ImperativeGreat LeadershipGreat Leadership
EngagementEngagementEngagementEngagement
ResultsResultsResultsResultsThe Leadership Challenge – Kouzes and Posner
Engaged EmployeesEngaged Employees
30% of the U.S. Workforce 30% of the U.S. Workforce (Community Members)(Community Members)
Traits:Traits: BuildersBuilders Develop productive relationshipsDevelop productive relationships Perform at consistently high levelsPerform at consistently high levels Drive InnovationDrive Innovation Move Organizations ForwardMove Organizations Forward Produce MoreProduce More
Coffman, C. & Gonzalez-Molina, G. Follow this Path.
Actively DisengagedActively Disengaged 54% Not Engaged54% Not Engaged
16% of the U.S. Workforce Actively 16% of the U.S. Workforce Actively DisengagedDisengaged
Disengaged Traits:Disengaged Traits: CAVE DwellersCAVE Dwellers Act out UnhappinessAct out Unhappiness Cost Economy $254 to $363 billion per year in lost Cost Economy $254 to $363 billion per year in lost
productivityproductivity
Coffman, C. & Gonzalez-Molina, G. Follow this Path.
Leadership is Leadership is Everyone’s BusinessEveryone’s Business
The Leadership Challenge – Kouzes and Posner
Leadership development Leadership development is really self-developmentis really self-development
The Leadership Challenge – Kouzes and Posner
Kouzes and Posner: Kouzes and Posner: Five Practices Five Practices
of Exemplary Leadershipof Exemplary Leadership Model the WayModel the Way
Inspire a Shared VisionInspire a Shared Vision
Challenge the ProcessChallenge the Process
Enable Others to ActEnable Others to Act
Encourage the HeartEncourage the Heart
The Leadership Challenge – Kouzes and Posner
Model the WayModel the Way
Clarify Your Personal ValuesClarify Your Personal Values
Set the Example Set the Example
DWYSYWD -- TestDWYSYWD -- Test
(Do What You Say You Will Do) (Do What You Say You Will Do)
The Leadership Challenge – Kouzes and Posner
The Leadership Challenge® Workshop Facilitator‘s Guide, Third Ed., Rev. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com
Personal CommitmentPersonal Commitment
Cla
rity
of
Org
aniz
atio
nal
Val
ues
High
Low
Low High
Clarity of Personal Values
6.26
6.12
4.87
4.90
Inspire a Shared VisionInspire a Shared Vision
Envision the future Envision the future Enlist others in a common visionEnlist others in a common vision
The Leadership Challenge – Kouzes and Posner
Challenge the ProcessChallenge the Process
Search for opportunities Search for opportunities
Experiment and take risks – Learn fromExperiment and take risks – Learn from mistakesmistakes
The Leadership Challenge – Kouzes and Posner
Enable Others to ActEnable Others to Act
Foster CollaborationFoster Collaboration
Strengthen others by sharing powerStrengthen others by sharing power
The Leadership Challenge – Kouzes and Posner
21
The Organizational Focus
0%
20%
40%
60%
80%
100%
Engaged
Not Engaged
Actively Disengaged22%
33%
45%
Weakness
38%
61%
Strengths1%
Ignored
40%
57%
2%
Copyright © 2004 The Gallup Organization, Princeton, NJ. All rights reserved.
16%
55%
29%
2004 Poll
Hershey and Blanchard’s Situational Hershey and Blanchard’s Situational Leadership ModelLeadership Model
Follower ReadinessFollower Readiness
Mat
ure
Mat
ure
Imm
atureIm
mature
RE
LA
TIO
NS
HIP
R
EL
AT
ION
SH
IP
OR
IEN
TE
DO
RIE
NT
ED
R2 R1R3R4
S4 S1
S3 S2
ModerateModerate LowLowHighHigh
High
Relationship
and
Low Task
D
ELE
GA
TI N
SELLI N
G
TELLI NG
High Task
and
High
Relationship
Low
Relationship
and
Low Task
High Task
and
Low
Relationship
G
TASK ORIENTED LEADERSHIPTASK ORIENTED LEADERSHIPHighLow
High
Low
15.6
SUPP
OR
TIN
G
Encourage the HeartEncourage the Heart
Recognize contributionsRecognize contributions
Celebrate the values and victories Celebrate the values and victories
The Leadership Challenge – Kouzes and Posner
Course work and self-
study20%
Other people20%Trial and
error experience
60%
How We LearnHow We LearnHow We LearnHow We Learn
The Leadership Challenge – Kouzes and Posner
Personal Personal Extended Learning OpportunityExtended Learning Opportunity
List three things you will do to improve your List three things you will do to improve your leadership skills.leadership skills.
1.1. ________________________________________________________________________
2.2. ________________________________________________________________________
3.3. ________________________________________________________________________
List three things you will do to improve your List three things you will do to improve your leadership skills.leadership skills.
1.1. ________________________________________________________________________
2.2. ________________________________________________________________________
3.3. ________________________________________________________________________
Books of InterestBooks of Interest
Better TogetherBetter Together, Putnam, R., Feldstein L. and , Putnam, R., Feldstein L. and Cohen, D.Cohen, D.
Bowling Alone,Bowling Alone, Putnam, R. Putnam, R. The Leadership ChallengeThe Leadership Challenge, Kouzes and Posner, Kouzes and Posner Leader’s CompassLeader’s Compass – Dennis Haley and Ed Ruggero – Dennis Haley and Ed Ruggero The 8The 8thth Habit Habit, Steven Covey, Steven Covey The ServantThe Servant, James Hunter, James Hunter The SecretThe Secret, Mark Miller and Ken Blanchard, Mark Miller and Ken Blanchard
Save the Dates:Save the Dates:October 13-16, 2009October 13-16, 2009
-www.blueridgeleadership.com--www.blueridgeleadership.com-
top related