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Topic 7 :Leadership and ChangePeter SidorkoDeputy LibrarianThe
University of Hong Kong
Redefining Libraries:Web 2.0 and other ChallengesMay 2007
Xiamen, China
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Overview Defining leadership Leaders vs managers Leadership and
change Emotional intelligence (EI)
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Defining leadershipThe quality of leadership, more than any
other single factor, determines the success or failure of an
organization. - Fred Fiedler & Martin Chemers Improving
Leadership Effectiveness
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Leadership A new leader has to be able to change an organization
that is dreamless, soulless and visionless ... someone's got to
make a wake up call. (Warren Bennis)The only real training for
leadership is leadership. (Anthony Jay) You do not lead by hitting
people over the head that's assault, not leadership. (Dwight D.
Eisenhower)
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Leadership is rallying people toward a better futureMarcus
Buckingham
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What do leaders do?Define a Future Provide clear vision and
direction Mission (What is my job?) ()Set goals and celebrate them
when achieved Openly identify problems (and unify to solve them)
()Support initiative-taking and leadership at all levels
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What do leaders do?Provide clarity Talk the walk and walk the
talk Actions speak louder than words Resolve conflict You and me
against the problem Distinguish between challenges to authority and
challenges to ideas Manage change Increase communication and
encourage others to do likewise.
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Situational leadershipDifferent situations require different
leadership styles Most successful situations occur when style and
situational needs coincide Most situations require more than one
style Most of us have more than one style but we are probably
better at some than others
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Leadership behavioursSupportive and directive modelFrom
Blanchard and Hersey
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Direction vs supportDirecting/telling (S1) Leaders define the
roles and tasks of the 'follower', and supervise them closely.
Decisions are made by the leader and announced, so communication is
largely one-way. /(S1) Coaching/selling (S2) Leaders still define
roles and tasks, but seeks ideas and suggestions from the follower.
Decisions remain the leader's prerogative, but communication is
much more two-way.(S2)
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Direction vs supportSupporting/participation (S3) Leaders pass
day-to-day decisions, such as task allocation and processes, to the
follower. The leader facilitates and takes part in decisions, but
control is with the follower. (S3)
Delegating (S4) Leaders are still involved in decisions and
problem-solving, but control is with the follower. The follower
decides when and how the leader will be involved. (S4)
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Developmental levels of staff Competence: has the necessary
knowledge, experience and skill Commitment: has the necessary
confidence, willingness and motivation D4 High Competence/High
Commitment /D3 High Competence/Variable Commitment /D2 Some
Competence/Low Commitment /D1 Low Competence/Low Commitment /
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Management is doing things right; Leadership is doing the right
things Drucker/Bennis
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Management is efficiency in climbing the ladder of success;
leadership determines whether the ladder is leaning against the
right wall
Stephen R. Covey
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Leaders vs managersachieve results through others byKotter, J
(2001), What leaders really do, Harvard Business Review, Vol 79,
no. 11, pp85-96.Cope with and produce change Create value Establish
direction through vision and strategy Aligning people and getting
buy-in Motivating and inspiring to execute Helping the organisation
grow, evolve and adapt Emphasising transformation
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Leaders vs managersachieve results through others byKotter, J
(2001), What leaders really do, Harvard Business Review, Vol 79,
no. 11, pp85-96.Cope with complexity and produce consistency
Preserve value Planning and budgeting Organising and staffing
Controlling and problem solving to execute Making the organisation
run efficiently Emphasising transactions
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Discussion exerciseThink of a great leader or boss you know.
What qualities do they have that makes him or her a great leader?
What other qualities make for a great leader or good boss? Think of
a leader or boss who you would try to avoid. What qualities did
this person have that made him or her someone who you would not
want to work for or follow? Why was this person not effective?
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Leadership and change
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Education is the most powerful weapon which you can use to
change the world. (Nelson Mandela)
Every organization must be prepared to abandon everything it
does to survive in the future. (Peter Drucker)
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Kotters rules for successful change 1 Establishing a Sense of
Urgency 2 Creating the Guiding Coalition 3 Developing a Vision and
Strategy 4 Communicating the Change Vision 5 Empowering Employees
for Broad-Based Action 6 Generating Short-Term Wins 7 Consolidating
Gains and Producing More Change 8 Anchoring New Approaches in the
Culture
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10 commandments of implementing changeAnalyse the organisation
and its need for change Create a shared vision and common direction
Separate from the past Create a sense of urgency Support a strong
leader Line up political sponsorship Craft an implementation plan
Develop enabling structures Communicate, involve people and be
honest Reinforce and institutionalise change. Jick, T.D. &
Peiperl, M.A., Managing change: case and concepts, 2nd ed., Boston:
Irwin, 2003.
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Change in academiadissatisfaction with the status quo a clear
mandate a spirit of shared ownership crisis availability of time
(patience) consistency of vision opportunities for multiple venues
for conversations allocation of appropriate and adequate resources
open communication
Leading Institutional Change: A National Workshop for College
and University Teams (January 2000)
http://www.thenationalacademy.org/Ready/success.html
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the will to implement repeated articulation of vision powerful
and consistent metaphors assessment and willingness to adjust
celebration of approximations of success continuous cultural change
a collective understanding of why and how change is being
undertaken
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recognizing the fear associated with change an integrated and
collective leadership the right data at the right time in the
process a focus on teaching and learning; a focus on students
anticipating sources of resistance and being prepared with
responses recognizing multiple cultures tangible rewards for
faculty engaged in change linking all change efforts to mission
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Recurring themes for successful changeVision Leadership
Communication The art of communication is the language of
leadership Vision(James Humes)
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Leadership and ChangeExercise :Think of a change that was
implemented at your workplace. Share the experience with your team.
Was the change successful? What made it so? Could the change have
been better executed? How?
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Leadership and emotional intelligence
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Two kinds of intelligenceIntellectual (IQ) Emotional (EQ) IQ
gets you the job, EQ makes you successful Emotional intelligence is
twice as important as all other factors for success in jobs at all
levels.90% of the difference between outstanding leaders and
average leaders is due to emotional intelligence.
Daniel Goleman
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Emotional Intelligence (EI)The workplace is changing, and
changing fast. It is no longer just how smart we are, by our
professional training and expertise, which determines success in
careers. Today, more than ever, personal qualities like initiative,
empathy, adaptability and persuasiveness feature prominently.
Whatever the career, understanding how to cultivate these
capabilities is essential for success. Tey Tsun Hang, Emotional
Intelligence and Careers, CDTL Brief, March 1999, Vol. 2 No. 1,
http://www.cdtl.nus.edu.sg/brief/v2n1/sec3.htm
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Emotional competence and EQPersonal competencies determine how
we manage ourselves. self-awareness self-regulation motivation
Social competencies determine how well we handle relationships.
empathy social skills When measured together they determine our
EQ
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emotional competencies can be cultivated with the right
practice. Unlike IQ, they can improve tremendously throughout life
emotional intelligence tends to increase as we learn to be more
aware of our moods, to handle distressing emotions better, to
listen and empathise. In the new workplace, with its emphasis on
flexibility, teams and a strong customer orientation, this crucial
set of emotional competencies is becoming increasingly essential
for excellence in every job. Tey Tsun Hang, Emotional Intelligence
and Careers, CDTL Brief, March 1999, Vol. 2 No. 1
http://www.cdtl.nus.edu.sg/brief/v2n1/sec3.htm.
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Developing your emotional intelligence Focus on Development
OpportunitiesBe realistic: everyone has a few areas that can be
improved. What behaviors, habits and attitudes do you feel need to
be developed in order to enhance your emotional
effectiveness.Emotional intelligence has as much to do with knowing
when and how to express emotion as it does with controlling it.
.
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Leadership and change: A reflectionKnow who you are Knowledge,
skills, and experience Core values (internal guidance system)
()Understand where you are (and how you got there) ()Context
(history, culture, style) Opportunities (challenges, resources)
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Leadership and change: A reflectionRecognise what you do (and
why you do it) Visioning and inspiring Assessing, planning,
organizing, managing Be conscious of how you do it Communicating
and collaborating Leadership style
What is my job?
First response: I deliver library and technology services to the
campus community.
Second response: I ensure that library and technology services
support the teaching, research and service mission of the
university
Third response: My job is to make the KU degree the most
valuable it can be and to contribute to the growth of knowledge.
Demonstrates that you understand the Big picture
What you choose to call your customers, users, clients, can make
a difference.
D4 Experienced at the job, and comfortable with their own
ability to do it well. May even be more skilled than the leader.D3
Experienced and capable, but may lack the confidence to go it
alone, or the motivation to do it well / quickly D2 May have some
relevant skills, but won't be able to do the job without help. The
task or the situation may be new to them D1