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Mgt. 667 – LeadershipMgt. 667 – LeadershipWeek 7Week 7
Rex MitchellRex MitchellSpring 2006Spring 2006
Leadership assessment & Leadership assessment & development plansdevelopment plans
Some excellent, almost all quite goodSome excellent, almost all quite good
Most made good use of data, were honest, had Most made good use of data, were honest, had introspectionintrospection
Better plans were specific & focusedBetter plans were specific & focused
Are more likely to try new behaviors when you think through (better to role-play) how you will try them in a specific situation
How to gauge progress?
Helps to disclose your plans
Need to continue actions past next week!
PowerPower: potential ability to influence : potential ability to influence behavior, events …get people to do things behavior, events …get people to do things they would not do otherwisethey would not do otherwise
Influence, politicsInfluence, politics: processes & actions : processes & actions through which potential power is usedthrough which potential power is used
LeadershipLeadership: art of mobilizing others to : art of mobilizing others to want to struggle for shared aspirationswant to struggle for shared aspirations
Sources of PowerSources of Power
Formal authority & reputationFormal authority & reputation
ResourcesResources
System connections & positioningSystem connections & positioning
ExpertiseExpertise
PersonalPersonal
1. Formal authority & reputation1. Formal authority & reputationShould distinguish between theseShould distinguish between these
Formal authority particularly important Formal authority particularly important where?where?– MilitaryMilitary– PolicePolice– Some government organizationsSome government organizations
Formal relatively less important where?Formal relatively less important where?– New organizationsNew organizations– High-tech, R&D organizationsHigh-tech, R&D organizations– UniversitiesUniversities
2. Resources2. Resources
ControlControl
AcquisitionAcquisition
CreationCreation
… …giving ability to reward and punishgiving ability to reward and punish
3. System connections & 3. System connections & positioningpositioning
CentralityCentrality
Political accessPolitical access
VisibilityVisibility
Relevance (alignment)Relevance (alignment)
CriticalityCriticality
DiscretionDiscretion
Non-substitutabilityNon-substitutability
4. Expertise4. Expertise
KSAs (knowledge, skills, abilities)KSAs (knowledge, skills, abilities)
PerformancePerformance
Professional credibilityProfessional credibility
Fit with organizational needs & prioritiesFit with organizational needs & priorities
5. Personal5. PersonalCharismaCharisma
AttractivenessAttractiveness
Energy, staminaEnergy, stamina
FocusFocus
DeterminationDetermination
Interpersonal skillsInterpersonal skills
Personal reputationPersonal reputation
FlexibilityFlexibility
Able to engage effectively, even confrontAble to engage effectively, even confront
Able to let others get creditAble to let others get credit
LBJ ExampleLBJ Example
At 23, in 1931, arrived in Washington as At 23, in 1931, arrived in Washington as secretary to Congressman Richard Klebergsecretary to Congressman Richard Kleberg
Saw “Little Congress” (inactive secretaries’ club) Saw “Little Congress” (inactive secretaries’ club) as opportunityas opportunity
Got himself elected Speaker of itGot himself elected Speaker of it
Transformed it with speakers, then press, then Transformed it with speakers, then press, then members of congressmembers of congress
Provided press with information & access, Provided press with information & access, politicians with coverage, and aides with politicians with coverage, and aides with involvementinvolvement
LBJ - 2LBJ - 2
While still secretary to Congressman While still secretary to Congressman Kleberg, cultivated connections and Kleberg, cultivated connections and friendships with powerful figuresfriendships with powerful figures
Got huge extra allocation of patronage Got huge extra allocation of patronage jobs for Klebergjobs for Kleberg
Tireless in efforts to know & be known by Tireless in efforts to know & be known by othersothers
LBJ - 3LBJ - 3Elected to Congress in 1938 at age of 30Elected to Congress in 1938 at age of 30
Very active in getting public works projects for Very active in getting public works projects for his districthis district
This led to ample contributionsThis led to ample contributions
Particularly cultivated Sam Rayburn (lonely, Particularly cultivated Sam Rayburn (lonely, Texan, powerful Speaker of the House)Texan, powerful Speaker of the House)
Elected senator in 1948Elected senator in 1948– Changed political stance to conservativeChanged political stance to conservative
– Manic schedule, first with helicopterManic schedule, first with helicopter
– Won primary by 87 votes in over a million, all from a Won primary by 87 votes in over a million, all from a suspicious ballot box from one countysuspicious ballot box from one county
LBJ - 4LBJ - 4
Cultivated Richard RussellCultivated Richard Russell
Molded self as a conservative SouthernerMolded self as a conservative Southerner
Elected Minority Whip, then Minority Leader, Elected Minority Whip, then Minority Leader, then Majority Leader in 1954then Majority Leader in 1954
Built his “good old boy” network in the Senate Built his “good old boy” network in the Senate and beyond, including Pres. Eisenhowerand beyond, including Pres. Eisenhower
Tremendous energy, long hoursTremendous energy, long hours
Focused, avoided oil deals, considering future Focused, avoided oil deals, considering future plans to run for presidentplans to run for president
LBJ - 5LBJ - 5
Social events for political purposesSocial events for political purposes
Proposed to wife on first dateProposed to wife on first date
Lost 1960 nomination to JFK, became his VP, Lost 1960 nomination to JFK, became his VP, then President in 1963then President in 1963
Moved between conservative and liberal, e.g., Moved between conservative and liberal, e.g., Great Society programGreat Society program
Continued to use the “Johnson treatment” Continued to use the “Johnson treatment” (intensively working over others with charm, (intensively working over others with charm, promises, threats and/or intimidation)promises, threats and/or intimidation)
LBJ - 6LBJ - 6
Not just the Vietnam War caused loss of powerNot just the Vietnam War caused loss of power
He lost power primarily by not changing as the He lost power primarily by not changing as the environment changed around him, and environment changed around him, and consequently did not run for reelection in 1968consequently did not run for reelection in 1968
Problems with old ways (private, secret deals, Problems with old ways (private, secret deals, telling different things to different people…)telling different things to different people…)
Different reactions to the “Johnson treatment” Different reactions to the “Johnson treatment”
TV and media had become very importantTV and media had become very important
Exercise on Instrument 5Exercise on Instrument 5(Sources of Power)(Sources of Power)
In groups, one starts with description of In groups, one starts with description of person pickedperson picked
Give scores on five sources & discuss Give scores on five sources & discuss conclusions between scores & experience conclusions between scores & experience of the personof the person
Group helps extend & enrich discussionGroup helps extend & enrich discussion
Repeat with another personRepeat with another person
Engaging with ReadingsEngaging with ReadingsWhat are my reactions to this: thoughts, feelings?
What do I agree with, like, want to remember and use? Why?
What do I disagree with, wish were different, would change, would expand on...? Why?
What connections & expansions can I make from my experience?
Pfeffer on Sources of PowerPfeffer on Sources of Power
Ch. 4-9Ch. 4-9
YourYour
– ReactionsReactions
– AgreementsAgreements
– DisagreementsDisagreements
– ExpansionsExpansions
How about:How about:
(111) Three aspects of centrality:(111) Three aspects of centrality:– BetweennessBetweenness– ConnectednessConnectedness– Proximity/closenessProximity/closeness
(135-7) Self-fulfilling prophecies(135-7) Self-fulfilling prophecies
(143) Performance means:(143) Performance means:– Being knowledgeableBeing knowledgeable– Protecting the bossProtecting the boss– Making the boss and unit look goodMaking the boss and unit look good
FramingFraming
Selecting & emphasizing certain aspects
Excluding or minimizing others
Clarifying objectives and constraints
Provides context for discussion or negotiations
Framing ExampleFraming Example
1. Things are so uncertain with our business, we'd better not "rock the boat!"
2. Our business is in such a nose dive, we must do something different right away or we will lose it all!
3. Our business has major troubles. We need some help in diagnosing the problems and developing solutions.
Another 3-Part Framing ExampleAnother 3-Part Framing Example
1. This is land settled by our ancestors thousands of years ago, under direction from God, resettled by our fathers over half a century ago, and developed and improved by our people since. This land is vital to the protection of our people from the criminal terrorist attacks of the Palestinians, who Palestinian leaders have refused to control. We must never give up one inch of this land!
2. This is land inhabited by our ancestors for
thousands of years. This land is vital to
the development of a viable Palestinian
homeland, which should be an
independent Palestinian state. There can
be no peace until we regain our rightful
possession of this land!
3. This is very special land, characterized
by thousands of years of history involving
ancestors of you both. It has historical
and religious importance for both of you.
You both have a sincere desire to find a
solution to the conflict that allows you to
share this land in an appropriate way and
that provides a basis for your people to
live side-by-side in peace.
Example of ReframingExample of Reframing
FromFrom: She is not a team player: She is not a team player
ToTo: She is unusually clear about what she : She is unusually clear about what she wantswants
Another Reframing ExampleAnother Reframing Example
FromFrom: “Your demands are ridiculous and : “Your demands are ridiculous and you’re trying to put me out of business!”you’re trying to put me out of business!”
ToTo: “Although you object to my last : “Although you object to my last proposal, I still believe you are willing to proposal, I still believe you are willing to work with me to develop a solution that we work with me to develop a solution that we both can live with.”both can live with.”
Framing ExerciseFraming Exercise
Individually, pick a conflict situation you Individually, pick a conflict situation you know wellknow well
Write out (briefly) a frame from the Write out (briefly) a frame from the standpoint of two different partiesstandpoint of two different parties
Develop a third frame that might bridge Develop a third frame that might bridge between the initial two framesbetween the initial two frames
Share some examplesShare some examples
Framing can…Framing can…
Determine which issues get attentionDetermine which issues get attention
How the issues will be approachedHow the issues will be approached
Provide opportunities to explain reasoningProvide opportunities to explain reasoning
Create a bridge between parties in conflictCreate a bridge between parties in conflict
Be misused and abusedBe misused and abused
Help leaders manage meaning – to Help leaders manage meaning – to mobilize others to want to struggle for mobilize others to want to struggle for shared aspirationsshared aspirations
Next (Last) TimeNext (Last) Time
Rest of Pfeffer bookRest of Pfeffer book
Do & score Instrument 6Do & score Instrument 6
Read cases 7 & 8; make notes on Read cases 7 & 8; make notes on questionsquestions
Integrative paperIntegrative paper
One-page progress report on leadership One-page progress report on leadership development plan implementation so fardevelopment plan implementation so far
Peer ratings & class evaluationPeer ratings & class evaluation