Leadership Development Master ClassModule 4 Leadership:Core Character and CompetenceLet us reflect again on the what of leadership.Leadership is about people Influencing people Influence related to power?legitimate power reward power expert power information power I am your manager legitimate power reward power expert power information power I have authority to give you a bonus legitimate power reward power expert power information power I have knowledge and skill and can train and develop or solve problems legitimate power reward power expert power information power I have important information/access to important information What about visionary power?And relationship power?http:/ has the power?The LeadersA little more aboutclimate specifically work climate30%OF DIFFERENTIATION ATTRIBUTABLE TO HIGH PERFORMANCE CLIMATEThe classic success causal relationshipModern success causal relationshipSo leadership matters and it is all aboutSo what do leaders do?DoNotesPersonal ResponsibilityFrom Enron,to global financial crisisSimplify Tony Manning,Jack WelchUnderstand Breadth,Depth,and ContextThe most important thing Ive learned since becoming CEO is context.Its how your company fits in with the world and how you respond to it.”GEs CEO Jeff Immelt Leaders learn constantly and also have to learn how to teachGEs CEO Jeff Immelt Stay disciplined and detailed“Michael Dell can tell you how many computers were shipped from Singapore yesterday.Like people“So its critical to understand people,to always be fair,and to want the best in them.”Jeff Immelt In HBR,Kotter show the leader task by contrasting it to managementManagement LeadershipPlanning and BudgetingSetting a DirectionOrganizing and StaffingAligning PeopleControlling and Problem SolvingMotivating People“Motivation and inspiration energize people,not by pushing them in the right direction butby satisfying basic human needs”John Kotter HBR,1990According to Kouzes and Posner our first challenge is to rid ourselves of these outdated traditions and mythsA field guide for LeadershipBy Jim Kouzes and Barry PosnerA field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:The ideal organization is orderly and stable,and can and should run like clock workFact:The best leadership achievements come from challenging the process,changing things,shaking up the organizationA field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:Leader as“renegade”who magnetizes a band of followers with courageous actsFact:Leaders attract constituents not because of their willful defiance,but because the leader has a deep faith in the human capacity to adapt and growA field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:Good managers focus on the short term.Fact:Effective leaders have a long term future orientationA field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:Leaders are visionaries with Merlin-like powers Fact:Leaders must have a vision,a sense of direction,but not psychic foresight.It can be their original thinking or someone elses.A field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:Leaders ought to be cool,aloof and analytical;they should separate emotions from workFact:When real life leaders discuss what they are proudest of in their own careers they describe feelings of inspiration,passion,elation,intensity,challenge,caring and kindness and yes,even loveA field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:Leaders have the special gift of Charisma!Fact:Leaders dynamism comes from a strong belief in a purpose and a willingness to express that convictionA field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:The job of management is primarily one of control:of resources including time,money materials and people.Fact:The more leaders control others,the less likely it is that people will excel,the less theyll be trusted.Leaders dont command and control;they support and serve.A field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:Its lonely at the topFact:The most effective leaders are involved and in touch with those they lead.They care deeply about them,and often refer to them as family.A field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:Leaders are superior those on top are automatically leaders.Fact:Leadership isnt a place:its a process.It involves skills and abilities useful in the executive suite and on the front line.A field guide for LeadershipBy Jim Kouzes and Barry PosnerMyth:Leaders are born,not made.Fact:Leadership is not in a gene;it is an observable,learnable set of practices.The belief that leadership cant be learned is a powerful deterrent to leadership developmentA field guide for LeadershipBy Jim Kouzes and Barry Posner Model The Way Inspire A Shared Vision Challenge The Process Enable Others To Act Encourage The HeartSo now we know what they do but what must they haveThe Most Admired Characteristics of a Leader 21%Ambitious 40%Broad-minded 20%Caring 66%Competent 28%Cooperative 20%Courageous 33%Dependable 24%Determined 42%Fair-minded 71%Forward-looking 88%Honest 23%Imaginative 6%Independent 65%Inspiring 47%Intelligent 14%Loyal 17%Mature 8%Self-controlled 34%Straightforward 35%SupportiveThe Leadership CoreHonestForward-lookingInspiring-InfluencingCompetentThe Ritz Honesty and climateThe Ritz HonestyThe Ritz Honesty and climateMartin Luther King Jr“I have a dream”Forward LookingCollin.P.Huntington“We shall build good ships here-At a profit if we can-At a loss if we must-But always good ships”Newport News Ship Building Company 1891 Forward LookingWinston Churchill“Before you can inspire with emotion,you must be swamped with it yourself.Before you can move their tears,your own must flow.To convince them,you must yourself believe.”InspiringDee Hock“The problem is never how to get new,innovative thoughts into your mind,but how to get the old ones out.”CompetentNow lets reflect on leadership competence1Organization cultureYouAnd values?ESPOUSEDIN ACTIONAnd the impact of work climate2John W.GardnerCommunication between leader and constituent is at the heart of everything CommunicationKouzes and PosnerNinety percent of executives rate themselves as effective communicators.Only thirty percent of their subordinates agree.CommunicationKouzes and PosnerThe biggest problem with leadership communication is the illusion that it has occurred.CommunicationAntonio R.DamasioNeurologists agree that facts,emotions and symbols must be created as“images”in order for the brain to order them,process them and produce thought.Creating images is essential.And“images”include sights,sounds,smells and feelings.CommunicationEvery year since 1950,the number of American children gunned down has doubled.CommunicationLet Us Remember Those.Communication CommunicationHow big is an acre of land CommunicationThe Size of A Football Field CommunicationThe Power of a Story CommunicationHarley executive,quoted in Results-based Leadership“What we sell is the opportunity for a 43 year-old accountant to dress up in black leather,ride through small towns and have people be afraid of him.”Communication CommunicationThey Did Not Say A Word,Yet They Were Communicating Perfectly Communication Communication Remember!“The facts may not be boring but you might be”Remember!“When leaders fail to communicate in facts,emotions,and symbols,constituents will fill in the blanks”3Emotions are the messengers of the soul Anon Emotional Intelligence(EQ)“Reason without emotion is neurologically impossible.”Dr.Antonio Damasio,Descartes Error:Emotions,Reason,and The Human Brain Emotional Intelligence(EQ)Intelligence Contribution to SuccessEQ Contribution to Success Emotional Intelligence(EQ)Under the pressure of change EQ is extremely important Emotional Intelligence(EQ)Increasing Self AwarenessIncreasing Self AwarenessIntrospectionSelf-observationSelf-disclosureSocial comparisonInteraction with diverse people“Anger is one of the greatest teachers that we can have in the pursuit of emotional intelligence.”Frances Wilks 1998Why do we choose it?To gain controlTo get what we wantTo get others to help usTo hide real feelingsTo avoid responsibility But Anger Is A Choice”Anger is the one emotion that does the most harm to the heart”Dr Redford Williams Building Self ImageForgive(self and others)Build and apply skillsContributeUse the power of nowDevelop healthy habits(diet,exercise etc)Social IntelligenceSocial Intelligence4Orchestrating Individual PerformanceElevating Discretionary EffortCopyright 1992-1999 The Gallup Organization,Princeton,NJDo you know what is expected of you at work?Do you have the materials and equipment you need to do your work right?At work,do you have the opportunity to do what you do best every day?In the last seven days,have you received recognition or praise for doing good work?Does your supervisor,or someone at work,seem to care about you as a person?Is there someone at work who encourages your development?At work,do your opinions seem to count?Does the mission/purpose of your company make you feel your job is important?Are your associates(fellow employees)committed to doing quality work?Do you have a best friend at work?In the last six months,has someone at work talked to you about your progress?In the last year,have you had opportunities at work to learn and grow?5Orchestrating Team PerformanceAgain A Cynical ViewAgain A Cynical ViewClarity of purpose;Strong individuals;Focus;Roles and role flexibility;Training and competence;Trust;Commitment;Communication;Line of sight between performanceand reward.6Organizational LeadershipIndividual and teamLeadership leading peopleOrganizational LeadershipOrganization leadership-building an enduring enterpriseOrganizational Leadership Capacity 2000 CCOrganizational LeadershipSourcesDescartes Error:Emotion,Reason and the Human BrainBy Antonio R.DamasioPublished by Penguin Books,2005ISBN 014303622X,9780143036227The Leadership Challenge:how to get extraordinary things done in organizationsBy James M.Kouzes,Barry Z.Posner,Thomas J.PetersPublished by Jossey-Bass Publication,1990Original from the University of MichiganDigitized 23 Aug 2007ISBN 155542211X,SourcesEmotional IntelligenceBy Daniel GolemanPublished by Bantam Books,1995ISBN 055309503X,9780553095036http:/www.minnaar-http:/https:/。