There is good alignment between what the company says it stands for and what employees actually experience and believe in. Values are consistently demonstrated from top to bottom. Principle 2: Distributed Leadership • Leadership is distributed throughout the organisation.

1. Day 1
Leadership
And
Social Responsibilities
WHO IS A LEADER
Instructor: Ed Sawyer

2. Essential Readings
1.Lussier, Robert N, Achua, Christopher. (2007) Effective 3rd edition. Thomson
South-Western
Supplementary
1.Lussier, Robert N. (2004) Leadership – Theory, Application, Skill Development 2nd
edition. Thomson South-Western
2.Bratton, John. (2005). Organizational Leadership. Thomson South-Western
3.Whetten, Cameron (2005). Developing Management Skills 5th edition. Prentice
Hall
4.Daft Richard L. (2005). The Leadership Experience. Thomson South-Western
5.Potoker, Elaine S. (2005). Managing Diverse Working Styles: The Leadership
Competitive Advantage. Thomson South-Western.

3. Assessments
Assessment 1
Exam Mid Term 2 hour duration
Assessment 2
Final Exam 3 hour duration
Assessment 3
Assignment 2000 words Due -

4. 5 Key Elements of Leadership
• Leader – Follower Relationship
• Influence
• Organisational Objectives
• Change
• People

5. Influence
Leaders-Followers Organizational
Leadership Objectives
Change People

6.  Benchmarking. Total Quality Management. Customer Focused. Best Practices.
Globalisation. Information technology. Flexible manufacturing. Lean
manufacturing. Micromarketing. Competitive advantage. Core competencies.
Capabilities. Strategic intent. Strategic alliances. Partnering. Outsourcing.
Networking. Time based competition. Continuous improvement. Business process
redesign. Cross functional teams. Mission statements. Concurrent engineering.
Downsizing. Right sizing. Delayering. Information. Revitalisation. Restructuring.
Reengineering. Organisational redesign. Job redesign. Culture change.
Gainsharing.
 Pay-for-performance. Computer aided design. Computer aided engineering.
Computer aided manufacturing. Computer integrated manufacturing. Asset
management. The new organisation. The learning organisation. The network
organisation. The innovative organisation. The informated organisation. The
adaptive organisation. The hybrid organisation. The empowered organisation. The
transnational organisation. Knowledge workers. Entrepreneurs. Intrapreneurs.Key
Performance Indicators.Key Value Drivers. Key result Areas. Open Book
Management. Balanced Scorecard. Had enough? There are more……….

7. Leadership Roles
 Interpersonal Roles
◦ Figure head
◦ Leader
◦ Liaison
 Informational Roles
◦ Monitoring
◦ Disseminator
◦ Spokesperson
 Decisional Roles
◦ Entrepreneur
◦ Disturbance Handler
◦ Resource Allocator
◦ Negotiator

8. Leadership Theory
• Traits – Leaders are born not made
Looking for a set of traits which would identify a
leader e.g. dominance, self reliance, high energy
• Behaviour – What leaders do, and how they do it
• Leadership roles Interpersonal, Informational
Decisional
• Task Leadership
• People orientated

9. Leadership Theory
• Contingency – No one good leadership style
for all situations
Study to understand which leadership styles
would work in any given situation
• Integrated – Combining “Trait” “Behavioural”
and “Contingency” Theories

10. Leadership Theory
• Management to Leadership – Democratic
Form of Leadership
• Managers were generally autocratic, this has
change to distributed leadership
• Managers had a tight reign on controls and
employees – this has changed to employees
ownership of tasks and processes
• Management was top down

11. Day 2
LEADERSHIP TRAITS AND ETHICS

12. Task orientated Vs People Orientated
There is a growing understanding in management
and leadership that people are an important
aspects of the success of the company.
Managers that do not have the relevant skills to
deal with people will have difficulty moving up
the corporate ladder.
In the traits of an effective leader, there is a fine
line between good and bad

13. Bullying style
Cold, aloof, arrogant
6
Betrayed personal trust
Major
Reasons 4. Self-centered
for Specific performance
problems
Executive
Over managed
Derailment

14. Dominance
• An important aspect of leadership
• Dominant leaders will take charge, however
this done incorrectly may be seen as
bossy, pushy arrogant or bullying.
High Energy
• A drive to achieve
• Ability to tolerate stress
• Enthusiasm
• Drive to achieve

15. Self Confidence
• Decision making
• Capable
• Self confidence can influence others by having
a reassuring effect
Locus of Control
• Belief that they are in control of their life and
destiny
• Future oriented
• Learn from mistakes

16. Stability
• Emotionally in control
• Secure and positive
Integrity
• Honesty to self and others
• Trusting – able to trust other to do
their work

17. Intelligence - IQ
• Generally have an above average intelligence
• Cognitive ability to think critically
Emotional Intelligence EQ
• Ability to work well with people
• Ability to understand others
emotions/feelings

18. Flexibility
• Able to adjust
• Leaders bring about change – therefore must
be able to adjust
Sensitive to Others
• Understand the individual and group needs and
wants
• Empathy

19. Douglas McGregor Theory X and Y
• Theory X
– Believe that people generally dislike work and
they must be closely supervised
– People are lazy.
– People lack ambition
– People dislike responsibility
– People are self-centered
– People don’t like change

20. Douglas McGregor Theory X and Y
• Theory Y
– Believe that people generally want to do their best at
work, and given the chance will do what is best for the
company
– People are energetic.
– People want to make contributions.
– People do have ambition
– People will seek responsibility
This may be self prophesising as people will generally
rise to the expectation of their leaders

21. Ethics
• Differences between unethical and unlawful
• Ethic often relates to cultural beliefs, or
practices
• Situation can often influence the position of a
persons ethics

22. Ethics
Four considerations in ethical decision making
• 1 the utilitarian approach
• 2 the individualism approach
• 3 the moral rights approach
• 4 the justice approach

23. Ethics
The utilitarian approach
• The utilitarian approach holds that moral
behaviour produces the greatest good for the
greatest number.
• Critics of this approach fear a tendency
towards a ‘Big Brother’ approach and question
whether the common good is squeezing the
life out of the individual.

24. Ethics
The individualism approach
• The individualism approach contends that acts
are moral when they promote the individual's
best long-term interests, which ultimately
leads to the greater good.
• Individual self-direction is paramount.
• Individualism is believed to lead to honesty
and integrity, since that works best in the long
run.

25. Ethics
The moral rights approach
• The moral rights approach is the ethical
concept that moral decisions are those that
best maintain the rights of those people
affected by them.
• An ethical decision is one that avoids
interfering with the fundamental rights of
others.

26. Ethics
‘Moral rights’
• the right of free consent
• the right to privacy
• the right of freedom of conscience
• the right of free speech
• the right to due process
• the right to life and safety

27. Ethics
The justice approach
• The justice approach is the ethical concept that
moral decisions must be based on standards of
• equity, fairness and impartiality.
• Three types of justice approaches:
– distributive justice
– procedural justice
– compensatory justice.

28. Factors affecting ethical choices
the manager: levels or stages of moral development
◦ pre-conventional
◦ conventional
◦ post-conventional
 the organisation
 employment conflicts of interest
 environmental issues
 sexual harassment
 workplace safety
 employee privacy
 ethical conflicts in international business
 the security of company records
 affirmative action.

29. Day 3
LEADERSHIP BEHAVIOUR AND
MOTIVATION

31. Motivation and Leadership
• Push and Pull Factors of Motivation
• Hierarchy of Needs
• Maslow’s Hierarchy of needs suggests people are
motivated through five levels of needs
– Physiological
– Safety
– Belongingness
– Esteem
– Self actualisation

32. MASLOW’S HIERARCHY OF NEEDS

33. Two Factor Theory
• Maintenance – Extrinsic Motivators
– Motivators which comes from outside the person
• Pay
• Security
• Title
• Conditions
• Motivators – Intrinsic Motivators
– Motivators which comes from within the person
• Achievement
• Challenges
• Advancement

34. Two Factor Theory
• Are Intrinsic or Extrinsic factors a greater
motivation
• Which will keep and employee satisfied with
their work
The presence of Intrinsic or Extrinsic factors may
not be a motivator, however the lack of the
presence may be a de-motivator

35. Acquired Needs Theory
• All people have the need for
– Achievement
– Power
– Affiliation

36. Day 4
INFLUENCE POWER POLITICS
NETWORKING AND NEGOTIATION

37. Position Power Vs Personal Power
• Position Power comes from the perceived or
delegated power through being placed in a
position of leadership or management
• Personal Power comes from the personal
traits and behaviour
• They are relatively independent, however do
overlap

38. Legitimate Power
• Based on the legitimacy given to the person
by the company. This could include rank, title
etc.
• Power is influenced by the ability to give
rewards or punishment due to their required
position

39. Reward Power
• Based on the ability to give something as a
reward to another person.
 Similar to Reward Power, however it is the
ability to take away something or punish
another person.

40. Referent Power
• Based on the ability to influence someone due
to a relationship or loyalty.
 Based on the knowledge that person has
which can be used to influence people

41. Information Power
• Based on the ability to have the knowledge.
• Knowledge is not power, the use of knowledge
is power.
 Based on the relationships with people of
influence or power

42. 6 Degrees of Separation
Boundary Spanners
Connectors etc.

43. Negotiation

44. Day 5
CONTINGENCY LEADERSHIP THEORIES

45. Contingency Theory
• Effective Leadership depends on a variety of
variables

47. • Organisation are increasing looking for leaders
which understand contingency leadership
• Leaders must be able to adapt to the given
situation
• No one leadership style is suitable in all
situations

48. Day 6
COMMUNICATION COACHING AND
CONFLICT SKILLS

49. Communication
Interference Message Received
Message sent (Barriers) (Decoding)
(Encoding)
Medium
Feedback

50. All communication needs to be effective in order to demonstrate our
intention to our customer and colleague, and to deliver service and
responses quickly.
To help achieve effective communication, the following five rules apply:
1. Every message must have a purpose.
2. Messages should match the interests and abilities of the receiver.
3. Unnecessary words should be eliminated.
4. Chosen words should be within the experience range of the receiver.
5. Verbal messages should be clear and concise, using the correct words and
their pronunciation, along with appropriate
inflection, tone, language, speed and volume of voice.

51. Verbal communication involves sending and receiving messages via
language or speech (verbal communication) or via body language
(non-verbal).
For communication to occur there must be ‘feedback’: the receiver
must also send a message that indicates they have understood the
message that has been sent.
Without feedback, there is only monologue, not dialogue – without
feedback it is possible to argue that no real communication has
occurred.
Communication comprises both ‘verbal communication’ and ‘non-
verbal communication’:

52. The two main causes of breakdowns in communication are:
1. a lack of the necessary communication skills, and
2. a lack of motivation to communicate properly.
Factors that increase the chance of communication failure or breakdown
include:
 Hidden agendas – where the real message behind the communication is
something other than the message being sent
 Negative feelings – bad feelings built up in you by actions or words from
others.
 Personal traits – the way that an individual's personal characteristics
affect their natural communication ability: a person may naturally be an
'avoider', a 'joker' or a 'blamer' and these traits will affect both the
messages they send and the way they receive and interpret messages.

53. When working in the hospitality industry, there is a need to
communicate with both customers and other staff (colleagues).
It is important that all of these communications are conducted in a
polite, professional and friendly manner.
Who might communication occur with?
• Workmates/colleagues
• External customers and clients
• Local residents
• Visitors

54. The medium is the tool you use to communicate.
There are numerous mediums in the
workplace, including:
 Fax
 Email
 Speaking face-to-face
 Telephone
 Two-way communication systems
 Simple written messages
 Standard business forms eg: maintenance request
 Using an interpreter

55. Paraphrasing
• Paraphrasing is a form of feedback
• It allows the sender that the receiver has
understood the message

56. Conflict
• Conflict should be managed
• Conflict can be functional and dysfunctional
• Conflict can be due to a tangible or intangible
problem
• Conflict can arise from relationships

57. Conflict Management Styles
High Concern
High Concern Accommodating Collaborating for
for Passive Assertive
Others’ and
Others’ Needs You Win, I Lose You Win, I Win
Own Needs
Negotiating
Assertive
You Win Some, I Win Some
Low Concern Avoiding Forcing High Concern
for Passive Aggressive for
Others’ and You Lose, I Lose You Lose, I Win Own Needs
Own Needs
4-13

58. Accommodating Conflict
• Accommodating is when one person or group
attempts to resolve the conflict by giving the
other person or persons what they want or
need
• This may not achieve the best for both parties
• May result in further conflict

59. Avoiding Conflict
• Avoiding is when one person or group
attempts to resolve the conflict by ignoring
the issue or person
• This may not achieve the best for both parties
• May result in further conflict or escalation of
the conflict
• Can be used successfully in some situations

60. Negotiating Conflict
• Negotiating is the use give and take concessions
(bartering)
• This may achieve for both parties a middle
ground of compromise where both parties are
satisfied
• May result in less than favourable results or
productivity
• This is often seen in budget reviews where
management will ask for more, yet expect less.

61. Collaborating Conflict
• Collaborating is finding a way to jointly resolve
a situation ( Win/win)
• This may achieve the best for both parties
• Rather than finding a middle ground, thus
dividing the pie, collaborating will try to grow
the pie.
• May be time consuming to ensure the best for
both parties

62. Forcing Conflict
• Forcing is using bullying or standover tactics to
force the resolution, usually in one person’s
favour
• This may achieve the resentment and an
unco-operative outcome
• Forcing may be used when safety or legal
considerations are paramount

63. Day 7
LEADER/FOLLOWER RELATIONS

64.  Alignment
 Distributed Leadership
 Integration of Effort
 Out Front
 Up Front
 Resourcing the Future
 Time Based
 Bias for Action
 Learning Focus
 Discipline
 Measurement/Feedback
 Customer Value
 Capabilities
 Micro to Macro
Adapted from Prof Danny Samson

65. Principle 1 : Alignment
• There is good alignment of employee values and
articulated company values.
• There is good alignment of employee mindsets
and strategic business imperatives.
• These values and mindsets guide employee
behaviors and are aligned with customer
requirements, the stated strategy and the
financial performance requirements of the firm.

66. Principle 2 : ‘Distributed’ Leadership
 Senior Managers in great companies are having less
and less to do with organizational and day to day
operational issues. These have been devolved to
individuals and work groups who have been given, and
who accept, increased decision making authority,
responsibility and accountability.
 Managers pull back from managing the short term and
focus on creating and resourcing the medium and
long-term for the firm. They have become strategists
and change agents.

67. Principle 3 : Integration
 Leading companies have broadened the scope and
span of all employees’ objectives and responsibility
cycle. They achieve an integration of effort and
purpose across the firm, often restructuring to suit,
from functional hierarchies to a systemic value
chain/process focus.
 They also are involved in integrating their activities,
values and goals with those of customers and suppliers
including material and technology supplies.They focus
on making all relationships partnership-like.

68. Principle 4 : Being ‘Out Front’
 Being ‘out front’ means leading customer
requirements, leading environmental policy and
practice, leading industry standards, leading
supplier partnership development, leading in
quality, leading in responsiveness, leading in
product design and features, leading in
technology management.......
 Leading firms make extensive use of information
technology in order to look and act global.

69. Principle 5 : Being ‘Up Front’
 Being ‘out front’ means leading customer Being ‘up
front’ means being open, honest and acting with
integrity in all areas of business activity.. only making
promises to customers that can be kept...
 telling employees “the way it is”...confronting
unacceptable behavior etc
 Senior Managers in leading organizations place an
extremely high value on the “quality” of their working
relationships and the effectiveness of the executive
management team.

70. Principle 6 :Resourcing the Medium
Term (3 years)
 Whilst being lean, leading organizations do not
cut so ‘close to the bone’ as to stop their
development. They have enough professional
resources to engage in key strategic projects.
Operators are able to balance their time between
operating, improving processes and learning.
 This is not to say cost reduction is not a driving
focus in leading firms, it invariably is. By
investing in learning today, great companies build
cost reduction and other capabilities for
tomorrow.

71. Principle 7 : Being Time Based
• This means having time as a critical value and
set of measures, whether its the time taken to
respond to customer enquiries, the order to
delivery time or the product development
time.
• To be an effective time based competitor
requires mastery of cost, quality and flexibility.

72. Principle 8 : Having a Bias For Action
• Leading firms are as good at executing ideas and
strategies as formulating them.
• Leading firms have developed change management
capabilities and project management disciplines as
core capabilities themselves!
• Accountability is ‘tough and hard’ in these
companies

73. Principle 9 : Having a Learning Focus
• Learning for all employees is seen as critical to
success in leading firms.
• This is born from being always dissatisfied with
performance and processes, and realizing that
improved knowledge translates into improved
processes and then performance. Ranging from
multi-skilling to management think tanks, excellent
firms continually invest in the brains of all their
employees.

74. Principle 10: Being Disciplined
 Leading firms have not empowered their workforces and
‘set them free’.
 They have more structure rather than less, lots of
standardization and documentation, with a strong
systems perspective.
 Improvement processes are standardized in their nature.
Many best practice firms seem to go ‘overboard’ in their
behaviors aimed at achieving discipline, integrity of
process control and standardized procedures.

75. Principle 11: Measurement and
Reporting/Publication
 Leading companies measure a range of non-
financial parameters as well as financials. They
recognize that corporate value potential is like an
iceberg.
 The financials represent the 10% you can see; the
other 90%, the technological, operational and
organizational systems that you don’t see in
company accounts need to be measured,
evaluated and actively managed.
 Leading companies frequently use performance
scorecards in their operations.

76. Principle 12: Driving Customer
Value
 Leading companies do more than just know their
customers’ requirements.
 They drive to maximize customer value creation through
their organizations' activities.
 They create customer needs that never existed before,
they predict changes in customer needs before they
happen, they identify customer needs that even the
customer can’t identify for themselves, they relentlessly
pursue previously unnerved customers etc .

77. Principle 13:Investing in Capabilities
• Core capabilities’ are defined, managed,
communicated, valued and ‘held sacred’ as priority
areas for investment and decision making.
• The principle of capabilities investment directly
supports the principle of driving customer value as
capabilities are the means by which superior order
winner characteristics are developed.

78. Principle 14: Connection Between Micro
and Macro
• In leading organizations each and every employee
understands how his/her individual and team-based
work effort connects with, and contributes to, the
‘big picture’ of business success. There is a strong
connectedness between business goals and
individual and work group goals.

79. Day 8
TEAM LEADERSHIP AND SELF
MANAGED TEAMS

80. • A lot is discussed about the benefits of teams
• Teams are not always the best answer
• Teams often bring about a

81. ADVANTAGES DISADVANTAGES
–Synergy –Pressure to conform
to group
–Avoids major errors standards and
conduct
–Faster, better decisions
–Ostracized for
–Continuous productivity
improvement
–Social loafing
–Innovation
–Groupthink
–Stimulates self- –Inter-group conflicts
motivation
–Greater job satisfaction
–Needs fulfillment

82. 5 Determinants
of Effective
Team Decisions
Team Size
Member’s Team
and
Status Cohesiveness
Composition
Member’s Quality
Traits and of
Values Leadership
7-

83. Social Networking
 Boundary spanners
◦ Boundary spanners are well connected in the inter-network and the connection of other networks or groups.
They are well-positioned to be innovators and to introduce new ideas into the group, since they have access
to ideas and information flowing from other networks. They are able to combine different information and
knowledge, found in various places, into new products and services.
 Central Connectors
◦ They are the quantitative connectors within a network. They have many dealings with individuals, and have a
well connected and knowledgeable association with the network. Due to this connection they can have a lot
of power to influence other members of the group. This can be an asset to the organisation if the values align
with the organisation, however they can also become a hindrance, if their network is tight or selective.
 Information brokers
◦ Information brokers are similar to boundary spanners. Unlike boundary spanners who connect to outside the
network information brokers connect several subnetworks within the organization. Information brokers are
essential because they prevent the many groups within any large organization from falling apart into separate
identities. They have many indirect connections throughout the organization.
 Peripheral specialists
◦ Peripheral specialists are outsiders in the network, however are very important as they are pulled in for
specific advice or tasks. They are not tightly integrated into the group, yet are integral to the group. They may
not spend a lot of time communicating with others, and often don’t want to work in a committee.

84. DISC
• Disc is a way of studying the behaviours of
individuals in their environment or within a
specific situation
• Split into 4 different personality types
– Dominance – relating to control, power and assertiveness
– Influence – relating to social situations and communication
– Submission – relating to patience, persistence, and thoughtfulness
– Compliance– relating to structure and organization

85. Dominance
 People who score high in the intensity of the "D"
styles factor are very active in dealing with
problems and challenges, while low "D" scores
are people who want to do more research before
committing to a decision. High "D" people are
described as
demanding, forceful, egocentric, strong
willed, driving, determined, ambitious, aggressive
, and pioneering. Low D scores describe those
who are conservative, low
keyed, cooperative, calculating, undemanding, ca
utious, mild, agreeable, modest and peaceful.

86. Influence
People with high "I" scores influence others
through talking and activity and tend to be
emotional. They are described as
convincing, magnetic, political, enthusiastic, p
ersuasive, warm, demonstrative, trusting, and
optimistic. Those with low "I" scores influence
more by data and facts, and not with feelings.
They are described as
reflective, factual, calculating, skeptical, logical
, suspicious, matter of fact, pessimistic, and
critical.

87. Submissive
Steadiness: People with high "S" styles scores
want a steady pace, security, and do not like
sudden change. High "S" individuals are
calm, relaxed, patient, possessive, predictable,
deliberate, stable, consistent, and tend to be
unemotional and poker faced. Low "S"
intensity scores are those who like change and
variety. People with low "S" scores are
described as
restless, demonstrative, impatient, eager, or
even impulsive.

88. Conscientious
People with high "C" styles adhere to
rules, regulations, and structure. They like to
do quality work and do it right the first time.
High "C" people are
careful, cautious, exacting, neat, systematic, di
plomatic, accurate, and tactful. Those with
low "C" scores challenge the rules and want
independence and are described as self-
willed, stubborn, opinionated, unsystematic, a
rbitrary, and unconcerned with details.

89. • Placing people into teams which have
different styles and priorities may cause
conflict
• Its important to understand that everyone is
different and sometimes people will not
achieve if the personalities are different
• Teams can be highly effective, or ineffective

90. Self-Managed Teams
• Relatively autonomous workgroups in which
the obligations and responsibilities which have
traditionally been management, have been
transferred to the group of people who
perform a complex task with highly
interdependent activities

91. Make Operating Acquire Supplies
Decisions & Materials
Interact with
Assign Work Self-Managed Customers
Teams Are
Usually Perform
Plan Schedules Empowered to: Team Member
Evaluations
Create Task Deal with
Procedures Conflicts

92. Stronger Commitment
Improved Quality
and Efficiency
More Satisfied Employees
Lower Turnover / Absenteeism
Potential
Faster Product Development
Benefits of
Using Flexibility Dealing with
Self-Managed Personnel Shortages
Team Helps Solve Problems &
Suggest Improvements

93. Stages of Team Development
Forming Storming Norming Performing
High Commitment Less Commitment Variable Commit. High Commitment
Low Competence Some Competence High Competence High Competence
Members come Members become Commitment changes Commitment and
committed but have not dissatisfied with the competence remain high
team as they develop while competence
developed competence in
confidence. remains constant.
working together.
Appropriate Leadership Style
Autocratic Consultative Participative Empowerment
High Task High Task Low Task Low Task
Low Relationship High Relationship High Relationship Low Relationship

94. Day 9
CHARISMATIC AND
TRANSFORMATIONAL LEADERSHIP

95. Charismatic Leader
Charismatic leaders work on personalities to achieve their goals
and objectives.
Usually formed by attributes rather than positional power
Usually thought to be people of exceptional quality, people
inspire to be like them.
Influence based on follower perceptions that the leader is
endowed with the gift of divine inspiration or supernatural
qualities.

96. Qualities of a Charismatic Leader
Vision
The ability to show the followers a vision and to have the followers to rally behind that
vision.
Communication Skills
Charismatic leaders generally have the ability to communicate complex ideas in common
ways and ways which appeal to their followers
Self Confidence
The Charismatic leader will portray a confidence in their conviction which will inspire
others to follow
Aspire Trust
Charismatic leaders generally have the ability to have followers trust in what they are
trying to achieve

97. Qualities of a Charismatic Leader
High Risk
Risk taking is an integral part of the charismatic leader. By taking risks the leader can show
followers the path
Bias for Action
Charismatic leaders generally have the ability to communicate complex ideas in
Relationship Builder
The Charismatic leader will build relationships with their followers
Empower Others
Charismatic leaders generally empower other to achieve and to ensure the vision is on course
Self Promoting
Charismatic leaders ensure others know of their exploits.

98. Transformational Leader
Transformational leaders work on abilities rather than
personalities to achieve their goals and objectives.
Create organisational and process commitment
Often task orientated
Uses all of the qualities of the charismatic leader

99. Recognizing need
for change.
Create a new vision.
Manage Transition
Institutionalize
the change.

100. Day 10
LEADERSHIP OF CULTURE AND
DIVERSITY AND THE LEARNING
ORGANISATION

101. Culture
What is it?

102. Culture
• The set of key
values, assumptions, understandings and ways
of thinking that is shared by members of an
organization and taught to new members.
11-3

103. Characteristics of Low-Performance
Cultures
 Insular thinking
 Resistance to change
 Politicized internal
environment
 Unhealthy promotion
practices
11-4

104. Characteristics of High-Performance
Cultures
Culture reinforcement
tools
Intensely people oriented
Results oriented
Emphasis on
achievement and
excellence
11-5

105. Symbolic Leadership Actions for Shaping
Culture
• Leaders serve as role models
• Ceremonial events for high achievers
• Special appearances by leaders
• Organizational structure
11-6

106. Stereotypes
and
Prejudice
Policies
Ethnocentrism Obstacles and
Practices
Unfriendly
Glass Work
Ceiling Environment

107. The diversity of customers and colleagues
People are different. There are a number of things that make us all
different, including:
 The way they live – including where and how they live
 Values and principles – the importance placed on people, actions
and things, and personal guidelines for living life
 Educational background
 Sporting interests
 Food and beverage tastes
 Lifestyle background – what car do they drive, where have they
worked?
 Place of birth – born in Australia or overseas?
 Styles of communication
 Religious beliefs – who or what do they believe in?
 Is English their first or second language?

108. The diversity of customers and
colleagues
• Just because these people are different to you doesn’t make them any better
or worse – they are just different.
• In your industry workplace you must make sure that any personal bias is not
allowed to adversely influence and affect the way you interact with such
individuals.
• In an industry that is such a strong service-oriented industry there is
absolutely no room for prejudice.
• Prejudice relates to holding a personal bias or point of view that disposes
you to prejudging a person (or situation) rather than deal with the facts that
relate to the person (or situation).
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109. Keys in factoring in appropriate verbal and non-verbal
communication when dealing with people from another culture
include:
• Identify the country/culture
• Take time to plan what to say and how to say it
• Be mindful of your body language – much/most non-verbal communication is spontaneous
• Avoid industry/establishment jargon
• Avoid Australian slang/colloquialisms
• Avoid complex statements
• Give the person your full attention
• Use alternative communication strategies to support the verbal communication
• Be alert to feedback from the other person – especially in regard to identifying when
something you may have said/done has given unintended offence.
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110. Day 11
STRATEGIC LEADERSHIP AND
MANAGING CRISIS AND CHANGE

111. Social responsibility
 Social responsibility is the obligation of
organisation/management to make choices and take
actions that will contribute to the welfare and
interests of society as well as the organisation.
 Social responsibility involves:
◦ distinguishing right from wrong
◦ being a good corporate citizen
 Many social-responsibilities issues are ambiguous
with respect to right and wrong.

112. Organisational stakeholders