I presented and facilitated a discussion on this topic to post graduate class in UTS for the MBITM program. The class was well received and I enjoyed making this deck and facilitating this discussion.
2. What is Leadership?
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Leadership is "organizing a group of people to achieve a common goal".
The leader may or may not have any formal authority.
3. Scenarios of leadership without authority in today’s
corporate environment
Suppliers, vendors, outsourced partners
Collaborative cross-functional teams
Leading upwards
Leading business partners
Thought leadership
Change management
Self-leadership
9. Exercise #1:
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Discussion: Think of people in your organisation who:
a) Are motivated extrinsically
b) Are motivated intrinsically
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If you were to get ‘something done’ by each of these
people, how will you phrase your approach?
11. Sources of power: What’s your own?
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Expert Power: When a leader has significant domain knowledge/skills. E.g. an expert
accountant influences how junior accountants go about their tasks
•
Positional Power: Comes when a leader has a legitimately held position of authority. E.g.
typically, the CEO of an organisation has the highest positional power
•
Reward Power: Is evident when a leader can give, or take away, a reward. E.g. a leader
can influence a follower’s behaviour by awarding a bonus, or taking away perks
•
Coercive Power: This is felt when a leader creates the perception of a threat. E.g. a
leader has coercive power if her followers believe that she will initiate disciplinary action
•
Personal Power: Influence gained by persuasion. E.g. a manager may have to rely on
nothing more than a friendly please and thank you for an employee to perform a task
13. Networking: Essential skill for all leaders
Networking is a lifeskill, not something you do when you need something
from others
Give, before you take!
Be authentic - heart to heart conversations
Befriend the gatekeepers
Walk your talk
Information is currency!
Social networks: Linkedin, Twitter, Facebook, Blogs, Google+
14. Exercise #2: Master Networkers
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Talk to someone in this class who you don’t
know.
18. Leadership across organisations: Cultural
sensitivity
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Leading across modern multi-nationals is complex
•
Articulating anything in one’s own culture is usually
detrimental to the others
•
Discussion: Think of a scenario where what someone
said to you was ‘weird’ in your cultural context
20. Leadership during Change: Kotter’s recipe
Create a Sense of Urgency
Build a strong guiding coalition
Develop a clear and compelling vision
Communicate your vision
Work the action plan
Demonstrate Early Wins
Persist
Make the Change stick
21. Summary
Understand what motivates people: Extrinsic and
intrinsic motivators
Understand your own source of power
Network, network, network!
Establish processes for communication
Understand multiple cultures - make an attempt to
learn about co-workers’ cultures
Identify people in networks who can build a positive
coalition
Hinweis der Redaktion
- There is a mismatch between what science knows and what business does - Atlassian: Fedex days - Encarta vs Wikipedia
- 2 groups: 1 were asked to establish norm averages on how long such a problem would take - 2nd group: incentivized $5 ... avg 3.5 seconds longer! Functional fixedness :-).. Gluxberg
- Since the solution is more visible, it is easy to come to the conclusion -