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MBA 530 People Management Authentic, Transformative Leadership

MBA 530 People Management Authentic, Transformative Leadership. Kirk Warner. Chapter 4 LEADERSHIP. The Great Men. The “Great Man” Study of leadership Men in the Arena (Lincoln, Marshall and Churchill) Authentic, Innovative ,  Transformative… Learning from Great Statesmen?

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MBA 530 People Management Authentic, Transformative Leadership

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  1. MBA 530 People ManagementAuthentic, Transformative Leadership Kirk Warner

  2. Chapter 4LEADERSHIP

  3. The Great Men • The “Great Man” Study of leadership • Men in the Arena (Lincoln, Marshall and Churchill) • Authentic, Innovative, Transformative… • Learning from Great Statesmen? • World of Commerce (CEO) = World of Warfare (Commander)

  4. Churchill • Leadership keys: candor and plain speaking, decisiveness, historical imagination and the ability to balance a view of the whole scene with attention to details  • Avoiding risks in business is the route to failure • Responsibility must be combined with authority • Decisiveness depends on the person at the top 

  5. Lincoln • People: Get Out of the Office and Circulate Among the Troops; Build Strong Alliances; and Persuade Rather than Coerce.  • Character: Honesty and Integrity Are the Best Policies; Never Act Out of Vengeance or Spite; Have the Courage to Handle Unjust Criticism; and Be a Master of Paradox.   • Endeavor: includes Exercise a Strong Hand – Be Decisive; Lead by Being Led; Set Goals and Be Results Oriented; Keep Searching Until You Find Your Grant; and Encourage Innovation.   • Communications: Master the Art of Public Speaking; Influence People Through Convention and Storytelling; and Preach a Vision and Continually Reaffirm It.  

  6. Marshall Nine key leadership principles • Do the Right Thing: Integrity. • Master the Situation: Action. • Serve the Greater Good: Selflessness. • Speak your Mind: Candor. • Lay the Groundwork: Preparation. • Share Knowledge: Learning and Teaching. • Choose and Reward the Right People: Fairness. • Focus on the Big Picture: Vision. • Support the Troops: Caring.  

  7. Authentic Leadership Genuine leaders who lead by example in fostering healthy ethical climates characterized by transparency, trust, integrity, and high moral standards.  These are the leaders who are true to themselves and lead others by helping them achieve authenticity.

  8. The Metrics of Authentic Leadership: Execution • Execution is a discipline, and integral to strategy • Execution is the major job of the business leader • Execution must be a core element of an organization’s culture. 

  9. TheLeveraging of Authentic Leadership: Relationships • Building and nurturing the key relationships that we need to achieve success. • Invest in people for an extraordinary return.  • Exchanging relationship currency • Accumulating reputation capital • Building professional new worth • “Humble Inquiry:” An open environment of candor  

  10. Chapter 5MOTIVATION

  11. Motivation • Energizes, directs, and sustains an individual’s behavior  • Influences productivity  • Empowerment • Job enrichment (intrinsic value and satisfaction gained from the job itself) • Motivation-hygiene theory of job attitudes  

  12. Key Motivators • Job variety, significance, autonomy, performance recognition, and certainty with credible feedback • Job satisfaction and enrichment • The power of altruism • The Greater Good

  13. Chapter 6GROUPS and TEAMS

  14. Teams vs. Groups Teams: • - Shared leadership roles and collective work-product • - Rely on individual accountability and on mutual accountability. Groups: • - Strong, clearly-focused leadership and individual work product • - Rely on individual accountability only

  15. The Power of Teams Five Key Principles: (1) a meaningful common purpose that the team has helped shape (2) specific performance goals that flow from the common purpose (3) a mix of complementary skills (4) a strong commitment to how the work gets done (5) mutual accountability.  

  16. Conflict Management • Conflict is inevitable • Conflict can be a positive experience • A natural and beneficial by-product of diversity and good organizational culture • Conflict is a variation of wants, needs, ideas and expectations • Conflict Management is essential to Group and Team Process

  17. Resolving Conflict • Step One:Understand the cause • Step Two: Recognize the intensity • Step Three: Strategies to address the conflict: - Competing - Accommodating - Avoiding - Compromising - Collaborating

  18. Leveraging Teams The Sequential Problem Solving: • Emphasizes logical, sequential analysis within known parameters • Results in incremental changes Connective Problem Solving: • Combing varied knowledge in novel way and moving beyond existing boundaries/rules • Results in radical

  19. The Super Team • Organizationally distinct units tightly integrated as the senior executive level  • Leverage vital group processes, structures and exploit the advantage of separate cultures with remarkable and radically innovative results.  • “Ambidextrous organizations” • Breakthrough products or services

  20. Chapter 7MANAGING CHANGE

  21. Change • Change is not an option   • Success depends on ability to adapt to change.  • Leaders must implement change and oversee resistance.   • Pace of change will not diminish but instead will accelerate.  

  22. Change Management Process Three phases: • Planning and introducing the change to employees • Implementing the change • Reinforcing and sustaining the change.   Leaders must communicate the change by showing its purpose, action, plan and their part in effecting change.

  23. Fighting Resistance to Change • Reciprocal obligations and mutual commitments of employees • Three dimensions: formal, psychological and social • Corporate change initiatives alter the terms of these personal compacts and require careful revision in order to make such initiatives successful • Unrevised personal compacts block change

  24. Today’s Fast Changing Environments Planning, implementing and managing change in a fast-changing environment is how most organizations now work. “Dynamic environments such as these require dynamicprocesses, people, systems and culture, especially for managing change successfully, notably effectively optimizing organizational response to market opportunities and threats.”  

  25. Chapter 8 ORGANIZATIONAL CULTURE

  26. The Company’s DNA Organizational Culture is the character of a corporation.  It is comprised of the deep-rooted beliefs, values, and assumptions widely shared by organization members.  It powerfully shapes the identity and behavioral norms of the organization. 

  27. Shaping the Company’s DNA • Understand the identity of the organization • Implement appropriate strategic visions • Inspire followers to the visions “The goal of transformational leadership is to "transform" people and organizations in a literal sense to change them in mind and heart; enlarge their vision; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transformational leader.”   

  28. Driving a Culture of Innovation The Seven Key Principles: - Sustain faith and treasure identity as an innovative company. - Be truly experimental in all functions, especially in the front end - Structure “really real” relationships between marketing and technical people - Generate customer intimacy - Engage the whole organization - Never forget the individual - Tell and embody powerful and purposeful stories.  

  29. Chapter 9DIVERSITY

  30. Diversity • An integral part of today’s business strategy   • Diversity of Thought • Enabling people to perform to their potential: - Valuing Individual Differences - Embracing Diversity Management - Encouraging Thought Diversity

  31. Thought Diversity Five steps to more innovative teams: (1) increasing functional diversity (2) breaking away from sequential thinking by promoting connective thinking (3) encouraging collaborative learning, especially on functionally diverse teams (4) fostering psychological safety of opinions (5) discouraging the development of shared mindset 

  32. Chapter 10PROFESSIONALISM and ETHICS

  33. Ethics as Moral Foundation Three pillars: (1) the moral character of the leader (2) the ethical legitimacy of the values embedded in the leaders vision, articulation, and program which followers either embrace or reject (3) the morality of processes of social ethical choice and action that leaders and followers engage in and collectively pursue

  34. The Moral Reflection on Commerce Ethics: • Business ethics establishes the moral contours of commercial activity • The corporation as a moral agent 

  35. Professionalism A deep moral obligation rests on the profession, and its professionals, to continuously develop expertise and use that expertise only in the best interests of society.  Thus, professionals are actually servants. Professionals earn the trust of their clients through their Ethic – which is their means of motivation and self-control. Profession is a calling – not a job

  36. Chapter 12PEOPLE MANAGEMENT Teaching Others

  37. Leadership KIRK G. WARNER SMITH ANDERSON 2300 Wells Fargo Capitol Center 150 Fayetteville Street Raleigh, North Carolina 27601 919-821-6617 kwarner@smithlaw.com

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