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LDF Program. YouHow you see yourself: Style, leader, change agentHow you operate successfully: SkillsHow you decide: New concepts and analytic skillsAmerican DemocracyDemocracy in the MENA. Leadership. ?By leadership, most people mean the capacity of someone to direct and energize the willin
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1. Introduction to Leadership and Personal Style Catherine Gerard
Maxwell School of Syracuse University
2. LDF Program You
How you see yourself: Style, leader, change agent
How you operate successfully: Skills
How you decide: New concepts and analytic skills
American Democracy
Democracy in the MENA
3. Leadership “By leadership, most people mean the capacity of someone to direct and energize the willingness of people in social units to take action and achieve goals.”
Hal Rainey, 1996, p.260
4. Leadership Followers
Influence
Direction/Common Goal
5. Leadership Traits vs
Motivation
Integrity
Confidence
Cognitive Ability
Task Knowledge
Kirkpatrick and Locke Behaviors
Transfomation (Burns)
Competing Values (Quinn)
Frames (Bolman and Deal)
Styles: Production vs People (Blake and Mouton)
6. Leadership vs Management “Managers are people who do things right and leaders are people who do the right thing.”
Bennis and Nanus, 1985, p.21.
7. Leadership vs Management (Kotter)
Leadership
Developing Vision and Strategies
Aligning People
Motivating and Inspiring Performance
Dramatic Useful Change
9. Situational Leadership
11. Structural Frame:Organization as Factory/Machine Goals
Specialized roles
Formal relationships
Focus is on
Data
Logic
Structure
Plans
Policies
Draws from sociology and management science.Draws from sociology and management science.
12. Structural Frame Goal
Attune structure to task
Keep organization headed in right direction
Strategic Planning
Strategies to set objectives and coordinate resources
Decision Making
Rational sequence to produce right decision
Communication
Transmit facts and information
Leader
Analyst
Architect
13. Human Resource Frame:Organization as Family Needs
Skills
Relationships
Focus is on
Skills
Attitudes
Teamwork
Communications
14. Human Resource Frame Goal
Align organizational and human needs
Keep people involved and communication open
Strategic Planning
Gatherings to promote participation Decision Making
Open process to produce commitment
Communication
Exchange information, needs, and feelings
Leader
Servant
Catalyst
15. Political Frame:Organization as Jungle Power
Conflict
Competition
Organizational politics
Focus is on
Build a power base
Get access
Influence key players
16. Political Frame Goal
Develop agenda and power base
Provide opportunity for individuals and groups to make interests known
Strategic Planning
Arenas to air conflicts and realign power Decision Making
Opportunity to gain or exercise power
Communication
Influence or manipulate others to gain support and resources
Leader
Advocate
Negotiator
17. Symbolic Frame:Organization as Theater/Temple Culture
Meaning
Metaphor
Ritual
Stories
Heroes
Focus is on
Meaning
Belief
Faith
19. Symbolic Frame Goal
Create
Faith
Beauty
Meaning
Develop symbols and shared values
Strategic Planning
Ritual to signal responsibility, produce symbols, negotiate meanings Decision Making
Ritual to confirm values and provide opportunities for bonding
Communication
Tell stories
Articulate vision
Leader
Prophet
Actor
20. Self-Assessment What does your self-assessment indicate about your ability to reframe?
21. Reframing Looking at events from multiple perspectives in order to avoid individual biases and psychic blindness
Diagnostic model to explore “what is really going on” and inform/guide strategy and action
Expands choices and effectiveness of strategy and tactics
22. Collaborative Management/Leadership Collaborative management is a concept that describes the process of facilitating and operating in multi-organizational arrangements to solve problems that cannot be solved, or solved easily, by single organizations. Where traditional administration relied primarily on organization structure to shape administrative action, collaborative management is more fluid, thus requiring managers to shift from structure to process for leverage. Thus, the needed skill set of managers has changed to one that heavily emphasizes negotiation, facilitation, mediation, and collaborative problem solving." (Rosemary O’Leary)
23. A little history Jung 1920
Katherine Briggs and Isabelle Myers Briggs 1928-1945
Keirsey 1984
24. Leadership as Personality
25. Dichotomies: Relating to the World Extraversion (E)
Draw energy from action (talk,act)
External thinkers
Quick
Need people, can devour them
Introversion (I)
Draw energy from reflection (think, act, maybe say)
Internal thinkers
Take time
Requires less of the external world; rich inner life
26. Dichotomies: Gathering information Sensing (S)
Practical
Tangible,realistic
Present-oriented
Fact-based
Linear
Distrust hunches
Meaning in data
Likes routine Intuitive (N)
Innovative
Abstract
Future-oriented
Conceptual (6th sense)
Rely on flashes of insights, ingenuity
Meaning in how data relates to pattern and theory
Bored with routine, bursts of energy
27. Dichotomies: Decision-making Thinker
Logic and rationality
Stands outside
Impersonal
Fact, procedure-based
Premium on fairness
Critique, analysis
Principles Feeler
Empathy
Gets inside
Personal
Implications for people, harmony
Judges on likes and dislikes
Values
28. Dichotomies: How we live Judging
Matters closed
Appears concrete
Likes being organized
Decides quickly
On-time, deadline Perceiving
Always more to learn, open to suggestions
Appears abstract
Flexible about options
Agonizes over decisions
Wait!
29. Four Temperaments: Catalyst NF: visual, future, ideas, and people oriented, seek great ideas and significance for people, diplomatic, search for meaning and self-awareness, relationships
Mobilizers, crusaders, prophets
As leader,
Charisma, sees possibilities for people and organization, natural communicator, patient with complexity, democratic, supportive, spokesperson, cheerleader
12% US population; counselors
“We can do it!”
30. Four Temperaments: Visionary NT: visual, future, ideas, results; needs options and reflection, logic, strategic, power, self-critical, self-oriented
Directors, architects, designers, inventors, strategists
As leader,
Uses intellect, enjoys complexity, avoids mistakes twice, high standards, architect of change, systems
12% US population; lawyers
“Work is work; play is work”
31. Four Temperaments: the Beachmaster SP: auditory, present, tactical, realistic, urge to do, test limits, crisis, free to act, process -oriented
Performers, promoters, sales people
As leaders,
Crisis manager, seeks change, but uses what is there, changes what can be changed, spurs to action, sees problems, natural negotiator, unfettered by past
38% US population
“Troubleshooter, Beachmaster, Diplomat”
32. Four Temperaments: Stabilizer SJ: Present, logistical, preserve and serve, detail-oriented, caretaker, hierarchy, serious
Administrators, conservators, inspectors
As leaders,
Establish policies, structure, sop; social responsibility and tradition, obligation, decisive, planful, impersonal, (complements NF leader)
38% US population; police, auditors, judges
“Traditionalist, stabilizer, consolidator”
33. 16 Types
34. ENFJ: Teacher Leaders of groups, charisma
Communicate caring and concern; fluent
Knows motivations of others
Trustworthy, even-tempered, values harmony
Handle complexity
Like things settled and planned ahead
35. INFJ: Counselor Focus on possibilities
Values-oriented
Drive to contribute and help others
Deep and complicated
Vivid imaginations
Talent for communication and language
Enjoy problem solving
Can work alone or with others
36. ENFP: Champion Authenticity and spontaneity
Intense emotional experience vital
Pursuit of the novel, what might be
Enthusiastic, charming
Solve problems but need to be their efforts
Extensive networks
37. INFP: Idealist Care deeply, values driven, sense of honor
Adaptable, welcome new ideas
Deal with complexity, bored with routine
Facility for language
Make sacrifices for the good
May be seen as shy
38. ENTJ: Commandant Need to lead
Give structure through policies and goals (vs procedures)
Must be a reason
Have vision and communicate it
Organize into systems, with plans and goals
Devoted to work
Reduce inefficiency, impersonal
39. INTJ: Builder Have ideas, make decisions
Supreme pragmatists
Accept authority if it makes sense
Reality is possible ideas, ideal brainstormer
Drive to completion, single-minded
Respond to challenge with creativity
Entrepreneurs- make theory practical
Mover of mountains
40. ENTP: Inventor Exercise ingenuity
Enjoy improvisation
Good at analysis
Enthusiastic
Look for a better way, optimistic
Value adaptability and innovation
Conversationalists (talkative and motivating)
Enjoy politics, oneupsmanship, nonconformists
Avoid routine
41. INTP: Architect Search for relevant and pertinent, precise
Logic not positional authority has weight
Persevere in analysis until issue comprehended; then move on to new idea
It is essential that the world is understood
Intellectual, theoretician
Work alone
42. ESTJ: Responsible Pillars of the community
Organize procedures, detailed rules and regulations to get the job done right
Evaluate by sop’s
Realistic, curious about processes, not theories
Loyal, do not shirk duty
Punctual
Need effort to remain open to others and new ideas
13%
43. ISTJ: Pillar of Strength Decisive
Guardians of institutions
Quiet and serious, persevering and dependable, thorough
Handle detailed figures
Patient with work and procedures, coordinators (not as much with people)
12%
44. ESFJ: Harmony Sociable, nurture institutions
Enjoy rituals and status (shoulds and should nots)
Personalize relationships
Loyal
Duty and service oriented
Outgoing
Natural sales people
13%
45. ISFJ: Service Desire to serve
Sense of history and traditions; adhere to established way; enjoy exercising routines
Dependable, satisfied when serving needs
Discomfort if others are not following rules
Use status to advantage
May try to do too much
46. ESTP: People of Action Resourceful
Friendly, socially sophisticated
Masters of cues and motivations of others, negotiator, can sell ideas
Ends justifies means
Turn-around leaders
Entrepreneurs, new ideas
Live in the moment
Bored by follow-up detail
13%
47. ESFP: Performer Fun, generous, optimistic
Active jobs with people
Relies on personal relationships and common sense for decision making
Accurate data on people
Immediate knowledge for utility
10%
48. ISTP: Battle leader Artful action
Self-leading
Authority superfluous
Fearless
Mastery of tools
Impulsive
Communicate through action
Battle leaders
Loyal to equals
49. ISFP: Artisan Caught up in the action, here and now
Optimistic and cheerful
Egalitarian
Risk-taking
Attuned to concreteness and specificity (artists)
Unconditionally kind
Reserved
51. Discussion What are the implications of style types for this group working together?