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Exploring Leadership Dynamics: Contracting for Growth and Influence

Dive into the multifaceted world of leadership by reframing its essence and learning about its intricate components, challenges, and evolving trends. Discover how to lead effectively in uncertain environments through trust, risk-taking, and strategic decision-making.

michaelbgonzalez
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Exploring Leadership Dynamics: Contracting for Growth and Influence

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  1. BMA5557:Leadership in Organizations Fall, 2010

  2. How can we learn about leadership? • Reframing: an Introduction • Contracting: syllabus Agenda

  3. Leadership Dialogue

  4. What is leadership? • Authority? • Power? • Credibility? • How does the leader-constituent relationship work? • Leader leads, others follow? • Leader seeks to please, respond to constituent expectations? • Should leaders do what followers expect? Or what they don’t expect? • What’s the test of leadership? • High rating from followers? • Progress on important challenges? • Take people where they need to go even if they’re reluctant? Issues in the dialogue

  5. How do you learn to lead? • Listen to experts? • Read? • Observe leaders in action? • Learn from experience: trial and error? • Dance floor and balcony • Content (what)  Process (how) • See the here-and-now, make sense of it, and respond in real time? • Trust and risk • Who can we trust? • How much risk are we willing to take? Issues in the dialogue

  6. What is Leadership?

  7. A relationship of mutual influence • Leading to collective effort • In the service of shared or compatible purposes and values • In a context of uncertainty and conflict Leadership is…

  8. Intense competition for individuals capable of leading organizations • “Winner take all” • Environment of extreme cognitive complexity requiring extraordinary strategic thinking skills and ability to make high-quality decisions quickly in face of competitive pressure and uncertainty • “Perspective is worth 50 IQ points” • Leadership capacity scarcer than technical skills • Communication and talent development key elements of leadership • An increased priority on executive teambuilding: it takes teams of executives to create and implement winning strategies in the face of turbulence and complexity Leadership Trends

  9. Reframing: an Introduction

  10. Are Managers Clueless?

  11. 好 • 女(nǚ) = woman • 子 (zǐ) = child • 好(hǎo) = good Why clueless?

  12. Some say love, it is a river, that drowns the tender reed. Some say love, it is a razor, that leaves your soul to bleed. Some say love, it is a hunger, an endless, aching need. I say love, it is a flower, and you its only seed. Reframing:

  13. Images of Leadership

  14. A Structural View • Metaphor: complex machine • Leader: analyst, architect • Strategy: do your homework, analyze, design new approach, implement • Focus: data, logic, structure, plans, policies,

  15. A Human Resource View • Metaphor: Extended family • Leader: servant, catalyst • Change strategy: build relationships, listen, educate, be open, empower others • Focus: skills, attitudes, teamwork, communications

  16. Metaphor: jungle Leader: warrior, advocate, negotiator Change strategy: map terrain, create agenda, network, attract allies, defuse opposition, negotiate Focus: build a power base, get access, influence key players A Political View

  17. Metaphor: theater, temple Leader: wizard, prophet Change strategy: reframe, use self as symbol, stage rituals and ceremonies, tell stories, create drama Focus: meaning, belief, faith A Symbolic View

  18. Credibility • Symbols • Story Giving voice to the vision

  19. Syllabus is contract binding instructor and students • Contracting process is your opportunity to shape the agreement Contracting: Syllabus

  20. Bolman and Deal, Reframing Organizations, 4th ed. San Francisco: Jossey-Bass, 2008 • Gallos, Business Leadership, 2nd ed. San Francisco: Jossey-Bass, 2008 Readings

  21. Read syllabus • Meet in groups. Discuss: • What makes sense or looks good? • What’s not clear? • What would you like to change? • Have a rationale: how will the change promote learning? Contracting Process

  22. Assignments: • Individual and team exam • Leadership challenge • Final paper (optional) BMA533 Logistics

  23. Readings: •  Argyris, “Skilled Incompetence” (HBR article in binder) • Bolman & Deal, Chapter 8 • Case: The Case of the Underperforming Executive • Study questions for case: • What is your assessment of Sandy's effectiveness in the meeting with Bill? Inwhat ways was Sandy effective or ineffective? Next class: How do we know if we know what we’re doing?

  24. Problematize: to illuminate complexities and subtleties in something taken for granted

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