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LEADERSHIP POINT OF VIEW

LEADERSHIP POINT OF VIEW. Joyce Osland San Jose State University. Who can take a leadership point of view?. Identify These Language Cues. That will never work! What did they do last time? We’ve never done it that way. I need you to clear the obstacles for me. This hasn’t been approved.

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LEADERSHIP POINT OF VIEW

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  1. LEADERSHIP POINT OF VIEW Joyce Osland San Jose State University

  2. Who can take a leadership point of view?

  3. Identify These Language Cues • That will never work! • What did they do last time? • We’ve never done it that way. • I need you to clear the obstacles for me. • This hasn’t been approved. • You won’t be able to fund it. • That’s not my job. • What do you want me to do? Contrarian Administrator Admin. & Bureaucrat Follower Bureaucrat Contrarian Bureaucrat Follower

  4. The Leadership Point of View (LPV) • Seeing what needs to be done • Understanding the underlying forces at play in a situation • Having the courage to initiate action to make things better. How often do you do this at work? In other circles of influence?

  5. NOMINAL GROUP TECHNIQUE – Your Learning Organization • STEP 1. Write 3-5 phrases that describe: • A. The ideal state of your cohort • B. The current state of your cohort • STEP 2 Round robin of answers • STEP 3 Check for clarity and duplicates • STEP 4 Mark the 3 statements that are most significant to you

  6. The Leadership Challenge at School • What needs to be done, if anything, to improve your cohort? • What are the underlying forces at play? • What action can you personally initiate to make things better?

  7. The Leadership Challenge at Work Reflect on and write the answers to these questions: • What needs to be done, if anything, to improve your work unit? • What are the underlying forces at play? • What action can you personally initiate to make things better?

  8. How Can You See the Big Picture? • Constantly broaden your vision • Do your homework • Solicit the views of others • Develop your judgment about what does and doesn’t work

  9. Personal Roots of Leadership and Power What are the personal roots of your leadership and influence? Who has influenced the development of your leadership, vision, strength, power, courage, and accomplishment? Who has been particularly influential in your development as a leader to date? The person you select to discuss may be a family member, a person from your private or professional life, or a public figure. A colleague will interview you, focusing on the question: “Who has had a profound impact on you and your leadership and what has been the nature of that impact?”

  10. Global Business Issues • From a bureaucratic manufacturing-based economy to a high-tech information-based economy • Globalization and interdependence • From service industries to an “experience economy” • The China Century • Growing population pressures • Energy use • Tensions between haves and have-nots

  11. THE PRESENT PARADIGM SHIFT • Hyperchange • Information overload harder to integrate • Lifelong learning critical to survival • Power comes from access to info, the key competitive/managerial advantage • Empowered employees - flatter organizations • “People closest to the work know best” • Boundaryless & virtual organizations • Team structures and decision making • Speed is critical

  12. Group Exercise Using Clawson and your own brainpower, prepare in the next 15 minutes a 2 minute presentation on the following: Team 1 Describe the current context for leadership Team 2 Write a description for an infocracy leader – what are their traits and behaviors? Team 3 – How should they be developed? Team 4 – What do organizations have to do to support the development of future leaders so they will be successful?

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