Transformational Leadership

1. Busi 30833Foundations of LeadershipStuart A. YoungbloodDan Rogers Hall, Room 166DPhone: (817) 257-7562E-Mail: s.youngblood@ tcu.eduIntroduction

2. Transformational Leadership • The Leadership Challenge - Creating a Positive Future for Self and Others • Leading Change • Serving Stakeholders • Leadership vs. Management • True North Principles

3. Business Environment • How has the business environment changed • over the last three decades or so? • White Water (the era of smooth sailing over long periods of time is gone) • Change, More Change, and Faster Change • Global Competition • More Public Scrutiny and Regulation • Investors Expect Immediate Returns • Consumer & Market Preferences

4. Business Environment What do the most demanding customers want from organizations?

5. What Do We Need From People to make this happen? • People who “volunteer” their best thinking, their hearts/commitment, & the willingness to give their best efforts. ENGAGEMENT! • People who embrace new technologies, strategies, organizational designs, & work processes. CONTINUOUSLEARNING! • People who choose to CHANGE, even though it is personally painful.

6. Stakeholders Who or what are they? Why do leaders pay attention to stakeholders?

7. Stakeholder PerspectiveWhat can you learn from a stakeholder?

8. Stakeholder PerspectiveWho is a stakeholder?What do they want?Why do they want that?

9. Stakeholders-examples • Owners • Investors • Customers • Employees • Suppliers/Distributors • Regulators • Community • Media

10. Management vs. Leadership • Think about your definition of leadership – does this distinction matter?

11. Management vs. Leadership • Is there a difference between management and leadership? If so, what is it? • What is the value of Management? • What is the value of Leadership? • What is the Management PROCESS? • What is the Leadership PROCESS?

12. Management vs. Leadership

13. The True North Principle • What Does “Acting With Integrity” Mean to You? • When you act with integrity, what principles guide your actions? • Is it easy to determine when others are acting with integrity / lack of integrity when they deal with you? • It is not always so clear when you are acting with integrity / lack of integrity! Why?

14. Aristotle: On Character If you could live these fourvalues, you will have lived a good life: Brakes on Action: Prudence & Temperance Accelerators on Action: Courage & Justice

15. Aristotle: On Character • Courage – taking a stand • Faith – belief & trust • Justice – fairness & equal treatment • Prudence – balance & anticipation • Temperance – discipline & self-control • Love – compassion & mercy • Hope – creating a positive future

16. NGLP Values • Development • Integrity • Stewardship • Innovation • Teamwork • Achievement

17. Kohlberg: Character Development Our ability to reason morally develops as we mature. • Three levels of character development reveal how we develop our critical thinking to resolve ethical dilemmas through maturation and education: • Pre-conventional:Most children, many adolescents, and some adults see the world as black or white, right or wrong; authority figures know what is best. • Conventional:Many adolescents and some adults look to cultural norms for moral guidance. • Post-conventional: Character (moral reasoning) is based on a personal, principle-centered code of right & wrong.

18. Religious Character • Every major religion is based on a set of universal moral principles that govern human behavior. • Examples: The Golden Rule, The Ten Commandments, etc. • People have relied on these principles for thousands of years.

19. A story from Herodotus Darius, ancient king of Persia, discovers the funeral practices of Callatians and the Greeks. What does this story tell you about each society?

20. Awareness Be sensitive to the “triggers” that will help you to know that you are facing an ethical/integrity issue.

21. Avoiding Ethical Pitfalls • Embrace a True North Life Center. • Awareness: Recognize Integrity Gaps. • Develop Skills to Respond to Pressures.

22. Embrace a “True North” Life Center Embrace and practice those timeless principles/Values/Virutes that you know to be right in dealing with yourself and with others

23. Organizational Impact of Failed Integrity • Low regard for formal leaders - mistrust, disbelief and cynicism • People don’t believe that they can contribute enough to make a real difference … so they don’t even try! • People avoid taking risks and just play it safe • Harder to create a real team • Lowered business unit results • Seed bed for resistance to change. Change is always bad

24. Paradigms • A Road Map • A Guide • A way of seeing • How we attribute cause & effect • A mental map • The way we “see” the problem IS the problem!

25. The NGLP Leadership Model Knows & Leads Self Knows & Leads Others Knows & Leads the Organization

26. Covey’s 4 Levels of Leadership & Principles Intrapersonal …….. Trustworthiness Interpersonal …….. Trust Managerial ………… Empowerment Organizational …… Alignment

27. The 7 Habits Private Victories (Leading Self) • Be proactive • Begin with the end in mind • Put first things first Public Victories (Leading Others) • Think win-win • Seek first to understand, then to be understood • Synergize • Sharpen the saw

28. End

29. A Paradigm: The 7 Habits Private Victories (Leading Self) • Be proactive • Begin with the end in mind • Put first things first Public Victories (Leading Others) • Think win-win • Seek first to understand, then to be understood • Synergize • Sharpen the saw