Leadership

key takeaways:

  • tough to be a popular leader over time. especially based on attraction/charisma basis of power.
  • definition of leader, below, includes the term ‘shared values’. an important component of a leader is to create thru development these shared values.
  • why has the decision making process of a leader moved over 30 years by 1.3 points towards group decision making? complexity, flatness (larger groups), IT – information availability,

terms and discussion:

tom peters, excellent books. especially ‘in search of excellence’. resulting in the mcKinsey 7S model of eight themes. As Peters explained in 2001: ‘Start with Taylorism, add a layer of Druckerism and a dose of McNamaraism, and by the late 1970’s you had the great American corporation that was being run by bean counters…’ so, he killed some sacred cows including Xerox and GE. 25 years later he emphasizes

  • capabilities concerning ideas,
  • liberation,
  • speed

originally, the 8 themes are:

  1. A bias for action, active decision making – ‘getting on with it’.
  2. Close to the customer – learning from the people served by the business.
  3. Autonomy and entrepreneurship – fostering innovation and nurturing ‘champions’.
  4. Productivity through people – treating rank and file employees as a source of quality.
  5. Hands-on, value-driven – management philosophy that guides everyday practice – management showing its commitment.
  6. Stick to the knitting – stay with the business that you know.
  7. Simple form, lean staff – some of the best companies have minimal HQ staff.
  8. Simultaneous loose-tight properties – autonomy in shop-floor activities plus centralised values.

other good links:

Tom Peters’ website

and the many related ideas and theories on this site, for example:

Herzberg’s Motivational Theories

McGregor’s X-Y Theory

Adams’ Equity Theory

McClelland’s Motivational Theory

Teambuilding and motivational activities, for example the Hellespont Swim case study and exercise

more free materials, diagrams and other resources on the main businessballs website, if you are not already there.


with victor vroom. worth to visit the link. his theory, called expectancy theory,  states that

Motivation = Valance x Expectancy(Instrumentality)

where:

expectancy – a person’s belief about whether or not a particular job performance is attainable

instrumentality – “What’s the probability that, if I do a good job, that there will be some kind of outcome in it for me?”

valence –  “Is the outcome I get of any value to me?”

________________________________

leadership – the process of motivating groups to work on shared values to create change.

leadership is a process, not a trait

leadership style needs to adapt to circumstances

process includes:

  • decision making – includes buy in
  • implementation – commitment and information/resources available to execution
  • timeliness – between occurrence, decision and implementation
  • development – enhance group knowledge and expertise. ability and desire to work as a team. feeling of being important to the organization.

_______________________________

power and authority can be analyzed and attained according to power basis:

  • transactional power – reward and punishment. provides compliance vs commitment. requires a control system. once control system is off, behavior changes.

commitment as a basis of power, below, requires no control and is developmental and autonomous:

  • expert – depends on perceived knowledge
  • attraction – charisma,  bush post 9/11 vs post 9/11/08. there is a sustainability issue
  • legitimate – is it your right and responsibility? identification and ethics

_______________________________

discussion on group/individual decison making. (deciding how to decide)

two models presented. time driven model and development driven model as well as on-line software to help decide comparing to 200K answers

spectrum defined by decide (on your own) vs delegate. so influence by leader to influence by group. the world is changing towards group.

this style can be viewed as a cause in certain org building vs effect of a corporate culture.

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