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| In successful organizations... |
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| Everyone understands the link between their jobs and the company's strategy |
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| Best organizations are... |
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| More complicated and adaptable, more people need to motivate others, paint a good picture of the future, engage people's passion, build enthusiasm, direct people's energy |
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| People who rely on managers and other to do the right thing will adopt any means to goals risk... |
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| Making unethical decisions, treating people badly and creating unhealthy environment that doesn't support effectiveness |
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| Learn how to be a leader by... |
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| Experiences, improving our leadership skills, learning to wield power responsibly, attending to our values so we can make ethical decisions |
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| Mangers and employees(everyone)... |
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| Can and must become leaders by seeking out learning experiences and developing abilities that support vision, inspiration, and influence |
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| Three secrets to becoming an outstanding leader |
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Definition
Emotional and social competence (secret to effective leadership
Power (secret to influential leadership)
Ethics (secret to responsible leadership) |
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| Secret to "effective" leadership |
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| Master competencies related to social and emotional intelligence |
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| Capabilities or abilities that include both intent and action, and that can be directly linked to how well a person performs on a task or in a job |
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| Social and emotional intelligence are abilities linked to... |
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| Self-awareness, self-management, social awareness, and relationship management |
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| Competencies related to an iceberg |
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| Visible part is skills and knowledge, Below the water is motives, traits, self concept |
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| Five components of Competencies |
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| Motives,traits, self-concept, knowledge, skills |
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| Needs or drives that fuel action |
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| Achieve personal goals, have influence, build positive relationships with others |
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| psychological or physical characteristics and/or consistent ways of responding to situations |
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| Attitudes, values, self-image(all powerful drivers for actions) |
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| Information a person has at their disposal or ability to find information when needed |
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| Learned abilities needed to perform tasks |
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| Necessary just to do a job, basic expertise, experience, and cognitive abilities |
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| Differentiating competencies |
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| Support outstanding performance |
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| Categories of competencies |
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| Technical, cognitive, or relational |
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| Proficient in use of tools and processes related to a specialized field |
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| Ability to see the big picture in systems such as groups and organizations (pattern recognition), ability to analyze complex situations and understand how all things and people relate to one another (system thinking) |
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| Recognize that various bits of information are not isolated; form a pattern (pattern recognition) |
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| Support the development of strong working relationships with colleagues, direct reports, senior management, and customers; often called "people skills" and include self awareness, self management, empathy, and inspirational leadership; support in building teams, coaching, monitoring performance, and providing feedback |
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| Set of competencies that are directly related to success in a job and are grouped into job-relevant categories |
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| Social and emotional intelligence |
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| Competencies linked to self-awareness, self management, social awareness, and relationship management that enable people to understand and mange emotions in social interactions |
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| Organizations characterized by a powerful and positive culture in which people have a shard sense of excitement and commitment to mutual goals |
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| Socially and emotionally intelligent, visionary people who lead and manage in ways that enable everyone to contribute their very best |
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| Ability to notice and understand one's emotions and their effects |
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| Refers to the fact that emotions are contagious and a powerful driver of our feelings, thoughts, and behaviors |
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| By employing emotional self-awareness, self-management, and empathy you increase the likelihood that you... |
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Definition
1. Can avoid catching people's negative emotions
2. are prepared to deal with conflict or trouble in the group
3. are one step ahead in trying to understand what is happening in the group and what you might do to help solve group's problems |
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| Secret to "Influential" Leadership |
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| Influence over or through others |
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| Involve many things, including internal competition and the pursuit of personal goals at the expense of others or the organization |
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| Legitimate, reward, coercive, expert, referent |
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| Ability to influence others by right of one's position in an organization, the office held, or formal authority |
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| Ability to influence others by giving or withholding rewards such as pay, promotions, time off, attractive projects, learning experiences |
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| Attempt to influence others through punishment |
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| Ability to influence others through a combination of special knowledge and/or skills |
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| Power that comes from personal characteristics that people value and want to emulate and that cause people to feel respect or admiration |
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| Trusting employees to make decisions and to take responsibility for their decisions and actions |
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| Have a say in how things get done, can improve work processes, motivated to contribute to decisions to improve work design, production processes, and quality |
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| Practice of overcontrolling others and their work, as well as paying far too much attention to details and how employees do their work |
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Term
| Empowering organizations support managers and leaders in... |
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Definition
| Learning new management skills that focus on excellent communication, accurate assessment of employees' abilities, group and team facilitation, and creating an environment that is marked by trust, commitment, and openness to learning |
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| Belief system that holds that average employee is inclined to be lazy, without ambition, and irresponsible |
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| Belief system that holds that workers are inherently ambitious, responsible, and industrious, and that they will work hard to help an organization reach its goals |
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| Belief system that holds that in organizations with strong, relational cultures, employees have discretionary freedom in local decision making and are trusted to work autonomously (impossible) |
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| Organizations that have few levels of hierarchy, which drives a need for more people to make decisions |
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| Why has there been an empowerment of people in organizations? |
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Definition
1. Aren't as many levels of hierarchy as before (flat organizations)
2. Organizations have become much leaner (fewer people doing work than in past) and people more busy
3. Higher up people can work on bigger issues
4. Person closest to the work problems should deal with solving them |
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| Secret to "responsible" leadership |
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| Set of values and principles that guide the behavior of an individual or a group |
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| Ideas that a person or o group believes to be right or wrong, good or bad, attractive or undesirable |
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| System of principles governing morality and acceptable conduct |
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| Personal commitments we make to ourselves in relation to our life's goals |
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| Preferred behaviors or ways of achieving our terminal values |
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| How do we develop values and ethics? |
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Definition
| Values and ethics are learned |
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| Individual, professional, organizational, societal |
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| Personal code of conduct when dealing with others |
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| Standards that outline appropriate conduct in a given profession |
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| Values and principles that an organization has chosen that guide the behavior of people in the organization and/or what stakeholders expect of the organization |
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| Principles and standards that guide members of society in day-to-day behavior with one another |
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| Any constituent potentially impacted by an organization's actions, either inside or outside the organization |
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| Situations in which it appears that acting ethically would prevent the achievement of an objective |
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| Enduring and distinguishing personal characteristics that may be inherited, learned, or developed |
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| Psychological characteristics: optimism, pessimism, self-confidence, socialability; and physical characteristics: energy and stamina |
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| People-oriented behaviors such as respect, openness to employees' ideas and concern for employee's well-being |
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| Behaviors related to task and goal orientation, such as giving clear directions, monitoring employees' performance, and planning and setting work schedules and deadlines |
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