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Developing                    Management                    Skills                    Leadership,                    Team ...
7-2Review of the Week Did anyone redo their goals or help their  people to redo goals? Did anyone use any new influence ...
7-3End of Last Week BuildSocial Networks-to get things done,  to build influence, go beyond  organization and industry M...
7-4Leadership Run Amok What  happens when a leader has a  strong achievement drive, but a weak or  neutral drive for powe...
Introduction   Leadership       Who said, Leadership        is “taking people in a        direction they would        no...
7-6What are some LeadershipMyths that you have heardor dealt with?
7-7Myths of Leaders What   is the Great Man theory?    Leaders are born, not made?   Leaders need to be Charismatic?  ...
7-8Leadership Matters People   are hungry for ways to learn about  how to more effectively lead and improve  their organi...
7-9Important Personal Traits inLeadership Intelligence Dominance Sociability Self-monitoring High  energy level or dr...
7-10Discussion Question?What characteristic do people most admire   in a leader?A. CharismaB. Forward-lookingC. InspiringD...
7-11Lessons in Leadership Traits Leadership  traits are always good  predictors of leadership effectiveness?? The same l...
7-12Lessons in Leadership Traits What   about the type of leader that we  like?? Are we biased? Did you ever meet someo...
7-13Transactional Leadership“Doing”vs .”Being”What is the difference?Why is a “doing” leader sometimes better    when ther...
7-14Situational LeadershipApproach1.   Understanding the difference between     supportive and directive behavior2.   How ...
7-15Directive and SupportiveBehaviors Directive   behavior     extent to which a leader engages in one-      way communi...
7-16Directive and SupportiveBehaviors Supportive   behavior    extent to which a leader engages in two-     way communic...
7-17Four Behavioral Styles ofSituational Leadership Directing Coaching Supporting Delegating
7-18Using the Four BehavioralStyles Development    level    Competence and Commitment of followers     to perform a part...
7-19When, if ever, is a Directivestyle better? Why Why Not? Are most women good at directive styles? Why or why not?
7-20Question?Which leadership style is high in supportive   behavior and low in directive behavior?A. SupportingB. Coachin...
7-21The Four Leadership Styles
7-22• Discussion  A new associate  With Experience?  Without much experience?  An Experienced, Successful  Associate?  An ...
7-23Leading Through Transactions Transactional   leader behavior    Represents an exchange or transaction     between th...
7-24Transactional LeaderBehaviors Management-by-exception Contingent reward behavior Contingent punishment
7-25Transformational LeaderBehaviors Transformational   Leader Behaviors    “seek to arouse and satisfy higher needs, to...
7-26Transformational LeaderBehaviors Articulating a vision Providing an appropriate model Fostering the acceptance of g...
7-27You have been appointed Tell    us your vision? How do you articulate it? What story would you share?
7-28Transformational Leadership Organizational   citizenship behaviors    discretionary behaviors that are beneficial   ...
7-29   Organizational Citizenship   Behaviors Altruism Civic virtue Conscientiousness Courtesy Sportsmanship
7-30Articulate a Vision Increase  your eye contact Vary the speed and volume of your voice Repeat the vision often Exp...
7-31Articulate a Vision Use metaphors Use emotional appeals Speak in positive terms Use the term “we” instead of “I”
7-32Providing an AppropriateModel What   specific behaviors do you feel are    important to role-model?    Role modeling...
7-33Providing an AppropriateModel DWYSYWD   – Do what you say you will do
7-34Question?What is leader behavior that challenges   followers to re-examine assumptions   about their work ?A. Fosterin...
7-35Transformational LeaderBehaviors Fostering   the Acceptance of Group Goals     “Behavior on the part of the leader a...
7-36Transformational LeaderBehaviors High   performance expectations    behavior that demonstrates the leader’s     expe...
7-37“Pygmalion Effect” What  is it? How do leaders exhibit it? For good? For bad?
7-38Transformational LeaderBehaviors Providing   individualized support    leader behavior indicating that he respects  ...
7-39Transformational LeaderBehaviors Intellectual   stimulation     leader behavior that challenges followers      to re...
7-40Common Ways of ShowingIntellectual Stimulation Encouraging   the imagination of  employees Challenging the old ways ...
7-41Becoming a Leader Startwith assessment Actively engage in leadership  opportunities wherever they might present  the...
What is Your Leadership Style?                  Takea leadership                  questionnaire at                  www.n...
8-43     Myths of Teamwork1.   What are some of the myths of teamwork?
8-44When Do Teams Make Sense? Teams  are better when no individual  “expert” exists Teams are often superior in stimulat...
8-45Question?What is a group of people who are   collectively accountable for definable   outcomes?A. SquadB. PanelC. Team...
8-46High Performing Teams Team    a group of people who are collectively     accountable for definable outcomes
8-47High Performing Teams High   performance team    One that produces high-quality work but     also has members who de...
8-48The High-Performance TeamScoreboard Production output Member satisfaction Capacity for continued cooperation
7-49Are we a Team? If yes. Why? If no, what would make us a team?
8-50The Disciplines of HighPerforming Teams1.   Small size2.   Capable and complementary members3.   Shared purpose and pe...
8-51Question?What is the ideal size for a high-performance   group?A. 1-2B. 3-5C. 5-8D. 12-15
8-52Small Size High performing groups are rarely more  than 10 people Ideally are between 5 and 8 members Bezos – “two ...
8-53KSA Requirements forTeamwork Conflictresolution Collaborative problem solving Communication Goal setting and perfo...
8-54Common Purpose andPerformance Objectives Outcome-based        goals    describe the specific outcomes by which     s...
8-55Examples of Outcome vs.Activity Goals
8-56Team Development Forming Storming Norming Performing
8-57     Team Development Forming    primary concern is the initial entry of members to a     group    What is the acce...
8-58Team Development Norming    point at which the group begins to come     together as a coordinated unit    Group wil...
8-59Discussion Question?Which stage of team development is most   important for group success?A. FormingB. StormingC. Norm...
8-60Productive Norms Prescriptive     dictates what should be done Proscriptive     dictates behaviors that should be ...
8-61Mutual AccountabilityTwo types of team rewards Cooperative CompetitiveAppropriateness depends on degree of task, int...
8-62Team Rewards Cooperative    rewards are distributed equally among     members of the team Competitive    members a...
8-63High-Performance TeamChallenge1.   Keep the group small2.   Focus on complementary skill-sets3.   Set clear outcome-ba...
8-64Managing Threats to TeamPerformance What   is a Risky shift ? Who is an Innocent bystander in a team? Can you give ...
8-65Managing Threats to TeamPerformance What   is Choking? What   is an Escalation of commitment ? Time-Warner   Example
8-66Information Processing Threats1.   People are remarkably poor at taking     the perspective of others2.   Left unmanag...
8-67Social Loafing Social   Loafing     situation in which some people do not work      as hard in groups as they do ind...
8-68Social Pressures to Conform Members  strive so hard to maintain harmony and cohesion that they end up avoiding the di...
8-69Managing Diversity Group  functioning is more difficult  because diverse people are less likely to  see or understand...
8-70Managing DiversitySuccessful diverse team is one where  people: Are aware of important differences Understand how di...
8-71Traps of Diversity Awareness Tendency   to romanticize diversity Deny or ignore important differences and  the poten...
8-72Surface and Deep-levelDiversity
8-73Diversity vs. Stereotyping
8-74UnderstandingMost difficult challenges:1. Managing people from different   cultures2. Managing those younger or older ...
8-75Cultural Differences Power  distance Individualism vs. collectivism Achievement vs. nurturing orientation Uncertai...
8-76Generational Differences   Traditionalist       born between 1922 and 1943   Baby boomers       born between mid 1...
8-77Common CommunicationDifferences
8-78Make a Diverse TeamProductive What   are some ways to do this?
8-79      Effective Team Interventions Understanding     member profiles     Meyer-Briggs Type Indicator Building   tea...
8-80Creative Problem SolvingTechniques Divergent    thinking     producing multiple or alternative answers      from ava...
8-81Virtual Teams and MeetingsElectronic meetings Advantages    anonymity, honesty, and speed Disadvantages    establi...
8-82   Team Effectiveness Assessment Take the Team Effectiveness Assessment from PSA Training and Development to determin...
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Class 5 Developing Management Skills

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Fifth Class of Course.

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  • All are admired by others – there is no one best answer. See next slide.
  • The correct answer is “A” – supporting. See next slide.
  • The correct answer is “D” - Intellectual stimulation. See slide 7-35.
  • The correct answer is “C” – team. See next slide.
  • The correct answer is “C” – 5-8. See next slide.
  • There is no one best answer. All are important. See slides 8-16 & 8-17.
  • Transcript of "Class 5 Developing Management Skills"

    1. 1. Developing Management Skills Leadership, Team Effectiveness and Diversity Barbara Fowler Class 5McGraw-Hill/Irwin Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
    2. 2. 7-2Review of the Week Did anyone redo their goals or help their people to redo goals? Did anyone use any new influence techniques? Did anyone interview someone and use behavior based/situational questioning?
    3. 3. 7-3End of Last Week BuildSocial Networks-to get things done, to build influence, go beyond organization and industry Mistakes-taking credit, not meeting commitments, using power to show who’s in charge, not asking for help,
    4. 4. 7-4Leadership Run Amok What happens when a leader has a strong achievement drive, but a weak or neutral drive for power and affiliation? Why do you think achievement drive has gone up? Where do you see power and affiliation going in the future?
    5. 5. Introduction Leadership  Who said, Leadership is “taking people in a direction they would not go otherwise”?  Does anyone have another leadership quote to share? 7-5
    6. 6. 7-6What are some LeadershipMyths that you have heardor dealt with?
    7. 7. 7-7Myths of Leaders What is the Great Man theory? Leaders are born, not made? Leaders need to be Charismatic? Others???
    8. 8. 7-8Leadership Matters People are hungry for ways to learn about how to more effectively lead and improve their organizations There are so many models, it is hard to know what is really associated with leadership effectiveness
    9. 9. 7-9Important Personal Traits inLeadership Intelligence Dominance Sociability Self-monitoring High energy level or drive Self-confidence Tolerance for ambiguity
    10. 10. 7-10Discussion Question?What characteristic do people most admire in a leader?A. CharismaB. Forward-lookingC. InspiringD. Competent
    11. 11. 7-11Lessons in Leadership Traits Leadership traits are always good predictors of leadership effectiveness?? The same leader is not always the right leader?? Wonderful diversity in the types of people who have the propensity to be effective leaders?
    12. 12. 7-12Lessons in Leadership Traits What about the type of leader that we like?? Are we biased? Did you ever meet someone you didn’t particularly admire who was a good leader?
    13. 13. 7-13Transactional Leadership“Doing”vs .”Being”What is the difference?Why is a “doing” leader sometimes better when there is a task at hand?When is a being leader more necessary?
    14. 14. 7-14Situational LeadershipApproach1. Understanding the difference between supportive and directive behavior2. How those two different types of leader behavior combine to form the four different leadership styles3. The four potential developmental levels of followers4. How to match style to developmental level
    15. 15. 7-15Directive and SupportiveBehaviors Directive behavior  extent to which a leader engages in one- way communication  Tells the follower what to do, where, when, and how to do it  Structure, control, supervise
    16. 16. 7-16Directive and SupportiveBehaviors Supportive behavior  extent to which a leader engages in two- way communication  Provides support and encouragement  Facilitates interaction  Involves the follower in decision-making  Praise, listen, facilitate
    17. 17. 7-17Four Behavioral Styles ofSituational Leadership Directing Coaching Supporting Delegating
    18. 18. 7-18Using the Four BehavioralStyles Development level  Competence and Commitment of followers to perform a particular task without supervision  Factor that determines which of the four styles should be used
    19. 19. 7-19When, if ever, is a Directivestyle better? Why Why Not? Are most women good at directive styles? Why or why not?
    20. 20. 7-20Question?Which leadership style is high in supportive behavior and low in directive behavior?A. SupportingB. CoachingC. DelegatingD. Directing
    21. 21. 7-21The Four Leadership Styles
    22. 22. 7-22• Discussion A new associate With Experience? Without much experience? An Experienced, Successful Associate? An Unsuccessful Associate?
    23. 23. 7-23Leading Through Transactions Transactional leader behavior  Represents an exchange or transaction between the leader and follower
    24. 24. 7-24Transactional LeaderBehaviors Management-by-exception Contingent reward behavior Contingent punishment
    25. 25. 7-25Transformational LeaderBehaviors Transformational Leader Behaviors  “seek to arouse and satisfy higher needs, to engage the full person of the follower”
    26. 26. 7-26Transformational LeaderBehaviors Articulating a vision Providing an appropriate model Fostering the acceptance of group goals High performance expectations Providing individualized support Intellectual stimulation
    27. 27. 7-27You have been appointed Tell us your vision? How do you articulate it? What story would you share?
    28. 28. 7-28Transformational Leadership Organizational citizenship behaviors  discretionary behaviors that are beneficial to the organization but are not explicitly recognized by the formal reward system
    29. 29. 7-29 Organizational Citizenship Behaviors Altruism Civic virtue Conscientiousness Courtesy Sportsmanship
    30. 30. 7-30Articulate a Vision Increase your eye contact Vary the speed and volume of your voice Repeat the vision often Explain the significance of the vision Appeal to your audience’s values
    31. 31. 7-31Articulate a Vision Use metaphors Use emotional appeals Speak in positive terms Use the term “we” instead of “I”
    32. 32. 7-32Providing an AppropriateModel What specific behaviors do you feel are important to role-model? Role modeling sets an environmental cue in the mind of a person that this behavior is important and that it should be emulated
    33. 33. 7-33Providing an AppropriateModel DWYSYWD – Do what you say you will do
    34. 34. 7-34Question?What is leader behavior that challenges followers to re-examine assumptions about their work ?A. Fostering the Acceptance of Group GoalsB. High performance expectationsC. Providing individualized supportD. Intellectual stimulation
    35. 35. 7-35Transformational LeaderBehaviors Fostering the Acceptance of Group Goals  “Behavior on the part of the leader aimed at promoting cooperation among employees and getting them to work together toward a common goal”
    36. 36. 7-36Transformational LeaderBehaviors High performance expectations  behavior that demonstrates the leader’s expectations for excellence, quality, and/or high performance on the part of followers
    37. 37. 7-37“Pygmalion Effect” What is it? How do leaders exhibit it? For good? For bad?
    38. 38. 7-38Transformational LeaderBehaviors Providing individualized support  leader behavior indicating that he respects followers and is concerned about their personal feelings and needs  Examples??
    39. 39. 7-39Transformational LeaderBehaviors Intellectual stimulation  leader behavior that challenges followers to re-examine assumptions about their work and rethink how it can be performed  Examples??
    40. 40. 7-40Common Ways of ShowingIntellectual Stimulation Encouraging the imagination of employees Challenging the old ways of doing things Looking for better ways to do things Willing to take risks Making it acceptable to fail
    41. 41. 7-41Becoming a Leader Startwith assessment Actively engage in leadership opportunities wherever they might present themselves Be willing to lead people in a new direction
    42. 42. What is Your Leadership Style?  Takea leadership questionnaire at www.nwlink.com to determine your leadership style. 7-42
    43. 43. 8-43 Myths of Teamwork1. What are some of the myths of teamwork?
    44. 44. 8-44When Do Teams Make Sense? Teams are better when no individual “expert” exists Teams are often superior in stimulating innovation and creativity Teams can help create a context where people feel connected and valued
    45. 45. 8-45Question?What is a group of people who are collectively accountable for definable outcomes?A. SquadB. PanelC. TeamD. Band
    46. 46. 8-46High Performing Teams Team  a group of people who are collectively accountable for definable outcomes
    47. 47. 8-47High Performing Teams High performance team  One that produces high-quality work but also has members who derive value from being part of the group, and are able to learn from each project in ways that make them able to cooperate even better in the future
    48. 48. 8-48The High-Performance TeamScoreboard Production output Member satisfaction Capacity for continued cooperation
    49. 49. 7-49Are we a Team? If yes. Why? If no, what would make us a team?
    50. 50. 8-50The Disciplines of HighPerforming Teams1. Small size2. Capable and complementary members3. Shared purpose and performance objectives4. Productive norms and working approach5. Mutual accountability
    51. 51. 8-51Question?What is the ideal size for a high-performance group?A. 1-2B. 3-5C. 5-8D. 12-15
    52. 52. 8-52Small Size High performing groups are rarely more than 10 people Ideally are between 5 and 8 members Bezos – “two pizza group”
    53. 53. 8-53KSA Requirements forTeamwork Conflictresolution Collaborative problem solving Communication Goal setting and performance management Planning and task coordination
    54. 54. 8-54Common Purpose andPerformance Objectives Outcome-based goals  describe the specific outcomes by which success will be determined  How would we know success?  When would we declare victory? Activity-based goals  describe just the activities
    55. 55. 8-55Examples of Outcome vs.Activity Goals
    56. 56. 8-56Team Development Forming Storming Norming Performing
    57. 57. 8-57 Team Development Forming  primary concern is the initial entry of members to a group  What is the acceptable behavior? Storming  Period of high emotion and tension among the members  Hostility and infighting between members  Conflict may develop over leadership
    58. 58. 8-58Team Development Norming  point at which the group begins to come together as a coordinated unit  Group will try to regulate behavior Performing  see the emergence of a mature, organized and well-functioning team
    59. 59. 8-59Discussion Question?Which stage of team development is most important for group success?A. FormingB. StormingC. NormingD. Performing
    60. 60. 8-60Productive Norms Prescriptive  dictates what should be done Proscriptive  dictates behaviors that should be avoided
    61. 61. 8-61Mutual AccountabilityTwo types of team rewards Cooperative CompetitiveAppropriateness depends on degree of task, interdependence, culture?
    62. 62. 8-62Team Rewards Cooperative  rewards are distributed equally among members of the team Competitive  members are rewarded for successful performance as individuals in the team
    63. 63. 8-63High-Performance TeamChallenge1. Keep the group small2. Focus on complementary skill-sets3. Set clear outcome-based goals4. Enforce productive norms and conflict management5. Match rewards to contributions
    64. 64. 8-64Managing Threats to TeamPerformance What is a Risky shift ? Who is an Innocent bystander in a team? Can you give any examples of where a risky shift or an innocent bystander were observed?
    65. 65. 8-65Managing Threats to TeamPerformance What is Choking? What is an Escalation of commitment ? Time-Warner Example
    66. 66. 8-66Information Processing Threats1. People are remarkably poor at taking the perspective of others2. Left unmanaged, in any team a handful of people will do the majority of talking which leads to uneven communication
    67. 67. 8-67Social Loafing Social Loafing  situation in which some people do not work as hard in groups as they do individually “Sucker aversion”  everyone wants to avoid being taken advantage of so team members hedge their efforts and wait to see what other members will do
    68. 68. 8-68Social Pressures to Conform Members strive so hard to maintain harmony and cohesion that they end up avoiding the discomforts of disagreement
    69. 69. 8-69Managing Diversity Group functioning is more difficult because diverse people are less likely to see or understand situations in similar ways Diverse teams have the potential to achieve better outcomes
    70. 70. 8-70Managing DiversitySuccessful diverse team is one where people: Are aware of important differences Understand how differences might influence team processes Take explicit action to bring the team together
    71. 71. 8-71Traps of Diversity Awareness Tendency to romanticize diversity Deny or ignore important differences and the potential for those differences to affect team processes and outcomes People only talk about observable or “surface-level” diversity
    72. 72. 8-72Surface and Deep-levelDiversity
    73. 73. 8-73Diversity vs. Stereotyping
    74. 74. 8-74UnderstandingMost difficult challenges:1. Managing people from different cultures2. Managing those younger or older than they are3. Communicating with those from the opposite sex
    75. 75. 8-75Cultural Differences Power distance Individualism vs. collectivism Achievement vs. nurturing orientation Uncertainty avoidance Long-term vs. short-term orientation
    76. 76. 8-76Generational Differences Traditionalist  born between 1922 and 1943 Baby boomers  born between mid 1940s and early 1960s Generation X  born during mid 1960s through about 1980 Millenials  born in the early 1980s through the turn of the century
    77. 77. 8-77Common CommunicationDifferences
    78. 78. 8-78Make a Diverse TeamProductive What are some ways to do this?
    79. 79. 8-79 Effective Team Interventions Understanding member profiles  Meyer-Briggs Type Indicator Building team cohesion  persons in a highly cohesive group value their membership and strive to maintain positive relationships Conducting after action reports and process checks Dealing directly with a free rider
    80. 80. 8-80Creative Problem SolvingTechniques Divergent thinking  producing multiple or alternative answers from available information Subdivision Usinganalogies Reversing the problem
    81. 81. 8-81Virtual Teams and MeetingsElectronic meetings Advantages  anonymity, honesty, and speed Disadvantages  establishing relationships  dealing with sensitive issues  persuade a team to commit to a course of action
    82. 82. 8-82 Team Effectiveness Assessment Take the Team Effectiveness Assessment from PSA Training and Development to determine your team’s strengths and weaknesses. Team Effectiveness Assessment
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