• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Group 9 Leadership & Power
 

Group 9 Leadership & Power

on

  • 1,234 views

 

Statistics

Views

Total Views
1,234
Views on SlideShare
1,231
Embed Views
3

Actions

Likes
0
Downloads
15
Comments
0

2 Embeds 3

http://www.slideshare.net 2
http://www.lmodules.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Group 9 Leadership & Power Group 9 Leadership & Power Presentation Transcript

    • Group 9 ­ D0T33A Leadership & Power
    • Group 9 ­ D0T33A Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Introduction  Organization  Leader  Ideal Sanoma  Ideal Sanoma Leader  Solutions
    • Group 9 ­ D0T33A Organizational problem Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Organizational problem Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  From the general office  Sanoma Magazines needs to save 12,5 million euro  76 employees have to leave the company  Van Hecke  Alienated from staff  Shows non-strategic vision
    • Group 9 ­ D0T33A Breeding place of creativity? Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Employees feel frustrated  Systematic desinvestment last years  Quality demands cannot be met  Non-strategic savings  Place of creativity?  Strategic value will be lost
    • Group 9 ­ D0T33A Other similar cases Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Other similar cases Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A The Organization
    • Group 9 ­ D0T33A Organization Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Sanoma Magazines  Sanoma Magazines Belgium  Competing Values Framework  Market Culture
    • Group 9 ­ D0T33A Sanoma Magazines Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Publisher of magazines and digital media  Sanoma consists of  News  Entertainment  Magazines  Learning and literature  Trade
    • Group 9 ­ D0T33A Sanoma Magazines Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Sanoma Magazines Belgium Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Sanoma Magazines Belgium consists of  Humo  Goedele  Flair  TeveBlad  …  Sanoma, the breeding place of creativity
    • Group 9 ­ D0T33A Competing Values Framework Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Cultures differ with respect to two sets of opposite values  Flexibility and discretion vs. Stability and control  Internal focus vs. External focus
    • Group 9 ­ D0T33A Competing Values Framework Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions Cameron, K.S. & Quinn, R.E. (1999) diagnosing and changing organizational culture: based on the competing value framework. Reading, MA: Addison-Wesley.
    • Group 9 ­ D0T33A Market culture Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Market culture has  An external focus  A focus on stability and control  Core values  Competitiveness and productivity  Bottom-line results
    • Group 9 ­ D0T33A The Leader Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A The Leader - Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Quotes  Concepts  Leader vs Manager  Unsuccessful leaders  Leader types & Behaviours  Van Hecke – Profile
    • Group 9 ­ D0T33A Quotes Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Van Hecke states: “Sanoma Magazines is an important media company in this country, with a wide portfolio of strong magazine brands. In this new position I will take advantage of my experience in the media industry to further strengthen Sanoma Magazine’s leading position in the magazine business and to expand its business to other media platforms.”  Eija Ailasmaa, CEO of Sanoma Magazines: “We are very pleased to welcome Aimé van Hecke as the new CEO of Sanoma Magazines Belgium. Aimé is recognized as one of the key players of the transformation process at VRT. Both his extensive experience in the media industry and his ability to bring people together are of great importance for the future development of our company.”  His colleagues state: “He’s a Sun king who is alienated from his head editorial offices. A man who has maintained a house that is still standing, and standing strong, but where nothing has happened with the plans he had himself.”
    • Group 9 ­ D0T33A Concepts Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Leader: an individual within a group or an organization who wields the most influence over others.  Leadership: the process whereby one individual influences other group members toward the attainment of defined group or organizational goals.  Non-coercive influence  Goal-directed  Followers are required
    • Group 9 ­ D0T33A Leader vs. Manager Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions Source: http://www.laprogressive.com
    • Group 9 ­ D0T33A Unsuccessful leaders Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions 65—75% of employees say their boss is the worst aspect of their job “People leave their boss, not the company” a) Lack of training b) Personality problems c) Cognitive deficiencies d) Four themes in the literature on failed managers (1) Poor interpersonal skills (2) Unable to get work done (3) Unable to build a team (4) Unable to make transition after promotion www.faculty.plattsburgh.edu
    • Group 9 ­ D0T33A Example: Kayes Mt Everest Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Several people died  All team members were relying on the leader  Directive leadership  Difficult for the team members to respond at changing circumstances  Temptation to goal achievement overtakes the ability to consider alternative actions Kayes, D.C. (2004). The 1996 Mount Everest climbing disaster: The breakdown of learning in teams. Human Relations, 57,(10),1263-1284.
    • Group 9 ­ D0T33A Leadership types & behaviors Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Great person Theory  Participative vs. Autocratic  The Autocratic-Delegation Continuum Model  The 2-dimensional model of subordinate participation  Person-oriented & Product-oriented  Change-oriented
    • Group 9 ­ D0T33A Great person Theory Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions Possible characteristics that good leaders could possess  Integrity  Decisiveness  Competence  Visionary  Motivation
    • Group 9 ­ D0T33A Leadership types & behaviors Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Great person Theory  Participative vs. Autocratic  The Autocratic-Delegation Continuum Model  The 2-dimensional model of subordinate participation  Person-oriented,Product-oriented  Change-oriented
    • Group 9 ­ D0T33A Participative vs. Autocratic Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  The Autocratic-Delegation Continuum Model  Autocratic  Participative (democratic)  The 2-dimensional model of subordinate participation Directive democrat Directive autocrat Participative Autonomous Supervision Supervision Permissive democrat Permissive autocrat Participative Autonomous Laissez-faire Laissez-faire
    • Group 9 ­ D0T33A Leadership types & behaviors Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Great person Theory  Participative vs. Autocratic  The Autocratic-Delegation Continuum Model  The 2-dimensional model of subordinate participation  Person-oriented & Product-oriented  Change-oriented
    • Group 9 ­ D0T33A Person-oriented & product-oriented Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Person-oriented behavior:  Consideration: maintaining favorable personal relations with subordinates  Product-oriented behavior  Initiating structure  Being task-oriented
    • Group 9 ­ D0T33A Consequences for the organization Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions High Person Lower performance High performance Orientation Low turnover Low turnover Few grievances Few grievances Low Person Low performance High performance Orientation High turnover High turnover Many grievances Many grievances High Task High Task Orientation Orientation
    • Group 9 ­ D0T33A Leadership types &behaviors Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Great person Theory  Participative vs. Autocratic  The Autocratic-Delegation Continuum Model  The 2-dimensional model of subordinate participation  Person-oriented, Product-oriented  Change-oriented
    • Group 9 ­ D0T33A Change oriented Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Change-oriented:  Charismatic leader:  Characteristics:  Self-confidence   Clearly articulated vision  Extraordinary behavior  Change agent  Environmental sensitivity  Transformational leader:  Charismatic  Focused on his people
    • Group 9 ­ D0T33A Van Hecke - Profile Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Personalized power motivation  Directive autocrat  High product orientation, low people orientation  Low environmental sensitivity
    • Group 9 ­ D0T33A The ideal Sanoma Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Ideal Sanoma - Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Breeding place of creativity  Adhocracy  Example
    • Group 9 ­ D0T33A The breeding place of creativity Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Sanoma Magazines Belgium consists of  employees who have to perform creative tasks  Who have a focus on what happens in the uncertain outside world  Who have to be flexible Adhocracy
    • Group 9 ­ D0T33A Adhocracy Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Adhocracy needs  Empowered teams  Information sharing  Autonomy through boundaries  Team accountability  a facilitator not a supervisor  Organizing and guarding of the organizational values  Stimulating and guarding quality  Enhance interaction between teams Wageman, R. (1997). Critical success factors for creating superb self-managing teams. Organizational Dynamics, 26,(1),49-61
    • Group 9 ­ D0T33A Ex. Speaking up in operation rooms Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Coaching by leaders facilitated speaking up  Leaders need to create a teamwork environment  Leaders are the example for others Edmondson, A.C. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40, (6),1419-1452.
    • Group 9 ­ D0T33A Ideal Sanoma leader Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Ideal Sanoma Leader - Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Theories  What does Sanoma need  Example
    • Group 9 ­ D0T33A Theoretical Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Liking for least preferred co-worker  Situational leadership  Path – Goal  Overview
    • Group 9 ­ D0T33A Least preferred co-worker Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Liking for least preferred co-worker  How does he communicate about lpc?  Depends on  Situational control  relations between leaders and group members  leader position power  High LPC  Good in moderate situational control  Right now the company is on a moderate scale
    • Group 9 ­ D0T33A Situational Leadership Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Subordinate maturity − Task behaviour − Relationship behaviour
    • Group 9 ­ D0T33A Situational Leadership Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Path - Goal Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Theory based on how the subordinates feel.  4 different roles a leader can play to 'help' his subordinate  Instrumental  Supportive  Participative  Achievement-oriented
    • Group 9 ­ D0T33A Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  LPC  High LPC, people concerned  Situational leadership  S3, High relationship, low task  Path-Goal  Supportive, good relations, satisfying needs
    • Group 9 ­ D0T33A What does Sanoma need Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Characteristics  Behaviour  Leader and followers  Future vision
    • Group 9 ­ D0T33A Characteristics Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Socialized power motivation  Flexibel  Authentic leader, aware of the context  Intelligence  Emotional
    • Group 9 ­ D0T33A Behaviour Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Participative versus Autocratic  We want the permissive democrat  Leaving space for creativity  Higly motivated subordinates  Person oriented vs Production oriented  Low production concern ≠ doesn't care for production  High people concern
    • Group 9 ­ D0T33A Leader and followers Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Leading work teams – Role of a leader in empowered work teams.  Build trust and inspire team work  Function as a coach, find the necessary resources.  Build their confidence  Make your team a team  Take advantage of the differences, promote discussion
    • Group 9 ­ D0T33A Change Oriented Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Charismatic leader  Transformational leader  A Charismatic leader → may be the whole show  Transformational leader will make sure his team performs better.
    • Group 9 ­ D0T33A Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Characteristics  Social motivated  Behaviour  Permissive democrat  Low production, High people concern  Focused on empowered teams  Transformational leader
    • Group 9 ­ D0T33A Ex. Project Platypus Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Led by Ivy Ross  VP of design and development at Calvin Klein, Matel, Old Navy, Gap Inc, Disney Source: Interview with Ivy Ross, by Alison King, January 2007, http://ambidextrousmag.org/issues/06/ross.html
    • Group 9 ­ D0T33A Ex. Project Platypus Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Example: Ivy Ross  Project Platypus  Original Promise: 3 project a year, one new brand a year would be success.  2 new brands with 2 out of 3 projects done. Source: Project Platypus: Reinventing Product Development at Mattel, An Interview with Ivy Ross, http://www.aiga.org/content.cfm/project-platypus- reinventing-product-development-at-mattel-an-in
    • Group 9 ­ D0T33A Ex. Project Platypus Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  “I also believe that creativity and innovation are built around trust and freedom. Companies don't get that. They think it is a process. It is really about creating trust between the people creating and the freedom to go to new places.”  “Afterwards, I would ask them why they think Project Platypus worked. They said because they felt valued, trusted, and freedom.” Source: Interview with Ivy Ross, by Alison King, January 2007, http://ambidextrousmag.org/issues/06/ross.html
    • Group 9 ­ D0T33A Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Introduction  Organization  Leader  Ideal Sanoma  Ideal Sanoma Leader  Solutions
    • Group 9 ­ D0T33A Solutions Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Solutions Overview Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  How do we work?  Current Situation  Phase 1  Phase 2
    • Group 9 ­ D0T33A How do we work? Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions Diagnose Design Implement Support
    • Group 9 ­ D0T33A Current situation Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Solutions Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions Phase 1: Improve the leadership-skills of Van Hecke Phase 2 (recommended): Implement a culture of good leadership in the organization to obtain empowered, self-directing teams
    • Group 9 ­ D0T33A 3 months 3 months Training 360° Feedback Training Phase 1 PPA ...Follow up Coaching Sessions... SANOMA LEADERSHIP TRACK ...360° feedback sessions... Follow-up Phase 2 Training Training Coaching
    • Group 9 ­ D0T33A Personal Profile Analysis Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions “The Thomas International Personal Profile Analysis is a comprehensive written description of an individual’s unique behavioral and leadership style. It has been developed for individual use as well as for managers, supervisors and peers.” www.thomasinternational.net The PPA is  Useful for Van Hecke  Gives us also relevant information for the design of the trainings and individual coachings
    • Group 9 ­ D0T33A Background Training Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Personalized power  Social power motivation motivation  Permissive democrat  Directive autocrat  High people orientation  High product orientation, low people orientation  Focused on empowered teams  Low environmental sensitivity  Transformational leader
    • Group 9 ­ D0T33A Goal training Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
    • Group 9 ­ D0T33A Tools Training Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Theoretical part  Self-evaluations  Action learning  Group discussions  Role-plays  Exchange of experiences  Action plan for coaching sessions Tjosvold, D., Sun, H.F. & Wan, P. (2005b). Effects of openness, problem solving, and blaming on learning: An experiment in China. The Journal of Social Psychology, 145,(6),629-644. Tjosvold, D., Andrews, I.R. & Struthers, J.T. (1993). Leadership influence: Goal interdependence and power. Journal of Social Psychology. 132,(1),39-50. Edmondson, A.C., Roberto, M.A. & Watkins, M.D. (2003). A dynamic model of top management team effectiveness: managing unstructured task teams. The Leadership Quarterly, 14, (2),397-235.
    • Group 9 ­ D0T33A Implementation of 360° feedbacksystem Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions “Leaders, beware! The higher you go in an organization, the less likely people are to give you straight feedback”.
    • Group 9 ­ D0T33A Executive coaching Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions  Refreshment of the things learned during seminar  Discussion about relevant situations that happened in the main time  Evaluation of the action plan made during the seminar
    • Group 9 ­ D0T33A 3 months 3 months Training 360° Feedback Training PPA Phase 1 ...Follow up Coaching Sessions... SANOMA LEADERSHIP TRACK ...360° feedback sessions... Follow-up Phase 2 Training Training Coaching
    • Group 9 ­ D0T33A A culture of leadership  CEO Top management High Potentials 1 2 3 4 ...
    • Group 9 ­ D0T33A End Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions Thank you all for your attention!
    • Group 9 ­ D0T33A References Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions Ambidextrous. (2007). Interview with Ivy Ross, by Alison King. Retrieved December 9, 2009, from http://ambidextrousmag.org/issues/06/ross.html Cameron, K.S. & Quinn, R.E. (1999). Diagnosing and changing organizational culture: based on the competing value framework. Reading, MA: Addison-Wesley. Edmondson, A.C., Roberto, M.A. & Watkins, M.D. (2003). A dynamic model of top management team effectiveness: managing unstructured task teams. The Leadership Quarterly, 14, (2),397-235. Kayes, D.C. (2004). The 1996 Mount Everest climbing disaster: The breakdown of learning in teams. Human Relations, 57,(10),1263-1284. LA progressive. (2007). Retrieved December 10, 2009, from http://www.laprogressive.com/2008/02/03/why-i-support-barack-obama/ Project Platypus. (2006). Reinventing Product Development at Mattel.Retrieved December 9, 2009, from http://www.aiga.org/content.cfm/project-platypus-reinventing-product-development-at-mattel-an-in Tjosvold, D., Sun, H.F. & Wan, P. (2005b). Effects of openness, problem solving, and blaming on learning: An experiment in China. The Journal of Social Psychology, 145,(6),629-644. Tjosvold, D., Andrews, I.R. & Struthers, J.T. (1993). Leadership influence: Goal interdependence and power. Journal of Social Psychology. 132,(1),39-50. Wageman, R. (1997). Critical success factors for creating superb self-managing teams. Organizational Dynamics, 26,(1),49-61.