Assessing and Transforming Leadership Culture
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Assessing and Transforming Leadership Culture

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This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business ...

This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:

Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture

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Assessing and Transforming Leadership Culture Assessing and Transforming Leadership Culture Presentation Transcript

  • Leadership CultureWhat You Have – What You Want – How To Get It a presentation brought to you by: Sherry Perkins
  • Sherry Perkins • M.A. Organizational Development • 30 Years Experience • Technology/Management/HR • Business Owner Vice PresidentEnterprise Solutions Sales • Chair Waco WIB Alliance • SCORE Counselor • UOP Management Instructor ® imagine great peoplewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Who We Are • Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of Test Publishers • Microsoft Certified Partnerwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Creating Value for Clients We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Diverse Base of Marquee Clients Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Client Highlights • 11,000 + active clients • Client base includes 152 Fortune 2000 companies • Represented in nearly 130 countrieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Objectives• Define Corporate Culture• Identify Attributes of High Performance Culture• Use Instruments to Isolate and Transform Corporate Culturewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Elements of Culture What comes to your mind when you think Organization Culture? (Poll)www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Elements of Culture 1. Your History/Experience 2. Your Framework 3. Your Past and Current Assumptions 4. Your Customs/Rituals 5. Your Values and Beliefswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Elements of Culture 1. Your view of the world 2. What you expect 3. Your written and unwritten rules 4. What you consider valid 5. Whom and what you respectwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Elements of Culturewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • How Would You Describe Your Organization’s Culture1. _______________________2. _______________________3. _______________________www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • What is the impact of culture on business results?1. _______________________2. _______________________3. _______________________www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • What is the impact of culture on business results? Information Flow Culture Organizational Learning Decision Making Culture Culture Productivity / Sustainability Innovation / Creativitywww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Culture is… EconomicResources Climate • Critical to organizational survival (Barney, 1986; Tichy, 1983). • Single most important factor standing between success and failure. (Morgan, (1986). PoliticalTechnology Climate www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Culture is… EconomicResources Climate Attitudes Behaviors / Practices Learn Problem Solving Recovery from Setbacks Manage Change PoliticalTechnology Climate Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Executive Assessment1. High strung; don’t manage stress well.2. Customer satisfaction is a major concern from a quality standpoint.3. Sacrifice quality for production.4. Impatient with each other; lots of turf battles.5. Play hard. They are social butterflies, but parties seem to be riddled with rivalry and competition.6. Some evidence of bullying.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Manufacturing Team Analysis Requirements Scale Leader Team Comments Follow Design Specifications Inspect and Rework Failed Parts Ship Completed Parts for Quota Negotiate Changes to Schedulewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Jet Aircraft Engine Manufacturers Profiles Performance Indicator Team Analysis 1 2 3 4 1 2 3 4 1 2 3 4 = leader #’s = Memberswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Scales That Influence Behavior Scale I Scale II Scale III Scale IVDOMINANCE STEADINESS INFLUENCE COMPLIANCE Control, Social Influence, Patience, Precision, Ambition, Positive Expectancy, Composure, Analytical, Results Expressiveness Team Player Quality Orientation Orientationwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Team Analysis1. High strung; don’t manage stress well.2. Customer satisfaction is a major concern from a quality standpoint.3. Sacrifice quality for production.4. Impatient with each other; lots of turf battles.5. They are social butterflies, but parties seem to be riddled with rivalry and competition.6. Some evidence of bullying.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Team Analysis1. High strung; don’t manage stress well.2. Customer satisfaction is a major concern from a quality standpoint.3. Sacrifice quality for production.4. Impatient with each other; lots of turf battles.5. They are social butterflies, but parties seem to be riddled with rivalry and competition.6. Some evidence of bullying.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Manufacturing Team Analysis Requirements Scale Leader Team Comments Follow Design 4 Weak Weak Specifications Inspect and 4 Weak Weak Rework Failed Parts Ship Completed 4/1 Weak Strong Parts for Quota Negotiate 3/1 Strong/Weak Strong/Weak Changes to Schedulewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Jet Aircraft Manufacturerswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Jet Aircraft Manufacturerswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Jet Aircraft Manufacturerswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • What Do We Need ?www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Jet Aircraft Engine Manufacturers 1 2 3 4 1 2 3 4 1 2 3 4www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • More of an OrganismCreates andRecreates ItselfAnd ItsEnvironment Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • What Do We Needwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Jet Aircraft Engine Manufacturers 1 2 3 4 1 2 3 4 1 2 3 4www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Seed for Greater Successwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Effective Work Environments By Robert K. Greenleaf (1977) INDIVIDUAL FOCUS TEAM Atmosphere for Team Mentality Individual Growth Open Communications Emphasis on Balanced Mutual Trust Among Lifestyle Stakeholders People are valued RESOURCES CULTURAL MINDSET Sufficient Freedom to Financial Make Decisions Resources Atmosphere Encourages Risk-TakingAnn Todd Abel, Characteristics, Behaviors and Effective Work Environments, Dissertation,Retrieved from http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdfwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Traditional Hierarchical Team President Product VP Sales and VP Operations Development Service Finance Mfg Distribution Customer Sales Servicewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Open-Systems Team Model (Pre-requisites) Dr. Oscar Mink, Open Organization, 1979Effective Decision Level atCommunications Lowest Level of CompetencyEqual Reward forTeam versus Members WhoIndividual Are Capable andAchievement CommittedClearly Understood Goals Inspire ContinuousMember Authority and LearningAccountability www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Double-Loop Learning Argyris, C. (1978) Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • The Denison Model – High Performance Culture (MICA) • Mission • Involvement Clearly Engagement, Defined Group Pride Direction of Ownership Values, Beliefs, Response to Group Change Norms • Code of the • Adaptability RoadMusselwhite, C. 2006. Building a High-Performance Culture Inc.Retrieved from http://www.inc.com/resources/leadership/articles/20060901/musselwhite.htmlwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Stages of Concern Model Improve or Choose Better Collaboration or Solution Implementation Consequences Management Personal Informational Awareness Scale 4 3 2 1 Compliance Stability Influence DominanceConcerns Based Adoption Model (CBAM), Hall and Rutherford (1979)Retrieved from http://www.techlearning.com/article/42264www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Change Management Analysis 1 2 3 4 1 2 3 4 1 2 3 4 = leader #’s = Memberswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Change Management Analysis Typical Challenges Relevant Attributes Team Analysis Cannot Recover From Setbacks v Indecisive, Slow to Implement Poor Team Morale and Lack of Engagement and Accountability Power Struggles, Strife Analysis Paralysis Unexpressed expectations GroupThink, Unable to Manage Consensus Resistant to Change Poor Leadership Good Process Controlswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Change Management Analysis Typical Challenges Relevant Attributes Team Analysis Cannot Recover From Setbacks Positive Expectations, Low Composure, Positive Composure Expectations Indecisive, Slow to Implement Results Orientation, Patience, Results Oriented, Strong Patience & Precision Precision Poor Team Morale and Lack of Control, Social Influence, Strong control, influential, strong Engagement and Accountability Team Player team players Power Struggles, Strife Results Orientation, Control High in control and results orientation Analysis Paralysis Quality Orientation, Precision, Low quality orientation, and Analytical analytical; good precision Unexpressed expectations Expressiveness, Team Player, Low expressiveness, moderate team player GroupThink, Unable to Manage Expressiveness, Control, Results High control, low expressive, high Consensus Orientation results orientation Resistant to Change Patience, Precision, Analytical, Good precision, low analytical, low Quality Orientation, quality orientation Poor Leadership Control, Social Influence Low leader control and moderate influence Good Process Controls Precision, Analytical, Quality Low quality orientation, and analytical; good precisionwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Questions?
  • Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business