1a Leaders develop the Mission, Vision, Values and ethics and act as role models
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1a Leaders develop the Mission, Vision, Values and ethics and act as role models, leadership styles and traits, human resources

1a Leaders develop the Mission, Vision, Values and ethics and act as role models, leadership styles and traits, human resources

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1a Leaders develop the Mission, Vision, Values and ethics and act as role models 1a Leaders develop the Mission, Vision, Values and ethics and act as role models Presentation Transcript

  • 1a Leaders develop the Mission Mission,Vision, Values and ethics and actas role models http://www.flickr.com/photos/powi/2413606933/sizes/o/
  • SUMMARY OF THE LASTLECTURES – WHAT DIDYOU LEARN? International Human Resources Management, Dr. Jörg Klukas 2
  • What we have learnt.• Overview of the EFQM Model to be applied for HR- Departments• Criteria 3 • People Approaches• Criteria 5 • HR Process Management• Criteria 4e • Learning Organization g g • People, Places and Objects Approach• Intercultural Management by Lixiu• Criteria 7 • People’s Perception measures • People’s Performance Indicators International Human Resources Management, Wassili Lasarov, Dr. Jörg Klukas
  • 1A LEADERS DEVELOP THE MISSION,VISION, VALUES AND ETHICS AND ACT AS S O A SA CS A ACROLE MODELS International Human Resources Management, Dr. Jörg Klukas 4
  • The EFQM excellence model QEnablers Results People People Results Policy and Customer Key Leadership p Strategy Processes Results Performance Results Partnerships Society & Resources Results Innovation and Learning International Human Resources Management, Dr. Jörg Klukas 5
  • The EFQM excellence model Q People People Results Key 1. Leadership 1 L d hi CustomerLeadership Strategy Strateg Processes Performance Results Results Partnership Society & Resources Resultsa. Leaders develop the Mission, Vision, Values and ethics and act as role modelb. Leaders define, monitor, review and drive the improvement of the organization’s management system and performancec. Leaders engage with external stakeholdersd.d Leaders reinforce a culture of excellence with the organization s people organization’se. Leaders ensure that the organization is flexible, and managers change effectively International Human Resources Management, Dr. Jörg Klukas 6
  • The EFQM excellence model – People Q p1a Leaders develop the Mission, Vision, Values and ethics and actas role models l d l APPROACHES In practice, excellent organizations • Set and communicate a clear direction and strategic focus; they Roles/Tasks of unite their people in sharing and achieving the organizations organization s Leaders core purpose and objectives. • Secure the future of the organization by defining and Theories of communication a core purpose that provides the basis for their overall ision alues o erall vision, values, ethics and corporate beha ior behavior. Leadership (Types, Traits,…) • Champion the organizations Values and are role models for integrity, social responsibility and ethical behavior, both internally and externally Elements of High g • Foster organizational development through shared Values, Performing Leaders accountability, ethics and a culture of trust and openness. (1d) • Ensure their people act with integrity and adopt the highest standards of ethical behavior behavior. Empowerment (3c) • Develop a shared leadership culture for the organization and Influencing (1c/d) review and improve the effectiveness of personal leadership 7 behaviors
  • Theory 1ROLES/TASKS FORLEADERS International Human Resources Management, Dr. Jörg Klukas 8
  • What do good leaders have in common? g• Not much!•P h Perhaps three common attributes: h ib • Have principles (Grundsätze) • Have thoroughness (Gründlichkeit und Sorgfalt) • Have methodological and systematic approaches, tools (Professionalität, Werkzeuge)•M More or less same tasks: l t k • Lead by Vision and Strategy (Manage Strategy) • Lead by Role Model ( y (Manage People) g p ) • Lead by Processes (Manage Processes) • Lead by Change (Manage Change) International Human Resources Management, Dr. Jörg Klukas 9
  • 4 Tasks of Leaders4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal.Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility forcontinuous improvements. Leadership of change realizes break-through improvements to redesign the organization. Strategic Leadership Operational 1a Leadership 1c/d • Process Coordinator, Process Owner people ship Process Manager gLeadership Processsof Change Leaders • Leader of Improvement Team 1b • Assessor / Auditor (EFQM, Bootstrap/SPICE) Visionary Enabler • Member of Management Review g e Role Model • Responsible for Strategic Initiatives • Manger of Innovations; Member of Disruptive 1e Innovation Decision Teams; Leader/Member of Focus Innovations experiences • Set challenging goals, create belief • Leading employees and commitment to these goals, • Account Manager involving people at all company • Partner Manager levels, stick with the challenging • Responsible for Cultural Activities, goals, focus on it and execute Educational Institutions, • by Offsites, Management Meetings, Governmental Relationships BU/Account Reviews, Strategy Mapping, BSC International Human Resources Management, Dr. Jörg Klukas 10
  • Theory 2INFLUENCE BY VISION International Human Resources Management, Dr. Jörg Klukas 11
  • Ways to influence y Leader Leading by vision, Leading by structure corporate values and HR and systems policyProcesses, Objectives and Vision, corporate culture, Direct Influence Rewards shared values and norms Governance by Go ernance b Governance by objectives, rules and sozialization rewards Follower Self-Governance by Extra-organizational socializations or teams International Human Resources Management, Dr. Jörg Klukas 12
  • Leading with Vision, Inspiration & g yIntegrity• understand inter-relational emotions processes as drivers for internal motivations processes • Leading by Command&Control • Leading by Objectives emotional • L di by Vi i Leading b Vision level International Human Resources Management, Dr. Jörg Klukas 13
  • Leading starts by providing a touchingvision. “We want to be the most “We want to provide people a customer oriented and most beautiful home. This home profitable company in should reflect their h ld fl h i Germany.” imaginations about a well- feeling home sweet home.”• Generate a vision for the followers and not for the management• Treat your followers as people A good vision generates a culture that helps to realize my strategy. Objectives within the strategy motivate my team to identify necessary tasks and solve them by learning. International Human Resources Management, Dr. Jörg Klukas 14
  • Theory 3VARIOUS TYPES OFLEADERSHIP International Human Resources Management, Dr. Jörg Klukas 15
  • Various types of leadership yp p Type Main Goal The Servant Leader Generally increases satisfaction of people
  • The Servant Leader• A Servant leader is on who puts others before themselves. As the word servant might imply, it is a leader that acts like a servant to his followers. They naturally want to help others by bringing the best out in them.• The main difference between a leader and a servant leader, is that a servant leader genuinely cares for other people. Their main goal is to make sure that other people are satisfied with their tasks, that they are being pushed to their f ll capability, and their hi h h i full bl d h i highest priorities are b i i ii being served. International Human Resources Management, Dr. Jörg Klukas 17
  • Characteristics of a Servant Leader• Having a Calling – natural desire to help others• Listening – desire to listen and value what’s heard what s• Empathy – ability to “walk in other’s shoes”• Healing – others want to approach you for help• Awareness A –kkeen sense of what is going on f h ti i• Persuasion – seek to convince others to do things• Conceptualization – encourage others to dream• Foresight – ability to anticipate future events• Stewardship – prepare others to contribute to society• G ow Growth – strong co s o g commitment to g ow of e o growth o people• Building community – strong sense of community spirit International Human Resources Management, Dr. Jörg Klukas 18
  • Various types of leadership yp p Type Main Goal The Servant Leader Generally increases satisfaction of people The Situational Leader Changes behavior depending on situation
  • Situational Leader• Directive/Task Behavior involves (X-Axis): • Clearly Telling People • What to Do, How to Do It, Where to Do It When to Do It It, • And Then Closely Supervising Their Performance• Supportive/Rel. Behavior involves (Y-Axis): • Listening to People • Providing Support and Encouraging Their Efforts • Facilitating Their Involvement in • Problem Solving and Decision Making M ki Source: http://robcrispe.wordpress.com/2008/03/24/situational-leadership-ii-the-four-phases-that-all-team-leaders-should-know-about/
  • High S3: Supporting S2: Coaching • High Supportive, Low Directive Supportive • High Directive, High Supportive Directive • Focus of Control Shifts to • Leader Now Attempts to Hear Follower Followers Suggestions, Ideas, • Leader Actively Listens and Opinions • F ll Follower H Abili and Has Ability d • T Two-way CCommunication i i ehavior Knowledge to Do the Task • Control Over Decision Making Remains With the Leader portive Be S4: Delegating S1: Directing • Low Supportive, Low Directive Supportive • High Directive, Low Supportive Directive Supp • Leader Discusses Problems • Leader Defines Roles of With Followers Followers • Seeks Joint Agreement on • Problem Solving and Decision Problem Definitions Making Initiated by the Leader • Decision Making Is Handled • One-way Communication by the Subordinate Low Directive Behavior High
  • Various types of leadership yp p Type Main Goal The Servant Leader Generally increases satisfaction of people The Situational Leader Changes behavior depending on situation The Participative Leader Empowerment and Power Sharing
  • Degree of Participations g p • Autocratic leader and democratic leader leader.< Not participative Highly participative > Leader proposes Autocratic Team proposes Joint decision decision, listens Full delegation of decision by decision, leader with team as to feedback, decision to team leader has final decision equals q then decides
  • Various types of leadership yp p Type Main Goal The Servant Leader Increase satisfaction of people The Situational Leader Changes behavior depending on situation The Participative Leader Empowerment and Power Sharing The Transformational Leader Inspire followers and connect to vision
  • Transformational Leadership p• Transformational leadership occurs when leaders and followers engage in such a way that they raise one another to higher levels of motivation and morality whereby everyone gets raised to a higher level of performance.• Four interrelated components of transformational leadership: • Intellectual stimulation • Individualized consideration • Inspirational motivation • Idealized influence International Human Resources Management, Dr. Jörg Klukas 25
  • Attributes of TransformationalLeadershipp• Concentration on values like integrity and fairness• Building of trust between leader and follower• Increased awareness to elevate followers’ needs for achievement and self-actualization• Move followers beyond self-interest for the good of the group group, organization, or society• Existence of sound vision, strong interpersonal and organizational skills and the desire and willingness to lead skills, International Human Resources Management, Dr. Jörg Klukas 26
  • Benefits/ Limitations and Goals ofTransformational Leadershipp• Inspires people and promotes visions• Fosters the acceptance of group goals• Challenges people intellectually to achieve higher outcomes• Th goal of transformational l d The l ft f ti l leaders i t i is to inspire f ll i followers t to share the leader’s values and connect with the leader’s vision International Human Resources Management, Dr. Jörg Klukas 27
  • Various types of leadership yp p Type Main Goal The Servant Leader Increase of satisfaction of people The Situational Leader Changes between directive and supportive behavior depending on situation The Participative Leader Increase Empowerment and Power Sharing The Transformational Leader Inspire followers and connect them to vision The Transactional Leader Command and Control with reward/punishment d/ i h t
  • Transactional Leader• Assumptions: This leadership style developed by Bass is based on the hypothesis that followers are motivated through a system of rewards and punishment. The transactional leaders view of the leader / follower relationship is one of quid pro quo - or this for that. If the follower does something good, they will be rewarded. rewarded If the follower does something wrong they will be punished. wrong, punished• Agreements: At the extreme the only relationship that develops between the transactional extreme, leader and the follower is based on an unwritten agreement that the sole purpose of the follower is to carry out the wishes of the leader. International Human Resources Management, Dr. Jörg Klukas 29
  • Transactional Leader• Style: The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place• Types : The types of transactional leaders described by theorists include categories such as Opinion Leaders, Group Leaders, Governmental / Party Leaders, Legislative Leaders and Executive Leaders. International Human Resources Management, Dr. Jörg Klukas 30
  • Various types of leadership yp p Type Main Goal The Servant Leader Increase of satisfaction of people The Situational Leader Changes between directive and supportive behavior depending on situation The Participative Leader Increase Empowerment and Power Sharing The Transformational Leader Inspire followers and connect them to vision The Transactional Leader Command and Control with reward/punishment d/ i h t The Quiet Leader Keep oneself in the position
  • The Quiet Leader QThe Quiet Leader does not require being in a controllingposition. They are everyday people that are trying to make themost of their lives. Heroism is used only as a last resortQualities of Silent Leader • recognize the scope of his/her control, and the limit of their ability to predict the future. • have some skin in the game so they take their self interest seriously. • Do not make instant decisions, but thinks things through. • Try to find the middle ground when possible. International Human Resources Management, Dr. Jörg Klukas 32
  • Various types of leadership yp p Type Main Goal The Servant Leader Increase of satisfaction of people The Situational Leader Changes between directive and supportive behavior depending on situation The Participative Leader Increase Empowerment and Power Sharing The Transformational Leader Inspire followers and connect them to a vision The Transactional Leader Command and Control with reward/punishment d/ i h t The Quiet Leader Keep oneself in the position The Charismatic Leader Give hope and trust
  • Charismatic Leader• Communicate on a very powerful and emotional level . Have a personal charm that gives a favorable impression and therefore are trust worthy. Are able to inspire enthusiasm, affection, and loyalty• This type of leader is especially useful in times of crisis and a major turn around• Key qualities: • Optimistic and passionate about life • They value the potential that they believe each person has • They give hope. • They share themselves International Human Resources Management, Dr. Jörg Klukas 34
  • Theory 4: More or less…SIX TRAITS OF LEADERS International Human Resources Management, Dr. Jörg Klukas 35
  • Six Traits of Leaders Desire to Lead Drive Integrity Self- Job-relevant Confidence Knowledge Intelligence International Human Resources Management, Dr. Jörg Klukas 36
  • Six Traits of Leaders Leaders exhibit a high effort level. They have a relatively high d i f achievement, h l ti l hi h desire for hi t have Drive a lot of energy, show initiative, and they’re persistent in their activities Leaders have a strong desire to influence and Desire to lead others, they demonstrate the willingness Lead to take responsibility International Human Resources Management, Dr. Jörg Klukas 37
  • Six Traits of Leaders Leaders build trusting relationship betweenIntegrity themselves and f ll th l d followers b b i t thf l by being truthful and by showing consistency between word and deed Followers look to leaders for an absence of self- Self- Self doubt. Leaders therefore doubt Leaders, therefore, need to show self- self confidence in order to convince followers of theConfidence rightness of goals and decisions International Human Resources Management, Dr. Jörg Klukas 38
  • Six Traits of Leaders Leaders need to be intelligent enough to gather, synthesize, and interpret largeIntelligence amounts of information; and to be able create visions, solve problem, and make correct decisions Effective leaders have a high degree of knowledge about the company, industry, andJob-relevantJob relevant technical matters. In-depth knowledge allows knowledge leaders to make a well-informed decisions and to understand the implications of those decisions. d i i International Human Resources Management, Dr. Jörg Klukas 39
  • Theory 5MANAGERIAL GRID OFLEADERS International Human Resources Management, Dr. Jörg Klukas 40
  • Managerial Grid of Leaders g 9.9. Team 1.9. Country Club 9 Manger g ManagerConcern 5.5. Middle of the road ManagerFor 5People 1.1. Impoverished 9.1. Task 1 Manager Manager 1 5 9 Concern for Tasks 41
  • Managerial Grid of Leaders g The leaders focuses on being supportive and1.9. Country Club y considerate of employee to the exclusion of Manager concern for task efficiency The leaders concentrates on task efficiency but 9.1. Task shows little concern for the development and Manager M morale of employee International Human Resources Management, Dr. Jörg Klukas 42
  • Managerial Grid of Leaders g The leader facilitates task efficiency and high 9.9. 9 9 Team morale by coordinating and integrating work- Manager related activities1.1Impoverished1 1Impoverished The leaders exerts minimum of effort to accomplish the work Manager International Human Resources Management, Dr. Jörg Klukas 43
  • Contact me!Dr. Jörg Klukas• XING: https://www.xing.com/profile/Joerg_Klukas https://www xing com/profile/Joerg Klukas• Facebook: http://www.facebook.com/home.php?#!/joerg.klukas• Slideshare: http://www.slideshare.net/pludoni• Twitter: http://twitter com/pludoni http://twitter.com/pludoni• Email: joerg.klukas@pludoni.de International Human Resources Management, Dr. Jörg Klukas 44