Leading without authority

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I presented and facilitated a discussion on this topic to post graduate class in UTS for the MBITM program. The class was well received and I enjoyed making this deck and facilitating this discussion.

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  • - There is a mismatch between what science knows and what business does - Atlassian: Fedex days - Encarta vs Wikipedia
  • - 2 groups: 1 were asked to establish norm averages on how long such a problem would take - 2nd group: incentivized $5 ... avg 3.5 seconds longer! Functional fixedness :-).. Gluxberg
  • - Since the solution is more visible, it is easy to come to the conclusion -
  • Leading without authority

    1. 1. Leadership without Authority UTS MBITM - 5 April 2012
    2. 2. What is Leadership?• Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority.
    3. 3. Scenarios of leadership without authority in today’s corporate environment Suppliers, vendors, outsourced partners Collaborative cross-functional teams Leading upwards Leading business partners Thought leadership Change management Self-leadership
    4. 4. Motivation
    5. 5. Identify what motivates people Extrinsic motivators • Intrinsic motivators
    6. 6. The Candle problem!
    7. 7. The solution
    8. 8. New Candle problem
    9. 9. Exercise #1:• Discussion: Think of people in your organisation who: a) Are motivated extrinsically b) Are motivated intrinsically• If you were to get ‘something done’ by each of these people, how will you phrase your approach?
    10. 10. Power
    11. 11. Sources of power: What’s your own?• Expert Power: When a leader has significant domain knowledge/skills. E.g. an expert accountant influences how junior accountants go about their tasks• Positional Power: Comes when a leader has a legitimately held position of authority. E.g. typically, the CEO of an organisation has the highest positional power• Reward Power: Is evident when a leader can give, or take away, a reward. E.g. a leader can influence a follower’s behaviour by awarding a bonus, or taking away perks• Coercive Power: This is felt when a leader creates the perception of a threat. E.g. a leader has coercive power if her followers believe that she will initiate disciplinary action• Personal Power: Influence gained by persuasion. E.g. a manager may have to rely on nothing more than a friendly please and thank you for an employee to perform a task
    12. 12. Networking
    13. 13. Networking: Essential skill for all leaders Networking is a lifeskill, not something you do when you need something from others Give, before you take! Be authentic - heart to heart conversations Befriend the gatekeepers Walk your talk Information is currency! Social networks: Linkedin, Twitter, Facebook, Blogs, Google+
    14. 14. Exercise #2: Master Networkers• Talk to someone in this class who you don’t know.
    15. 15. Collaboration
    16. 16. Cross functional leadership: Collaboration Team processes - Multiple managers - communication - Functional diversity Interdependence - coordination - Time allocation - cooperation Content Process Relationship
    17. 17. Cultural Sensitivity
    18. 18. Leadership across organisations: Cultural sensitivity• Leading across modern multi-nationals is complex• Articulating anything in one’s own culture is usually detrimental to the others• Discussion: Think of a scenario where what someone said to you was ‘weird’ in your cultural context
    19. 19. Manage Change
    20. 20. Leadership during Change: Kotter’s recipe Create a Sense of Urgency Build a strong guiding coalition Develop a clear and compelling vision Communicate your vision Work the action plan Demonstrate Early Wins Persist Make the Change stick
    21. 21. Summary Understand what motivates people: Extrinsic and intrinsic motivators Understand your own source of power Network, network, network! Establish processes for communication Understand multiple cultures - make an attempt to learn about co-workers’ cultures Identify people in networks who can build a positive coalition

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