Power And Empowerment Cge Sept 08


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Power And Empowerment Cge Sept 08

  1. 1. <ul><li>Influences Impacting on the </li></ul><ul><li>Leaders Role </li></ul><ul><li>Power and Empowerment </li></ul><ul><li>Christine Griffith-Evans </li></ul>
  2. 2. Elements of Organisational Behaviour <ul><li>All organisations have a culture driven by : </li></ul><ul><li>Philosophy </li></ul><ul><li>Values </li></ul><ul><li>Vision </li></ul><ul><li>Goals </li></ul><ul><li>Four factors of Leadership </li></ul><ul><li>(Rendell) </li></ul><ul><li>Influence, </li></ul><ul><li>Integrity, </li></ul><ul><li>Inspiration, </li></ul><ul><li>Improvement </li></ul>
  3. 3. Organisational Culture <ul><li>The culture determines the type of leadership , communication and group dynamics within a organisation </li></ul><ul><li>Employees measure culture as the quality of work life. This affects motivation, individual satisfaction, personal growth and development and the final outcome of performance. </li></ul>
  4. 4. Leadership Styles – Daniel Goleman, The New Leaders: 2002 <ul><li>Visionary – Moves people towards shared dreams </li></ul><ul><li>Creates a positive environment </li></ul><ul><li>Works well when a change is required </li></ul><ul><li>Coaching - Connects what people want with the </li></ul><ul><li>organisations goals. </li></ul><ul><li>Creates a positive environment </li></ul><ul><li>Useful in helping to improve employees </li></ul><ul><li>performance by building long term capabilities </li></ul>
  5. 5. <ul><li>Affiliative - Connects people to each other </li></ul><ul><li>Creates a positive environment </li></ul><ul><li>Help to build teams, motivate staff in times of </li></ul><ul><li>stress </li></ul><ul><li>Democratic – Values peoples input and gets commitment </li></ul><ul><li>through participation. </li></ul><ul><li>Creates a positive environment </li></ul><ul><li>Great for achieving buy in to ideas . </li></ul>
  6. 6. <ul><li>Pacesetting – Helps meet challenging results and goals </li></ul><ul><li>Can create a negative atmosphere if poorly </li></ul><ul><li>executed. </li></ul><ul><li>Useful in achieving high quality results in a </li></ul><ul><li>motivated and competent team. </li></ul><ul><li>Commanding – Controls fear by giving clear direction in a </li></ul><ul><li>crisis </li></ul><ul><li>Can create a negative impact if misused. </li></ul><ul><li>To kick start a project or with a difficult team </li></ul><ul><li>member </li></ul>
  7. 7. Leadership Continuum Tannenbaum and Tate 1958 Staff Centred Leadership Boss centred Leadership Use of authority by the manager Areas of Freedom for staff Tells Sells Decides Consults Consults Consults Delegates and sells and and decides delegates
  8. 8. Concept Analysis for Effective Leadership <ul><li>Antecedents : What needs to be in place ? </li></ul><ul><li>Attributes : What are the Characteristics ? </li></ul><ul><li>Consequences ; What are the outcomes ? </li></ul>
  9. 9. What Needs to be in Place ? <ul><li>Organisation/ Group/ Team/ Followers </li></ul><ul><li>Shared vision/Goals </li></ul><ul><li>Processes/systems/structure? </li></ul><ul><li>Support Mechanisms </li></ul><ul><li>Flexibility </li></ul><ul><li>Communication networks </li></ul><ul><li>Resources </li></ul><ul><li>Development </li></ul><ul><li>Risk </li></ul>
  10. 10. What are the characteristics? <ul><li>Commitment </li></ul><ul><li>Focus </li></ul><ul><li>Political awareness </li></ul><ul><li>Self regulation </li></ul><ul><li>Listening skills </li></ul><ul><li>Knowledge </li></ul><ul><li>Openness </li></ul><ul><li>Integrity </li></ul><ul><li>Encouraging </li></ul><ul><li>Fair </li></ul><ul><li>Supportive </li></ul><ul><li>Consistent </li></ul><ul><li>Empowering </li></ul><ul><li>Adaptable </li></ul><ul><li>Respectful </li></ul><ul><li>Credible </li></ul><ul><li>Assertive </li></ul><ul><li>Self awareness </li></ul><ul><li>Visual </li></ul><ul><li>Confident </li></ul><ul><li>Presence </li></ul><ul><li>Empathy </li></ul><ul><li>Humour </li></ul><ul><li>Motivation </li></ul><ul><li>Enthusiasm </li></ul>
  11. 11. Outcomes? <ul><li>Change </li></ul><ul><li>Production/Performance </li></ul><ul><li>Increased moral </li></ul><ul><li>Quality </li></ul><ul><li>Progression </li></ul><ul><li>Recruitment and retention </li></ul><ul><li>Creativity </li></ul><ul><li>Vision </li></ul><ul><li>Going to the next level. </li></ul>
  12. 12. During a recent trip to the pool with my three daughters, I noticed something. When I'm with my girls, there is one phrase that I hear more than any other. &quot;Watch me! Watch me! Watch me! Did you see me? Daddy, watch me! Daddy! Did you see? Watch me!“ They're often saying it all at the same time and doing different things in different places. Sometimes it bothers me. I want to say &quot;I am watching. I did see. Quiet down!“ But then I realize there is an important lesson here. A lesson that will make us better, better leaders.
  13. 13. <ul><li>The lesson is this . . . everyone wants to be the focus of someone's attention . Everyone wants to be seen, to be recognized, to be acknowledged, to be noticed. Whether we say it out loud or not, we all want the same thing. We want our boss to watch us doing a good job. </li></ul><ul><li>If we want to be effective leaders, if we want to build positive and enduring relationships, we need to be watching, acknowledging, noticing and recognizing other people all the time. </li></ul><ul><li>When we watch, when we focus, when we pay attention, we send a powerful message to the other person. We are telling them that no one is more important at that moment, nothing is more worthy of our attention. We are telling them that they are valuable, important and worthwhile. </li></ul>