Leading with Communication Chapter 4: Thinking Like a Leader: The Power of Thoughtfulness © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Do you think when you should feel? Do you feel when you should think? Can we separate the two? © SAGE Publications, Inc. 2012 Thoughtful Leaders: Avoid thinking about choices that are false Distinguish between unconscious and conscious incompetence and competence Recognize the roles doubt and certainty play Embrace a systems orientation Ask tough questions. © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness It’s time to think about your thinking! © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Replace “or” thinking with “and” thinking Differentiate between unconscious competence and unconscious incompetence Explain the Goleman poem that follows. © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Daniel Goleman: The range of what we think and do Is limited by what we fail to notice And because we fail to notice That we fail to notice There is little we can do To change Until we notice How failing to notice Shapes our thoughts and deeds. © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Steven Covey suggests that doubt is not a dirty word. See the Battleship example in the text Hubris or false pride can keep a leader from blinking, when blinking might be the proper course. Certainty is a benefit only when the course set is the correct one. © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Ask tough questions: A thinking leader does not necessarily have all the answers, but does ask the right questions © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Identify false choices Are unconsciously competent Can live with doubt and uncertainty Embrace a Systems orientation Ask tough Questions © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Leading in a Crisis Research both the Challenger and Columbia spacecraft disasters. Compare and contrast their responses © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Consider the Climate: Discuss the Toxic Leader in the Dilbert cartoon in this chapter. © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Assessing the Leader’s Effect on Climate Using either your workplace, class or college experiences as a point of reference, respond to the question in the Self Reflection activity in your text. What does your self analysis reveal about your potential to affect organizational change as a leader? © SAGE Publications, Inc. 2012 Thinking Like a Leader: The Power of Thoughtfulness Charles Redding: Supportiveness Participative decis ...

1. Leading with Communication
Chapter 4:
Thinking Like a Leader: The Power of Thoughtfulness
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Do you think when you should feel?
Do you feel when you should think?

2. Can we separate the two?
© SAGE Publications, Inc. 2012
Thoughtful Leaders:
Avoid thinking about choices that are false
Distinguish between unconscious and conscious incompetence
and competence
Recognize the roles doubt and certainty play
Embrace a systems orientation
Ask tough questions.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
It’s time to think about your thinking!
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness

3. Replace “or” thinking with “and” thinking
Differentiate between unconscious competence and unconscious
incompetence
Explain the Goleman poem that follows.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Daniel Goleman:
The range of what we think and do
Is limited by what we fail to notice
And because we fail to notice
That we fail to notice
There is little we can do
To change
Until we notice
How failing to notice

4. Shapes our thoughts and deeds.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Steven Covey suggests that doubt is not a dirty word.
See the Battleship example in the text
Hubris or false pride can keep a leader from blinking, when
blinking might be the proper course.
Certainty is a benefit only when the course set is the correct
one.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Ask tough questions:
A thinking leader does not necessarily have all the answers, but
does ask the right questions
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness

5. Identify false choices
Are unconsciously competent
Can live with doubt and uncertainty
Embrace a Systems orientation
Ask tough Questions
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Leading in a Crisis
Research both the Challenger and Columbia spacecraft
disasters.
Compare and contrast their responses
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness

6. Consider the Climate:
Discuss the Toxic Leader in the Dilbert cartoon in this chapter.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Assessing the Leader’s Effect on Climate
Using either your workplace, class or college experiences as a
point of reference, respond to the question in the Self Reflection
activity in your text.
What does your self analysis reveal about your potential to
affect organizational change as a leader?
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Charles Redding:

7. Supportiveness
Participative decision making
Trust
Openness and Candor
High performance goals.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Culture focuses on the nature of the organization’s expectation
as expressed in the business environment, history, values,
heroes, and villains.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Climate, the internal environment is composed of
Supportiveness
Participative decision making
Trust

8. Openness
High Performance Goals
Culture answers this question: How do we do it around here?
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Culture Cues:
(Watch and Learn Activity)
Use the questions in the text to interview three people who work
for one organization.
Report your findings to the class.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Select one of the Leadership Style options to represent the
option you would prefer to enact under most circumstances.
© SAGE Publications, Inc. 2012

9. Thinking Like a Leader:
The Power of Thoughtfulness
Complete the style survey in the text.
Share your results with your classmates.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Leader Type
Technique
Action/Inaction
Authoritarian
Leader decides
Leader in action
Democratic Leader
Distributes responsibilities
Leader in action
Laissez Faire
Leader cedes responsibilities

10. Leader inaction
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Theory X Leaders Believe that People:
Most people dislike work;
Most people like to be directed
Most people are unmotivated
Most people are unskilled
Most people need to be controlled
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Theory Y Leaders Believe that People:
Find work natural
Are capable of self direction
Are creative problem solvers
Should be involved in decision making
Have and use self control

11. © SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Leadership Styles:
Social Leaders– a sociable climate
Task leaders—high concern for task
Balanced leaders—high concern for task and
workers.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Working it out
Complete the exercise by selecting words that are descriptive of
how you think and feel on the job.
Share the words you selected.
Do the words you selected represent your desire to control
yourself or others?
© SAGE Publications, Inc. 2012
Thinking Like a Leader:

12. The Power of Thoughtfulness
Transactional Leaders are more task oriented
Transformational leaders are friendlier with followers fostering
warmer interpersonal relations.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness
Imagineering a Better Way
Paul Maritz suggests that teams need a strategist, a classic
manager, a customer champ, and an enforcer.
Do you agree with Maritz’ analysis?
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness

13. Opening Poem:
Reread the opening poem in this chapter.
Based on what you have just leaned, respond to the speaker’s
question.
Discuss with your partners and team members.
© SAGE Publications, Inc. 2012
Thinking Like a Leader:
The Power of Thoughtfulness