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Leadership Activity I: ProSPER.Net Leadership Programme 2017, Philip Vaughter, UNU-IAS

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This presentation was part of the ProSPER.Net Leadership Programme 2017 'Building Transformational Leadership Towards the SDGs'

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Leadership Activity I: ProSPER.Net Leadership Programme 2017, Philip Vaughter, UNU-IAS

  1. 1. + Dr. Philip Vaughter Research Fellow UNU Institute for the Advanced Study of Sustainability (UNU-IAS) ProSPER.Net Leadership Programme 2017 ProSPER.Net Leadership Programme “Building transformational leadership towards the Sustainable Development Goals” Hosted by Chulalongkorn University Leadership Activity I – Manager vs. Leader
  2. 2. + Leadership in Different Cultures  A recent article in the Harvard Business Review (Chamorro-Premuzic & Sanger, 2016), states that cultures differ in their theories of leadership  While core components of leadership remain consistent across cultures, certain nuances are observed across geographic regions or institutional settings  The article demonstrates how decision making, communication style, and mismanagement practices are varied according to these patterns, and identifies a few predominant types of each  This means that your style of leadership may be an asset or a weakness depending on the culture of the region or the institution you are operating in 04/07/2017Leadership Activity I – Bangkok, Thailand 2
  3. 3. + Decision Making  The two types of decision makers:  The Synchronized Leader:  Seeks consensus on decisions  Reaching decisions may take longer as a result  Often, more focused on threats than rewards  The Opportunistic Leader:  Demonstrate flexibility on how to achieve a goal  Check with team members to update them of changing plans  Often, take greater risks to gain greater rewards 04/07/2017Leadership Activity I – Bangkok, Thailand 3
  4. 4. + Communication Style  Two common communication styles:  The Straight-Shooting Leader:  Confronts issues straightforwardly  Tends to focus communication on tasks – task oriented  Less interpersonally sensitive  The Diplomatic Leader:  Careful messaging to team members – empathy important  Gauge audience reactions during negotiations and meetings  Tend to be seen as polite and agreeable 04/07/2017Leadership Activity I – Bangkok, Thailand 4
  5. 5. + Mismanagement Practices  Two types of leadership mistakes:  The “Kiss-Up/Kick Down” Leader:  Non-reciprocal – reports up with respect and deference, reports down with contempt  Tends to use directives and lack of compromise with subordinates  Dynamic can play out with differential treatment on team  The Passive-Aggressive Leader:  Tend to become cynical, mistrusting, and resistant under stress  Appear overtly cooperative, but continually express skepticism  Ironically, aversion to conflict often generates a great deal of conflict 04/07/2017Leadership Activity I – Bangkok, Thailand 5
  6. 6. + Despite our differences…  While there is a diversity of leadership traits that vary, some core components of leadership remain the same across regions and institutions:  All (good) leaders must:  Use good judgement and make rational decisions  Demonstrate integrity  Possess communication skills and motivate people  Value the common good  Have a vision  It is important to recognize that a leader is different than a manager  A manager brings many positive attributes to the new role of a leader  However, there are some competencies a manager must leave behind when becoming a leader 04/07/2017Leadership Activity I – Bangkok, Thailand 6
  7. 7. + Activity Objectives  To clarify the difference between the roles of a manager and leader  To identify which behaviors are still appropriate or expected as an individual moves from one role to another  To define which tasks and responsibilities can be passed to others as one moves from a manager position to a leadership position  To encourage participants to think through which key competencies they still have to attain as they shift from manager to leadership 04/07/2017Leadership Activity I – Bangkok, Thailand 7
  8. 8. + Theoretical Background  Many researchers have looked at the differences between managers and leaders  In his book A Force for Change, John Kotter outlines these differences:  To create an agenda  A Manager: plans steps, timelines, budgets, resources  A Leader: establishes direction and vision  To develop a network for achieving the agenda  A Manager: organizes structure and staff, monitors implementation  A Leader: aligns people behind the vision  To execute a plan  A Manager: minimizes deviations to produce predictable results  A Leader: energizes people to overcome obstacles to reach their vision 04/07/2017Leadership Activity I – Bangkok, Thailand 8
  9. 9. + Activity Instructions  Step 1: Divide into groups. A list of competencies will be shown on the next slide. Each person in the group is to identify competencies they believe leaders must have and competencies that are necessary for managers. Take notes to explain why. [10 minutes]  Step 2: Share your answers among your group. Within your group, come to a consensus about which are the most important competencies (Choose 3-5) for both a manager and a leader. Name these competencies in two separate lists. [15 minutes]  Step 3: Compare your lists with other groups. If you notice different competencies, ask about them. What choices did everyone else make? Did these change your mind about your group’s list? The presenter will now show a slide detailing where most leadership experts assign the competencies. [10 minutes]  Step 4: Go back to your groups to report to the floor. List your top competencies for both managers and leaders. Did talking to other groups change your answers? The goal is to see which competencies for both managers and leaders have the most agreement. [10 minutes]  Step 5: Open Discussion:  What are the competencies you respect most in the leaders whom you have worked with?  What holds back a manager from becoming a leader? 04/07/2017Leadership Activity I – Bangkok, Thailand 9
  10. 10. + Competencies  Has a short range perspective  Asks what and why  Eyes the bottom line  Originates  Accepts the status quo  Does the correct thing  Seeks continuity  Focuses on innovation  Power based on authority  Skills for selling vision  Skills in administration  Skills in persuasion  Works toward employee compliance  Plans tactics  Sets policy  Analytical decision- making  Risk cautious  Plans how and when  Long range perspective  Skills in dealing with ambiguity  Takes necessary risks  Intuitive decision- making  Sets operating procedures  Plans strategy  Works toward employee commitment  Skills in supervision  Skills for technical competence  Focuses on improvement  Seeks change  Does things correctly  Challenges the status quo  Imitates  Eyes horizon  Power based on influence 04/07/2017Leadership Activity I – Bangkok, Thailand 10
  11. 11. + Competencies: Manager vs. Leader  Short-range perspective  Plans how and when  Eyes the bottom line  Imitates  Accepts the status quo  Does things correctly  Seeks continuity  Focuses on improvement  Power based on authority  Skills for technical competence  Skills in administration  Skills in supervision  Works towards employee compliance  Plans tactics  Sets operating procedures  Analytical decision making  Risk cautious  Long-range perspective  Asks what and why  Eyes the horizon  Originates  Challenges the status quo  Does the correct thing  Seeks change  Focuses on innovation  Power is influence  Skills in selling vision  Skills in dealing with ambiguity  Skills in persuasion  Works toward employee commitment  Plans strategy  Sets policy  Intuitive decision making  Takes necessary risks 04/07/2017Leadership Activity I – Bangkok, Thailand 11 A Manager A Leader

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