2. Objectives for Class 2
• Apply Matthew 5: 5 to the workplace.
• Examine the situations in which participative leadership is most likely
to be effective.
• Describe the major findings in research on the normative theory of
leader decision making.
• Explain why follower perceptions of empowerment are important.
• Analyze why different dyadic relationships develop between a leader
and individual subordinates.
• Design appropriate ways to manage a subordinate who has
performance deficiencies.
• Describe what followers can do to have a more effective dyadic
relationship with their leader.
• Examine the process which power is acquired or lost in organizations.
• Describe what traits and skills are most relevant for effective leadership.
• Distinguish how traits and skills are related to leadership behavior.
• Identify the limitations of the trait approach.
4. Reasons for resistance
● Misunderstanding about the need
for change
● Fear of the unknown
● Lack of competence
● Low trust
● Temporary fad
● Not being consulted
● Poor communication
● Comfort Zones
● Exhaustion/Saturation
● Resistance to the status quo
● Uncertainty of the benefits and
rewards
.
5. What are the process
theories of change and
how are they useful?
6. Process Theories
● Stages in the Change Process
● Stages in Reaction to a change
● Prior experience and reactions
to change
8. What are some desirable
characteristics for a
vision?
9. Guidelines for developing a
vision
● Involve stakeholders
Identify shared values and ideals●
Identify strategic objectives●
with wide appeal
Identify strategic objectives●
with wide appeal
Identify relevant elements in the●
old ideology
Link the vision to core●
competencies and
prior achievements
continually assess and refine●
the vision
10. Vision
Your vision is your dream of what you
want the organization to be. Your
strategy is the large-scale plan you will
follow to make the dream happen. Your
tactics are the specific actions you will
take to follow the plan.
11. A Vision should be:
• Simple and idealistic enough
• Can be communicated in 5 minutes
• Picture of a desirable future
• Appeal to the values, hopes, and ideals of organization and
stakeholders
• Should appeal to the hope of stakeholders
• Emphasize distant ideological objectives
• Should be challenging but realistic
• Meaningful and credible
• Should have an attainable future
• Should address basic assumptions
• Should guide decisions and actions
• Should be general enough to allow initiative and creativity
13. Mission Statement
• A mission statement is a brief description of
a company's fundamental purpose. A mission
statement answers the question, "Why do
we exist?" The mission statement articulates
the company's purpose both for those in the
organization and for the public.
• Usually describes the purpose of the
organization.
14. Microsoft mission: To enable
people and businesses throughout
the world to realize their full
potential.
Microsoft's vision: A personal
computer
in every home running Microsoft
software.
15. Values
A company’s statement of its
corporate values is a high level
statement that describes how
the company behaves.
Corporate values are not a
mission statement that describe
what task the company aims to
fulfill. Neither are they a set of
commercial objectives.
