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Chapter 10 – Values, Diversity& Leadership1.docx
- 1. Chapter 10 – Values, Diversity & Leadership 1 Complete Personal Values Self Assessment What are Values? Generalized beliefs and behaviors that are considered by an individual or group to be important Why are Values important to an organization? Relationships between leaders and members are based on shared values Employees learn organizational values by observing leaders 3 Values Based Leadership “Values are the anchors we use to make decisions so we can weather a storm. They keep us aligned with our authentic self. They keep us true to ourselves and the future we want to experience.” Richard Barrett
- 2. http://www.valuescentre.com/docs/ValuesBasedLeadership.pdf 4 Written Values Statement Values and ethics can be set forth in writing Written documents have the advantage of explicitly stating the organization’s position on ethical and moral issues These can serve as building blocks for culture creation So….. Who creates an organization’s values statement? http://www.youtube.com/watch?v=ccVQ5thLgPw 5 Next BIG question – How does an organization (or you as a leader) help people make the connection between the espoused values and their behaviour or enacted values (or – how do you get the “values on the wall to be lived in the hall” Richard Barrett - http://www.youtube.com/watch?v=QNt7LsF0YrA
- 3. 6 Values Based Leadership and the Triple Bottom Line http://docksidegreen.com/bottom/backgrounders/docksides- green-triple-bottom-line-fact-sheet.html 7 Values Based Leadership Resources Todd Thomas Institute at Royal Roads University on Values Based Leadership http://www.royalroads.ca/programs/faculties-schools- centres/todd-thomas-institute/ General Info http://jobfunctions.bnet.com/abstract.aspx?docid=138400 Values Based Business Network, Victoria, BC http://www.vbnetwork.ca/ 8 Diversity
- 4. 9 “Human diversity makes tolerance more than a virtue; it makes it a requirement for survival.” Rene Dubos The inclusion of all groups at all levels in an organization 10 Group Discussion Define diversity in the workplace List the various forms of diversity What are the advantages and disadvantages of a diverse workplace? As a leader, what is your role regarding diversity? Write a values statement related to diversity. 11 Diversity is… Any characteristic that serves as a basis for social categorization and self-identification Includes: Race, ethnicity Religion Gender Age Language, dialect Sexual orientation (GLBT)
- 5. Diversity is the inclusion of all groups at all levels in an organization 12 Diversity Advantages Disadvantages Understanding and meeting the needs of diverse customers = advantage in a global marketplace Diverse groups are more creative and innovative than homogeneous work groups Fair, inclusive & humane Creating a culture of acceptance requires major, systematic, company-wide, planned change efforts, which are typically not part of standard affirmative action plans. 13 Achieving Diversity All employees are given equal opportunities to contribute their talents, skills, and expertise Contributions are used without regard to race, gender, ethnic background, etc. 14 Values & Culture
- 6. From a cultural perspective – what’s the difference between valuing individualism vs. collectivism? Where would Canada fall along this line? 15 Values across cultures - Individualism vs. Collectivism Peru Chile Italy Portugal Turkey Canada/ U.S.A. Japan Egypt
- 7. Korea France China Zimbabwe Mexico Hong Kong Taiwan Collectivism High Low Individualism High Low 16 Cultural Values - Power Distance The degree that people accept an unequal distribution of power in society High = authority is highly regarded and adhered to Low = seen as more equal Japan Israel Canada Venezuela High Power Distance Malaysia Low Power Distance
- 8. 17 Cultural Values - Uncertainty Avoidance High U. A. Low U. A. Japan Greece Canada Low uncertainty avoidance = tolerate ambiguity, risk and the unknown High uncertainty avoidance = feel threatened by ambiguity and uncertainty; avoid risk and the unknown Italy Singapore 18 Cultural Values – short term to long term orientation Short term – derives from values that express a concern for
- 9. maintaining personal happiness and living for the present. (more individualistic), i.e. North American Long term – future oriented and less inclined to demand immediate returns on their investments (more collectivist ), i.e. Asian cultures 19 Cultural Values – Masculinity & Femininity Masculinity – culture that emphasizes assertiveness and a competitive drive for money and material objects (Japan, Italy) Femininity – culture that emphasizes developing and nurturing personal relationships and a high quality of life (Sweden, Denmark) 20 Achieving Diversity Obstacles Policies and Practices Ethnocentrism Glass Ceiling Unfriendly
- 10. Work Environment Stereotypes and Prejudice 21 Summary Heading. Text. Heading. Text. Heading. Text. Heading. Text. Use this space for overall reminders or special tips linked to the slide or occasion. Simply select this text and replace it with your own reminders. Behavioral Contingency Trait Integrative The 4 Leadership Theory Classifications Include:
- 11. 1 This slide relates to XX-XX. Summary Overview XXXX Major Title Heading. Chapter 5 Contingency Theory of Leadership Behaviour Leadership Theories… Gave us the idea that there are TWO leadership behaviour concepts. ALL leadership styles are based on these two concepts: Leaders draw on: Task Behaviour (Job, Structure, Production) Relationship Behaviour (People, Democratic, Consideration)
- 12. 3 Contingency Leadership Theories Attempt to explain the appropriate leadership style based on the leader, followers, and situation. In other words, the appropriate style of leadership DEPENDS…. 4 Framework for Contingency Leadership Variables 5 CONTINGENCY LEADERSHIP VARIABLES FOLLOWERS Capabilities Motivation LEADER Personality traits Behavior
- 13. Experience SITUATION Task Structure Environment The Leader Variables Impacted by the Leader’s Personality Behavioral preferred style Experience Expectations Values Background Knowledge Feeling of security Confidence in subordinates 6
- 14. The Follower Variables Followers’ preferred style for the leader is based on Personality Behavior Willingness to participate Ability/Experience Locus of Control Confidence 7 The Situation Variables Is impacted by environmental considerations Organization size Organization structure Organization climate Organization goals Organization technology Upper-level managers 8
- 15. Contingency Leadership Model Used to determine if one’s style is task- or relationship- oriented, and if the situation matches the leader’s style to maximize performance In your discussion groups: 1. complete assessment 2. discuss your dominate style? 9 Path-Goal Theory Evans and House suggest that the performance, satisfaction and motivation of a group can be affected by the leader in a number of ways: Removing Performance Obstacles. Clarifying paths towards goals. Offering rewards for the achievement of these goals. http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Style s/conti.html#Topic3
- 16. Path-Goal Leadership Model Employee Variables Situational Variables Leader Behaviours Directive Supportive Participative Achievement-oriented Leader Effectiveness Employee motivation Employee satisfaction Leader acceptance 11 A person may do these by adopting a certain leadership style, according to the situation:
- 17. Directive leadership - Specific advice is given to the group and ground rules are established. Supportive leadership - Good relations exist with the group and sensitivity to subordinates' needs is shown. Participative leadership - Decision making is based on group consultation and information is shared with the group. Achievement-oriented leadership - Challenging goals are set and high performance is encouraged while showing confidence in the groups' ability E-to-P Expectancy P-to-O Expectancy Outcomes & Valences Outcome 1 + or - Effort Performance Outcome 3 + or - Outcome 2
- 18. + or - Expectancy Theory of Motivation 13 Situational Leadership Task behaviour Relationship behaviour Telling Selling Participating Delegating Match leadership style with follower needs LOW HIGH HIGH
- 19. Hersey and Blanchard’s Situational Leadership Model Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved. S3 S2 S4 S1
- 20. STYLE OF LEADER Task Behaviour High Low High
- 21. High relationship and low task High task and high relationship Low relationship and low task Moderate Follower Readiness Low High Able and willing Able and unwilling Unable and willing
- 22. Unable and unwilling R4 R3 R2 R1 High task and low relationship 15 (notes cont’d from slide 17) 3. SLT uses the same two leadership dimensions that Fiedler identified: task and relationship behaviour. 4. The two leadership dimensions are considered as either high or low and then combined into four specific leadership styles, as shown in Exhibit 8.6 on page 230. 5. Research efforts to test and support the theory generally have been disappointing, possibly because of internal ambiguities or inconsistencies in the model itself. Be Prepared to Lead Video
- 23. Task behaviour Relationship behaviour Direction Influence Collaboration Delegation Match leadership style with follower needs LOW HIGH HIGH The Great Debate…. Situational Leadership is the best approach for leadership in the 21st century The Expectancy Theory of Motivation is the best approach for leadership in the 21st century
- 24. Homework Update your Reflections Journal Read Chapter 9 Read article on Servant Leadership – discuss the essence of this approach to leadership online. Team Leads for July 18 to facilitate this process Sign up for Leader Essay – groups of four today If you were on a debate team – complete your reflection and submit to D2L