The third lecture in leadership and people management. If you use the E-Instruction CPS System and have the software that integrates with PowerPoint you will be able to activate the multiple choice questions in the presentation

1. Leadership Development
Master Class
Module 4
Leadership: Core Character and Competence

2. Let us reflect
again on the what
of leadership….

3. Lesson 1
Power and Influence

4. • Leadership is about people

5. • Influencing people…

6. • Influence related to power?

7. • legitimate power
• reward power
• expert power
• information power
• I am your manager

8. • legitimate power
• reward power
• expert power
• information power
• I have authority to give you a bonus

9. • legitimate power
• reward power
• expert power
• information power
• I have knowledge and skill and can train and
develop or solve problems

10. • legitimate power
• reward power
• expert power
• information power
• I have important information/access to
important information

11. • What about visionary power?

13. And relationship power?

14. Lesson 2
Psychological Climate

15. http://www.zimbardo.com/

16. http://www.zimbardo.com/

17. Want to change the system?
Who has the power? –
The Leaders

18. A little more about
climate –
specifically work
climate…

19. 30% OF DIFFERENTIATION
ATTRIBUTABLE TO HIGH
PERFORMANCE CLIMATE

21. The classic success causal
relationship

22. Modern success causal
relationship

23. So leadership
matters and it is all
about…

25. So what do
leaders do?

26. Lesson 3
What Leaders Do

27. Do Notes
Personal Responsibility From Enron, to global financial
crisis
Simplify Tony Manning, Jack Welch
Understand Breadth, Depth, and "The most important thing I've
Context learned since becoming CEO is
context. It's how your company fits
in with the world and how you
respond to it.” GE's CEO Jeff
Immelt
Leaders learn constantly and also GE's CEO Jeff Immelt
have to learn how to teach
Stay disciplined and detailed “Michael Dell can tell you how many
computers were shipped from
Singapore yesterday."
Like people “So it's critical to understand
people, to always be fair, and to
want the best in them.” Jeff Immelt

28. In HBR, Kotter
show the leader
task by contrasting
it to management…

29. Management Leadership
Planning and Budgeting Setting a Direction
Organizing and Staffing Aligning People
Controlling and Problem Motivating People
Solving
“Motivation and inspiration
energize people,
not by pushing them in the right
direction but
by satisfying basic human
needs” John Kotter HBR, 1990

30. According to Kouzes
and Posner our first
challenge is to rid
ourselves of these
outdated traditions
and myths

31. A field guide for Leadership
By Jim Kouzes and Barry Posner

32. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: The ideal
organization is orderly
and stable, and can and
should run like clock work
 Fact:
The best leadership
achievements come from
challenging the process,
changing things, shaking
up the organization

33. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: Leader as
“renegade” who magnetizes
a band of followers with
courageous acts
 Fact:
Leaders attract constituents
not because of their willful
defiance, but because the
leader has a deep faith in
the human capacity to
adapt and grow

34. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: Good managers
focus on the short term.
 Fact:
Effective leaders have a
long term future
orientation

35. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: Leaders are
visionaries with Merlin-like
powers
 Fact:
Leaders must have a vision, a
sense of direction, but not
psychic foresight. It can be
their original thinking or
someone else’s.

36. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: Leaders ought to be
cool, aloof and analytical; they
should separate emotions
from work
 Fact:
When real life leaders discuss
what they are proudest of in
their own careers they
describe feelings of
inspiration, passion, elation,
intensity, challenge, caring
and kindness – and yes, even
love

37. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: Leaders have the
special gift of Charisma!
 Fact:
Leaders’ dynamism
comes from a strong
belief in a purpose and
a willingness to express
that conviction

38. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: The job of management
is primarily one of control: of
resources including time,
money materials and people.
 Fact:
The more leaders control
others, the less likely it is that
people will excel, the less
they’ll be trusted. Leaders
don’t command and control;
they support and serve.

39. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: It’s lonely at the
top
 Fact:
The most effective
leaders are involved and
in touch with those they
lead. They care deeply
about them, and often
refer to them as family.

40. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: Leaders are
superior – those on top
are automatically leaders.
 Fact:
Leadership isn’t a place:
it’s a process. It involves
skills and abilities useful
in the executive suite and
on the front line.

41. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Myth: Leaders are born,
not made.
 Fact:
Leadership is not in a
gene; it is an observable,
learnable set of practices.
The belief that leadership
can’t be learned is a
powerful deterrent to
leadership development

42. A field guide for Leadership
By Jim Kouzes and Barry Posner
 Model The Way
 Inspire A Shared
Vision
 Challenge The Process
 Enable Others To Act
 Encourage The Heart

43. So now we know
what they do – but
what must they
have…

44. Lesson 5
A Healthy Core Character

45. The Most Admired
Characteristics of a Leader

47. 21% Ambitious 88% Honest
40% Broad-minded 23% Imaginative
20% Caring 6% Independent
66% Competent
65% Inspiring
28% Cooperative
20% Courageous 47% Intelligent
33% Dependable 14% Loyal
24% Determined 17% Mature
42% Fair-minded 8% Self-controlled
71% Forward-looking 34% Straightforward
35% Supportive

48. The Leadership Core
Ho s
ne t
Fo a -lo king
rw rd o
Ins iring
p -Influe ing
nc
C m e nt
o p te

49. The Ritz
• Honesty and climate

50. The Ritz
• Honesty

51. The Ritz
• Honesty and climate

52. Martin Luther King Jr
“ I have a dream”
• Forward Looking

53. Collin. P. Huntington
“ W shall build good ships here
e
-At a profit if we can
-At a loss if we must
-But always good ships”
Newport News Ship Building Company 1891
• Forward Looking

54. Winston Churchill
“ Before you can inspire with emotion,
you must be swamped with it yourself.
Before you can move their tears, your
own must flow. To convince them, you
must yourself believe.”
• Inspiring

55. Dee Hock
“ The problem is never how to get new,
innovative thoughts into your mind,
but how to get the old ones out.”
• Competent

56. Now lets reflect on
leadership
competence…

57. Lesson 4
Competence

58. 1

61. You
Organization culture

64. And values?

65. ESPOUSED
IN ACTION

66. And the impact of
work climate…

68. 2

69. John W. Gardner
Communication between leader and
constituent is at the heart of
everything
• Communication

70. Kouzes and Posner
Ninety percent of executives rate
themselves as effective
communicators. Only thirty percent of
their subordinates agree.
• Communication

71. Kouzes and Posner
The biggest problem with leadership
communication
is the illusion that it has occurred.
• Communication

72. Antonio R. Damasio
Neurologists agree that facts, emotions and
symbols must be created as “ images” in order for
the brain to order them, process them and
produce thought. Creating images is essential.
A “ images” include sights, sounds, smells and
nd
feelings.
• Communication

73. Every year since 1950, the
number of American
children gunned down has
doubled.
• Communication

74. Let Us Remember Those… .
• Communication

75. How big is an acre of land…
• Communication

76. The Size of A Football Field
• Communication

77. The Power of a Story…
• Communication

78. • Communication

79. Harley executive, quoted in Results-based
Leadership
“ W we sell is the opportunity for a 43 year-old
hat
accountant to dress up in black leather, ride
through small towns and have people be afraid of
him.”
• Communication

80. They Did Not Say A
Word, Y They
et
W ere
Communicating
Perfectly…
• Communication

81. • Communication

82. • Communication

83. “ The facts may not be
boring but you might be”
• Remember!!

84. “ W hen leaders fail to
communicate in facts,
emotions, and symbols,
constituents will fill in the
blanks”
• Remember!!

85. 3

86. Emotions are the
messengers of the soul…
Anon

87. “ Reason without emotion
is neurologically
impossible.”
Dr. Antonio Damasio, Descartes’ Error:
Emotions, Reason, and The Human
Brain
• Emotional Intelligence (EQ)

88. Inte e eC ntrib n to
llig nc o utio
EQ C ntrib n toSuc e s
o utio cs
Suc e s
cs
• Emotional Intelligence (EQ)

89. Under the pressure of
change EQ is extremely
important…
• Emotional Intelligence (EQ)

90. • Emotional Intelligence (EQ)

93. Increasing Self Awareness
 Introspection
 Self-observation
 Self-disclosure
 Social comparison
 Interaction with diverse
people

94. Frances Wilks 1998
“Anger is one of the greatest teachers that we
can have in the pursuit of emotional
intelligence.”

95.  Why do we choose it?
 To gain control
 To get what we want
 To get others to help us
 To hide real feelings
 To avoid responsibility
• But Anger Is A Choice

96. Dr Redford Williams
”Anger is the one emotion
that does the most harm
to the heart”

97. Building Self Image
orgive (self and others)
uild and apply skills
ontribute
se the power of now
evelop healthy habits (diet, exercise etc)

98. Social Intelligence

99. Social Intelligence

100. 4

101. Orchestrating
Individual Performance
Elevating Discretionary Effort…

103. •Do you know what is expected of you at work?
•Do you have the materials and equipment you need to do your work
right?
•At work, do you have the opportunity to do what you do best every
day?
•In the last seven days, have you received recognition or praise for
doing good work?
•Does your supervisor, or someone at work, seem to care about you as
a person?
•Is there someone at work who encourages your development?
•At work, do your opinions seem to count?
•Does the mission/purpose of your company make you feel your job is
important?
•Are your associates (fellow employees) committed to doing quality
work?
•Do you have a best friend at work?
•In the last six months, has someone at work talked to you about your
progress?
•In the last year, have you had opportunities at work to learn and grow?
Copyright 1992-1999 The Gallup Organization, Princeton, NJ

104. 5

105. Orchestrating Team
Performance

106. Again A Cynical View…

107. Again A Cynical View…

108. Clarity of purpose;
Strong individuals;
Focus;
Roles and role flexibility;
Training and competence;
Trust;
Commitment;
Communication;
Line of sight between
performance
and reward.

109. 6

111. Organizational Leadership
Individual and team
Leadership – leading people

112. Organizational Leadership
Organization
leadership-
building an
enduring enterprise

113. Organizational Leadership
© Capacity 2000 CC

114. Organizational Leadership

116. Sources
 Descartes' Error: Emotion, Reason and the Human Brain
 By Antonio R. Damasio
 Published by Penguin Books, 2005
 ISBN 014303622X, 9780143036227
 The Leadership Challenge: how to get extraordinary things done in
organizations
 By James M. Kouzes, Barry Z. Posner, Thomas J. Peters
 Published by Jossey-Bass Publication, 1990
 Original from the University of Michigan
 Digitized 23 Aug 2007
 ISBN 155542211X, 9781555422110
 www.tompeters.com
 www.12manage.com

117. Sources
 Emotional Intelligence
 By Daniel Goleman
 Published by Bantam Books, 1995
 ISBN 055309503X, 9780553095036
 http://www.minnaar-cc.com
 www.tompeters.com
 www.12manage.com
 http://www.haygroup.com
 https://www.clc.executiveboard.com