The document explores the concept of leadership without authority, emphasizing the importance of motivating individuals through both extrinsic and intrinsic factors. It highlights different sources of power leaders can wield, the significance of networking, and the complexities of leading in a culturally diverse environment. Additionally, it outlines a model for effective change management and underscores the necessity of understanding these dynamics to foster collaboration and achieve common goals.

1. Leadership without Authority
UTS MBITM - 5 April 2012

2. What is Leadership?
•
Leadership is "organizing a group of people to achieve a common goal".
The leader may or may not have any formal authority.

3. Scenarios of leadership without authority in today’s
corporate environment
Suppliers, vendors, outsourced partners
Collaborative cross-functional teams
Leading upwards
Leading business partners
Thought leadership
Change management
Self-leadership

4. Motivation

5. Identify what motivates people
Extrinsic motivators • Intrinsic motivators

6. The Candle problem!

7. The solution

8. New Candle problem

9. Exercise #1:
•
Discussion: Think of people in your organisation who:
a) Are motivated extrinsically
b) Are motivated intrinsically
•
If you were to get ‘something done’ by each of these
people, how will you phrase your approach?

10. Power

11. Sources of power: What’s your own?
•
Expert Power: When a leader has significant domain knowledge/skills. E.g. an expert
accountant influences how junior accountants go about their tasks
•
Positional Power: Comes when a leader has a legitimately held position of authority. E.g.
typically, the CEO of an organisation has the highest positional power
•
Reward Power: Is evident when a leader can give, or take away, a reward. E.g. a leader
can influence a follower’s behaviour by awarding a bonus, or taking away perks
•
Coercive Power: This is felt when a leader creates the perception of a threat. E.g. a
leader has coercive power if her followers believe that she will initiate disciplinary action
•
Personal Power: Influence gained by persuasion. E.g. a manager may have to rely on
nothing more than a friendly please and thank you for an employee to perform a task

12. Networking

13. Networking: Essential skill for all leaders
Networking is a lifeskill, not something you do when you need something
from others
Give, before you take!
Be authentic - heart to heart conversations
Befriend the gatekeepers
Walk your talk
Information is currency!
Social networks: Linkedin, Twitter, Facebook, Blogs, Google+

14. Exercise #2: Master Networkers
•
Talk to someone in this class who you don’t
know.

15. Collaboration

16. Cross functional leadership: Collaboration
Team processes
- Multiple managers
- communication
- Functional diversity Interdependence
- coordination
- Time allocation
- cooperation
Content
Process Relationship

17. Cultural Sensitivity

18. Leadership across organisations: Cultural
sensitivity
•
Leading across modern multi-nationals is complex
•
Articulating anything in one’s own culture is usually
detrimental to the others
•
Discussion: Think of a scenario where what someone
said to you was ‘weird’ in your cultural context

19. Manage Change

20. Leadership during Change: Kotter’s recipe

Create a Sense of Urgency

Build a strong guiding coalition

Develop a clear and compelling vision

Communicate your vision

Work the action plan

Demonstrate Early Wins

Persist

Make the Change stick

21. Summary

Understand what motivates people: Extrinsic and
intrinsic motivators

Understand your own source of power

Network, network, network!

Establish processes for communication

Understand multiple cultures - make an attempt to
learn about co-workers’ cultures

Identify people in networks who can build a positive
coalition