I presented and facilitated a discussion on this topic to post graduate class in UTS for the MBITM program. The class was well received and I enjoyed making this deck and facilitating this discussion.

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