| Leadership: What Does It Mean AND How Do You Get It? : Leadership: What Does It Mean AND How Do You Get It? |
| Leadership: Session Focus : Leadership: Session Focus What does leadership really mean?
Do higher education business officers need to be leaders, or is this the domain of elected officials and chief executives?
How can we officers exercise leadership within the finance or business office?
What is the difference between managing and leading?
How do you develop leadership skills in yourself and others? |
| Session Panelists : Session Panelists Dr. Doug Ihrkey
Associate Professor of Political Science University of Wisconsin - Milwaukee
Mr. Larry C. Gates
Vice Chancellor
Division of Administration & Finance
University of Missouri – Kansas City
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| Leadership Development in Public Institutions? : Leadership Development in Public Institutions? Douglas M. Ihrke
University of Wisconsin-Milwaukee |
| Douglas M. Ihrke Associate Professor of Political Science University of Wisconsin - Milwaukee : Douglas M. Ihrke Associate Professor of Political Science University of Wisconsin - Milwaukee Serves as the Director of the Master of Public Administration (MPA) program.
Teaching and research interest are in the areas of public and nonprofit management, organizational leadership and change, urban politics and public policy.
Published in prestigious journals as Publius, the Journal of Urban Affairs, Public Productivity and Management Review, Public Personnel Administration, and Nonprofit Management and Leadership.
Consults regularly with public and nonprofit sector organization and specializes in change management and training and development.
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| Overview : Overview Defining Leadership and Leadership Development
Measuring Leadership Effectiveness
Overview of Major Research Approaches
Leadership and Organization Culture
Leadership Credibility
OD Approach to Leadership Development – Self-Other Perceptions
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| Defining Leadership : Defining Leadership Leadership is influence processes affecting the interpretation of events for followers, the choice of objectives for the group or organization, the organization of work activities to accomplish the objectives, the motivation of followers to achieve the objectives, the maintenance of cooperative relationships and teamwork, and the enlistment of support and cooperation from people outside the group or organization (Yukl, 1994, p. 5).
Most definitions of leadership, like the one above, reflect the assumption that leadership involves a social influence process whereby intentional influence is exerted by one person over other people to guide, structure, and facilitate activities and relationships in a group or organization.
Influence is often viewed as the essence of leadership |
| Leadership Development : Leadership Development Can we develop leaders in public organizations?
Yes, but not with out a lot of work and commitment!
Development takes time
OD Approach – action research |
| Leadership Effectiveness : Leadership Effectiveness Common Measures
Unit and/or Individual Performance
Attitudes of followers toward leader
Leader contribution to quality of group process
Direct and Indirect Effects
Direct – immediate impact on what is done, how it is done, or how efficiently it is done
Indirect – refer to leader decisions and actions that are mediated by intervening variables in the causal chain. Slower to be felt, but often more durable.
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| Overview of Major Research Approaches : Overview of Major Research Approaches Most leadership research can be classified into one of the following four approaches:
Trait Approach
Behavior Approach
Power-Influence Approach
Situational Approach |
| Trait Approach : Trait Approach One of earliest approaches to study of leadership.
Emphasizes the personal attributes of leaders.
Underlying assumption that some people are natural leaders who are endowed with certain traits not possessed by other people.
Exercise |
| Behavior Approach : Behavior Approach Paying attention to what managers actually do. Two subcategories:
Nature of managerial work (Mintzberg)
Comparing effective and ineffective leaders |
| Power-Influence Approach : Power-Influence Approach Attempts to understand leadership by examining influence processes between leaders and followers.
Power is viewed as important not only for influencing subordinates, but also for influencing peers, superiors and people outside the organization
How is power acquired and lost by various individuals. |
| Situational Approach : Situational Approach Emphasizes the importance of contextual factors such as the nature of the work performed by the leader’s unit, the nature of the external environment, and characteristics of followers.
Attempts to identify the aspects of the situation that “moderate” the relationship of leader behaviors and leadership effectiveness
Theories describing this relationship are sometimes called “contingency theories.” |
| Transactional vs. Transformational Leadership : Transactional vs. Transformational Leadership Transactional Leadership – exchange between leader and follower
Transformational Leadership – transform the organization in fundamental ways |
| Leadership and Organization Culture : Leadership and Organization Culture Nature of organization culture
Schein (1992) defines culture as the basic assumptions and beliefs shared by members of a group or organization.
Fundamental measure of leadership effectiveness is cultural change
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| Embedding and reinforcing aspects of culture : Embedding and reinforcing aspects of culture 5 primary mechanisms:
Attention – communicate through planning
Reactions to crises – increases potential for learning about values and assumptions
Role modeling
Allocation of rewards
Criteria for selection and dismissal – influence culture by recruiting people who have particular values and skills and promoting them to positions of authority |
| Embedding and reinforcing aspects of culture : Embedding and reinforcing aspects of culture 5 secondary mechanisms:
Design of organization structure
Design of systems and procedures
Design of facilities
Stories, legends, and myths
Formal statements |
| Leadership Credibility : Leadership Credibility Like a bank account. You make deposits and withdrawals via actions.
Credibility enables leaders to get followers to do extraordinary things in organizations.
Can’t bring about change unless perceived as credible.
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| Developing Credibility: 5 Broad Practices and 10 Commitments : Developing Credibility: 5 Broad Practices and 10 Commitments Challenge the Process
Search for opportunities
Experiment and take risks
Inspire a Shared Vision
Envision the Future
Enlist Others
Enable Others to Act
Foster Collaboration
Strengthen Others Model the Way
Set the Example
Plan Small wins
Encourage the Heart
Recognize Individual Contributions
Celebrate Accomplishments |
| Leadership Development: Self-Other Perceptions : Leadership Development: Self-Other Perceptions Self-ratings are inflated, unreliable, invalid, biased, inaccurate, and generally suspect when compared to ratings of others (e.g., superiors, subordinates, co-workers/peers, customers/clients) or more “objective” criteria.
Self-rating is determined by a number of personality, cognitive and biographical factors.
Significant other’s perception is based on interactions with, and observations of, the focal individual by the relevant other.
A comparison process results in which self-other agreement is assessed. That is a determination is made to the degree to which the self-rating is in agreement with the other-rating – a definition of accuracy that is common in the literature. |
| Self-Other Ratings – The Comparison Process : Self-Other Ratings – The Comparison Process Model asserts that comparison process results in three categories
Accurate estimators are those focal individuals whose self-ratings are in agreement with the ratings of the relevant others.
Over-estimators are those focal individuals whose self-ratings are significantly inflated above the ratings of the relevant others
Under-estimators are those focal individuals whose self-ratings are significantly deflated below the ratings of the relevant others. |
| Individual and Organizational Outcomes of Self-Other Process : Individual and Organizational Outcomes of Self-Other Process Accurate Estimates – positive individual and organizational outcomes
Over-estimators – tend to produce diminished org. outcomes – for example, poor supervision-subordinate relationships
Under-estimators – affect some organizational outcomes favorably – for example, interest in self-development/training, and others less favorably – for example, promotions are not pursued. |
| Leadership Development: Self-Other Perceptions in Wisconsin Communities : Leadership Development: Self-Other Perceptions in Wisconsin Communities Self – City Manager
Communicates = 4.0
Plans Future = 3.6
Trust CEO = 3.4
Follows Thru = 3.90
Rewards = 3.8
Experiments = 4.0
Eff. W/ Council = 3.9
Other – Dept. Heads
Communicates = 3.3
Plans Future = 3.0
Trust CEO = 2.8
Follows Thru = 3.2
Rewards = 3.0
Experiments = 3.3
Eff. W/ Council = 3.3 |
| Leadership Development: Self-Other Perceptions in Wisconsin Communities : Leadership Development: Self-Other Perceptions in Wisconsin Communities Overall, department heads (relevant others) do not view managers/mayors (focal individuals) as positively as they themselves do.
All differences are statistically significant
Same pattern holds for council member views on managers/mayors |
| Another OD Option: Influence Tactics : Another OD Option: Influence Tactics Work of Gary Yukl (SUNY-Albany), Chuck Siefert (Siena College) and Doug
Skill development in influencing people
To be effective – necessary to influence people to:
Carry out requests
Support proposals
Implement decisions |
| Overview of Influence Tactics : Overview of Influence Tactics Influence Process – The effect of one party (the “agent”) on another (the “target”)
Direction of Influence Attempts – not unidirectional – leaders influence followers but followers also influence leaders |
| Examples of Influence Tactics – 15 in Total : Examples of Influence Tactics – 15 in Total Rational Persuasion – agent uses logical arguments and factual evidence to show that a request or proposal is feasible and relevant.
Consultation – agent asks the target person to suggest improvements or help plan a proposed activity or change for which the target person’s support is desired.
Inspirational Appeal – agent appeals to the target’s values and ideals or seeks to arouse the target person’s emotions to gain commitment to the request.
Pressure – agent uses demands, threats, frequent checking, or persistent reminders to influence the target to do something.
Collaboration – agent offers to provide assistance or necessary resources if the target will carry out a request or approve a proposed change. |
| Outcomes of Influence Tactics : Outcomes of Influence Tactics Commitment – target internally agrees with a decision or request from the agent and makes great effort to carry out decision or request.
Compliance – target is willing to do what the agent asks but is apathetic rather than enthusiastic and will make a minimal effort.
Resistance – target is opposed to the proposal or request and actively tries to avoid carrying it out.
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| Use of Influence Tactics in Leadership Development : Use of Influence Tactics in Leadership Development Provide 3 dimensional picture for agent
Provide feedback to agent on others’ perceptions of their use by the agent
Provide training for agents in using different influence tactics |
| Leadership Development in Public Institutions? - Conclusions : Leadership Development in Public Institutions? - Conclusions Leadership – getting people to do what you want them to do (Dahl)
Leaders can be developed through training - introspection
Long-term change does not occur without cultural change – transformational change
Analysis of self-other perceptions is one way of developing leaders
I guess cameras do work?
Training in the use of influence tactics is one way of developing leaders
Followers will not buy-in to what leaders are trying to do unless they perceive them as credible.
Have some fun and try this at work! |
| Team Leadership : Team Leadership Larry C. Gates
Vice Chancellor for Administration & Finance
University of Missouri – Kansas City |
| Larry Gates Vice Chancellor for Administration & Finance University of Missouri – Kansas City : Larry Gates Vice Chancellor for Administration & Finance University of Missouri – Kansas City 22 years at Missouri State University in administrative roles and as tenured faculty member in the School of Business.
12 years at the University of Missouri System Office as Associate Vice President responsible for coordinating the system level strategic planning, budget planning and development, institutional research and planning and coordinated the system audit internal auditing.
Joined University of Missouri – Kansas City in 2001 as Vice Chancellor for Administrative and Finance with senior leadership responsibility for all financial and business related functions.
Bachelor’s and Master’s degrees in Business Administration.
Significantly involved in leading a number of quality improvement initiatives in higher education environments. Focused during the past 5 years on creating a culture of leadership excellence integrating both individual and team leadership development. |
| Team Leadership : Team Leadership Larry C. Gates
Vice Chancellor for Administration & Finance
University of Missouri – Kansas City |
| The Next Stage in Leadership Evolution : The Next Stage in Leadership Evolution Premise: 21st century organizations are ripe for a new model of leadership – how it is viewed, practiced, and developed
Organizational Drivers
Teams as the primary work unit
Boundaryless organizations and horizontal coordination
Workforce diversity
Focus on customer responsiveness
Advent of “learning organizations”
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| The Next Stage in Leadership Evolution : The Next Stage in Leadership Evolution Emerging Characteristic of New Model for Leadership
Reciprocal Relationship of People Working Together
Initiated by interaction of people rather than by an individual
Shared Meaning Making
Joint interpretation of experiences
Synthesis of all partial observation
Social or group process
Spawned from the diverse collective wisdom of individuals working together
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| Team Leadership vs. Leader-led Team : Team Leadership vs. Leader-led Team Premise: Team leadership is distinct from a leader-led team. Team leadership is based on the concept of “team”, while the leader-led team is based on “teamwork.”
Basic Principles of “Team Leadership”
Jointly create a meaningful purpose
Shared leadership
Mutual accountability
Collective work products
Performance goals set and assessed collectively
Work approach shaped and enforced by members |
| Team Leadership vs. Leader-led Team : Team Leadership vs. Leader-led Team Basic Principles of a “Leader-led” Team
Purpose directed by organizational mission
Strong clearly focused leader
Individual accountability
Individual work products
Performance goals set and assessed by leader
Work approach directed by leader |
| Deploying “ Team Leadership’’ or “Leader-led Team” : Deploying “ Team Leadership’’ or “Leader-led Team” Premise: The use of “team leadership” versus “leader-led team” is determined by the performance challenge to be addressed.
“Team Leadership” is best suited when:
– Focus is on strategic not operational results
– Real-time collaboration is required
– Integration of multiple skills and perspective is necessary
– Time frame for producing results is long-term
– Performance affects entire organization’s success
– Cross-organizational participation is needed
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| Deploying “Team Leadership or “Leader-led Team” : Deploying “Team Leadership or “Leader-led Team” “Leader-led team” is best suited when:
– Performance challenge is operational in nature
– Work can be delivered through the sum of individual contributions
– Performance results require short time frame
– Performance narrowly affects organization’s success
– Cross organizational participation is not required |
| Team Leadership : Team Leadership Premise: High performing organizations in the future will achieve success through team leadership more than through individual leadership
Attributes
Mutual trust
Constructive conflict
Shared commitment
Joint accountability
Focus on results
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| Team Leadership : Team Leadership Practices
Challenging the Process
Willingness to take risk
Exploring new alternatives
Learning from mistakes
Support team members in these efforts
Inspiring Shared Vision
Common understanding of purpose
Aligning team efforts with organization’s goals
Using values to guide action |
| Team Leadership : Team Leadership Enabling Others to Act
Playing active role in setting goals and planning projects
Setting cooperative objectives
Sharing information and keeping each other informed
Demonstrating mutual respect for one another
Modeling the Way
Translating shared values into action
Mutual accountability
Influencing by example
Creating small “wins” |
| Team Leadership : Team Leadership Encouraging the Heart
Emotionally connected to the team
Timely feedback
Pride in team accomplishments
Celebrating together
Contributions
Legacy of leadership excellence - quality
Legacy of future leaders - continuity
Legacy of organizational growth - sustainability
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| Implication for Leadership Development : Implication for Leadership Development Premise: A new model of leadership requires a new way of thinking about leadership development
Develop capacity to engage in context of interdependence
Focusing on collective ability of people to interrelate
– Taking responsibility individually and with others
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| Implication for Leadership Development : Implication for Leadership Development Develop People in Context
Interactions with people influence who you are
Leadership arises in the joint actions of individuals
Leadership is about taking part, not taking charge
Understand the nature of interrelating, its forms, and effectiveness
Quality leadership is dependent upon the vitality of interrelating |
| Implication for Leadership Development : Implication for Leadership Development Develop Leadership Capacity of Teams
Improve the quality of interrelating among people engaged in interdependent work
Strengthen collective contributions as the sum total of
all interaction of people
Enhance ability to resolve conflict constructively
Expand capability to engage in quantum thinking
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| Team Development and Individual Leadership Development : Team Development and Individual Leadership Development Premise: Organizational development practice and individual development practice will merge to support a new concept of leadership.
Current Model
Separate model and curriculum for leadership development versus team building or organizational development
Viewed from different focus – individual vs. group dynamics |
| Team Development and Individual Leadership Development : Team Development and Individual Leadership Development Future Model
Integration of team and organizational development with leadership development
Blending of two separate organizational structures and cultures |
| Leadership: What Does It Mean & How Do You Get It? Open Discussion and Questions : Leadership: What Does It Mean & How Do You Get It? Open Discussion and Questions |