Leadership

Trait theory

Leadership Style

AUTOCRACTIC

DEMOCRATIC

LAISSEZ-FAIRE

Typical Problems in Organizational

Change Process

Lack of management support

Top managers forcing change
Inconsistent action by key managers
Unrealistic expectations
Lack of meaningful participation
Poor communication
Purpose of program was not clear
Responsibility for change not properly identified

Managerial Strategies for

Communicating Change

Spray and Pray

Tell and Sell
Underscore and Explore
Identify and Reply
Withhold and Uphold

LEADERSHIP AS A LANGUAGE GAME

Fairhurst and Sarr

(1996)
Syntax
(stylistic representation)

Semantics
(meanings)

Phonetics
(observable behavior)

Openness Key components of an OC

relationship

Most effective supervisors:

Emphasize the importance of communication
in their relationships
Empathic listeners
Ask or persuade, rather than tell or demand
Sensitive to others feelings
Share information with employees

Goal-setting theory

Set clear and specific goals

Set goals that are difficult but attainable
Focus on participative rather than assigned
goals
Give frequent feedback about the goal-setting
and work processes

Expectancy theory

Employees perceive a relationship between a

specific work behavior and some sort of
payoff or reward
Each reward or positive outcome is associated
with a value
Employees develop expectations about their
ability to perform the desired behavior
successfully

Empowerment

Enhances feelings of efficacy by identify and

removing conditions that foster powerlessness
Manager acts more like a coach than a boss
Degree of empowerment is directly related to
how decision-making authority is defined
Maintain clear agreements about the expected
degree of empowerment

W.L. Gore & Associates six rules for

empowering employees

Distribute power and opportunity widely

Maintain an open and decentralized communication
system
Use integrative problem solving to involve diverse
groups and individuals
Practice meeting challenges in an environment of
trust
Reward and recognize employees to encourage a
high-performance ethic and self-responsibility
Learn from organizational ambiguity, inconsistency,
contradiction, and paradox

Leadership and Change

Part II

Five dysfunctions of a
team
by Patrick Lencioni

Five dysfunctions of a team

Lack of Trust

Members of teams with

absence of trust:
Hesitate to ask for help
Hold grudges
Conceal their weaknesses
and mistakes
Jump to conclusions about
the intentions and aptitudes
of others without attempt
to clarify

Members of trusting teams

Admit weaknesses and
mistakes
Ask for help
Give one another the
benefit of the doubt
Take risks in offering
feedback and assistance
Offer and accept apologies
without hesitation

Fear of conflict
Teams that fear conflict
Create environments where
back-channel politics and
personal attacks thrive
Ignore controversial topics
that are critical to team
success
Fail to tap into all the
opinions and perspectives
of team members

Teams that engage in

conflict
Extract and exploit the
ideas of all team members
Solve real problems
quickly
Minimize politics
Put critical topics on the
table for discussion

Lack of Commitment
Team that fails to commit:
Creates ambiguity about
the direction and priorities
of the team
Breeds lack of confidence
and fear of failure
Revisits discussions and
decisions again and again

A team that commits:

Creates clarity about
direction and promise
Develops an ability to learn
from mistakes
Takes advantage of
opportunities before
competitors do
Changes direction without
hesitation or guilt

Avoidance of accountability

A team that avoids

accountability:
Encourages mediocrity
Misses deadlines and key
deliverables
Places an undue burden on
the team leader as the sole
source of discipline

A team that holds one another

accountable:
Ensures that poor performers
feel pressure to improve
Establishes respect among
team members who are held
to the same high standards
Avoids excessive
bureaucracy among
performance management

Inattention to Results

A team that is not focused

on results:
Stagnates/fails to grow
Rarely defeats competitors
Loses achievementoriented employees
Is easily distracted

A team that focuses on

collective results:
Minimizes individualistic
behavior
Benefits from individuals
who subjugate their own
goals/interests for the good
of the team
Avoids distractions

Top Ten Mistakes Leaders

Make
By Hans Finzel

Why do new leaders often get a bad

startup?

We replicate the poor leadership habits of

others
We arent necessarily born with leadership
skills
We lack good models and mentors
We lack formal training

Five mistakes
1.
2.
3.
4.
5.

The top-down attitude

Putting paperwork before peoplework
The absence of affirmation
No room for mavericks?
Dictatorship in decision-making

Five more mistakes

6.
7.
8.
9.
10.

Dirty Delegation
Communication Chaos
Missing the clues of corporate culture
Success without successors
Failure to Focus on the Future

McKinsey & Co.s 7-S model

Typical Problems in Org. Change

Process

Lack of management support

Top managers forcing change
Inconsistent action by key managers
Unrealistic expectations
Lack of meaningful participation
Poor communication
Purpose of program was not clear
Responsibility for change not properly identified