Next generation leader

05/03/23 1

05/03/23 2

05/03/23 3

05/03/23 4

Problem Attributes of Leader-Participation Problem Attributes of Leader-Participation Model (contd.)Model (contd.)

Subordinate conflict

Is conflict amongsubordinates over

preferred solutionslikely ?

Commitment probability

If you were to make the decisionby yourself, is it reasonably

certain that your subordinate(s)would be committed to it ?

Goal congruence

Do subordinates share theorganizational goals to be

attained in solving thisproblem ?

Subordinate information

Do subordinates havesufficient information to make

high-quality decisions ?

05/03/23 5Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright © 1999

05/03/23 6

05/03/23 7

05/03/23 8

The Four Generations in today’s The Four Generations in today’s WorkforceWorkforce

05/03/23 9 THE LEADERSHIP DEFICIT RECRUITING AND RETAINING THE MULTI-GENERATIONAL WORKFORCE LANCE JENSEN RICHARDS & JASON S. MORGA Source: Bureau of Labor Statistics

Generational mindset differencesGenerational mindset differences


11

Leadership Effectiveness Impacts Employee Leadership Effectiveness Impacts Employee EngagementEngagement

Data from The Extraordinary Leader, by Jack Zenger and Joe Folkman

Great leaders makea great difference

Good leaders havean adequate impact

Poor leaders createdissatisfaction

Finding: It takes a substantial change in leadership effectiveness (perceived by 360 assessments) to greatly impact balanced measures and employee engagement (i.e., the relationship is not incremental)

Leadership Effectiveness – 360 Assessed (High Tech Co.)

05/03/23 12

05/03/23 13

05/03/23 14

Cherokee Wisdom and Leadership Cherokee Wisdom and Leadership CompetenciesCompetencies

05/03/23 15Cherokee wisdom (adapted from: Dhyani Ywahoo. Voices of Our Ancestors: Cherokee Teachings from the Wisdom Fire. Boston: Shambhala,1987).

Purpose of Management and LeadershipPurpose of Management and Leadership

05/03/23 16How to be an even better manager A Complete A–Z of Proven Techniques & Essential Skills 6th Edition, Michael Armstrong ISBN 0 7494 4262 X

Purpose of Management and Leadership cont’Purpose of Management and Leadership cont’

05/03/23 17How to be an even better manager A Complete A–Z of Proven Techniques & Essential Skills 6th Edition, Michael Armstrong ISBN 0 7494 4262 X

The Five Practices and Ten CommitmentsThe Five Practices and Ten Commitments

05/03/23 18Leadership The Challenge Workbook, Copyright © 2003 by James M. Kouzes and Barry Z. Posner www.josseybass.com

05/03/23 19

Paradox of Managerial LeadershipParadox of Managerial Leadership

Source: J. Nicholls, ‘The paradox of managerial leadership’, Journal of General Management, vol. 18, no. 4 (1993).05/03/23 20

05/03/23 21

LeadershipLeadership

05/03/23 22

Level 5 HierarchyLevel 5 Hierarchy

05/03/23 23

24

IRS Leadership Competencies Arrayed IRS Leadership Competencies Arrayed By Leadership LevelBy Leadership Level

ExecutiveLeader

Senior Leader

Front LineLeader

Employee

•Entrepreneurship•External Awareness•Group Leadership •Political Savvy•Service Motivation•Strategic Thinking

•Achievement Orientation•Business Acumen•Continual Learning•Decisiveness•Developing Others•Influencing/Negotiating

•Adaptability•Communication•Partnering•Problem Solving•Teamwork•Technical Credibility

•Customer Focus•Diversity Awareness•Integrity/Honesty

05/03/23

Traditional and New Leadership Traditional and New Leadership

The New Leadership CompetenciesThe New Leadership Competencies

05/03/23 26The Leader’s Handbook Making Things Happen, Getting Things Done Peter R. Scholtes, McGraw-Hill

Situational LeadershipSituational Leadership

Adapted from University of Australia : Using Situational Leadership by Dr Judy S (Division Manager Business) 05/03/23 27

Matching Style with Development LevelMatching Style with Development Level

05/03/23 28Adapted from University of Australia : Using Situational Leadership by Dr Judy S (Division Manager Business)

13–29

Situational Leadership TheoriesSituational Leadership Theories• Situational Leadership Theorists

– Attempt to determine the appropriate leadership style for various situations.

• Contingency leadership theory (Fiedler)• Leadership continuum (Tannenbaum & Schmidt)• Path-goal theory (House)• Normative leadership theory• Situational leadership theory (Hersey & Blanchard)• Leadership substitutes and neutralizers

– “Should the leader change style or should the situation be changed to fit the leader’s style?”

29

Situational Leadership Theory and the Situational Leadership Theory and the Interactional FrameworkInteractional Framework

What is the task to be accomplished?

What is the followers job maturity?

FollowersSituation

Psychological maturity?

Leader

Outcomes:Outcomes:Task accomplishmentTask accomplishment

Increased follower Increased follower maturitymaturity

Telling: high task, low relationishipSelling: high task, high relationshipParticipating: low task, low relationshipDelegating: low task, low relationshipDecision to use developmental intervention

The McGraw-Hill Companies, Inc. © 199905/03/23 30

Putting the Leadership Theories Together

05/03/23 31

Recruiting and Training StrategiesRecruiting and Training Strategies• Hiring managers need to be educated about the war for talent and the contributions offered

• The age of the 9 to 5 workday is long gone

• Employers need to consider how each generational group interacts with other groups and with

management, and focus on building teams—not just across generations, but across cultures as

well

• Employees should be educated on the benefits and challenges of generational diversity

• Companies need to start building benefits programs to leverage different workforce

expectations

• Offering flexible options and performance rewards can help increase retention of Gen X

workers

• In today’s project-driven business landscape, companies need to streamline staffing strategies

by developing hiring practices that enable ease of entry and exit from the organization


Johari WindowJohari Window

05/03/23 33Known to Others

Know

n to

My

Self

http://www.nwlink.com/~donclark/leader/johari.html

13–34

The Employee Complaint ModelThe Employee Complaint Model1. Listen to the complaint and

paraphrase it.

2. Have complainer recommend a solution.

3. Schedule time to get all the facts and/or make a decision.

4. Develop a plan.

5. Implement the plan and follow up.

34

13–35

The Customer Complaint ModelThe Customer Complaint Model

Model 13–2

1. Admit the mistake and apologize.

2. Agree on a solution (have the customer recommend a solution).

3. Implement the solution quickly.

4. Prevent future complaints.

35

Trust DimensionsTrust Dimensions

CompetenceCompetence ConsistencyConsistency

LoyaltyLoyalty OpennessOpenness

IntegrityIntegrity

05/03/23 36

Three Types of TrustThree Types of Trust• Deterrence-based =

fear-based

• Knowledge-based

• Identification-based

05/03/23 37

How to Build TrustHow to Build Trust

• Practice openness• Be fair• Speak your feelings • Tell the truth • Show consistency • Fulfill your promises • Maintain confidences • Demonstrate competence

05/03/23 38

Think, Think, ThinkThink, Think, Think

05/03/23 39

05/03/23 40