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8/7/2019 LEADERSHIP AND CHARACTER (2)
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CHARACTER
The aggregate of features and traits that
form the individual nature of some
person or thing.
Character indispensable to leadership.
Character is to leadership as hydrogen
is to water
In short, good leadership proceeds fromgood character. Example: Mahatma
Gandhi.
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LEADERSHIPLEADERSHIP
The ability to influence people to work
enthusiastically towards a common goal.
The ability to influence people to work
enthusiastically towards a common goal.
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LEADERSHIP AND CHARACTER
Leadership is a combination of
strategy and character. If you must be
without one, be without the strategy.
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Dimensions of Character
Core Values
No compromise between people and
profits Authenticity
Managing away bad habits
Trust
Resilience
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Core Values
Humility
Will (fierce resolve to achieve anything)
Level 5 Leadership = Humility + Will Example: Darwin Smith
.
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Humility
Humility means being authentic and
without pretense or arrogance.
H
umility is not thinking less of yourselfbut it is thinking of yourself less.
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No Compromise
LeadersLeaders ofHCHP firms refuse to choosebetween people and profits.
True commitment is a vision. It is a
dedication to growing, stretching andcontinuously improving.
How these leaders are able to do whatothers find impossible to do?
Strategies: Trust
People engagement
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Strategies and Examples
Focused agenda
Build collective leadership
Examples: Max Debree ofHerman
Miller, Jorma Ollila of Nokia, Allan
Leighton of Royal Mail Group, Leif
Johansson of Volvo.
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Authenticity
Dont imitate but innovate. Example:
Amgen CEO Kevin Sharer.
Characteristics of authentic leaders:
Passion for purpose
Consistency
Lead with head and heart
Establish long term meaningful
relationships.
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Examples
Novartis chairman and CEO, Daniel
Vasella.
Azim Premji, Narayana Murthy, Ratan
Tata.
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Managing away bad habits
What are these bad habits?
The Hero
The Meritocrat The Bulldozer
The Pessimist
The Rebel The Home Run Hitter
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The Six behavior patterns
Hero: Always pushes himself but creates
a feeling of insecurity among other
subordinates.
Meritocrat: Believes world is a fair
market, looks at the objectivity.
Bulldozer: Believes world is a hostile
place. Pessimist: sees the downside in any
change.
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The Six behavior patterns
Rebel: asks inappropriate questions in
meetings and mocks at the motives
behind any change.
Home Run Hitter: focuses on things that
are too big too soon.
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Trust
Measure of quality of arelation
Expectation and
confidence in one person,group or organization
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High Trust
Productive
Motivating
Supportive
Comfortable
Low trust
Unproductive
Threatening
Stressful
Tense
Work Environment
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Model for Trust
Predicting if a person will trust of distrust
Identifying relationships
Diagnose root cause Methods to improve
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Model for Trust
DecisionMakerFactors
Risk Tolerance
Level of Adjustment
Relative Power
Situationalfactors
Security
Similarity
Alignment of interest
Benevolent concern
Capability
Predictability and concern
Level of communication
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Resilience
Positive capacity of people to cope up
with stress and adversity
Ability to bounce back to normal state
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Characteristics for Resilience
Acceptance of Reality
Strong Beliefs
Ability to Improvise
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Acceptance of Reality
Optimism
Preparedness
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Strong Beliefs
Searching for meaning
Value system
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Ability to Improvise
Ability to make do withwhatever is in hand
Imagining possibilities
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Bouncing Back from Adversity
Causeorientedthinking
Control
Identifying factors thatcaused crisis
Impact
Did I cause theadverse event or
external event
Responseorientedthinking
Identifying features ofthe situation that can
be improved
Positive effects of ouractions
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Cause
orientedthinking
BreadthIs underlying cause
specific or widespread
Duration
How long crisis willlast
Response
orientedthinking
How can we containthe negatives
What can we do toaddress the problemnow
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Building Character
The aggregate features and traits that
form the individual nature of a person
End of Education is Character
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Building Character
Ethical Moments
Defining moments.
Transformative Experience
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Transformative Experience
Experiences that shape leaders
Experience through which an individual comes
to a new or an altered sense of identity
Examine their values, question theirassumption, hone their judgments
Clearer sense of personal strength and
capabilities
Emerge out stronger, more engaged and morecommitted than ever.
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Who am I
Defining moments of an Individual
Personal identity
Conflicting feelings
y What feelings and intuitions are coming intoconflict in this situation
Deeply rooted valuesy Which values are more rooted in my life
Shrewdness and expediencyy To implement personal understanding of what is
right
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Who are We
Defining moment of a group
Point of viewy What are the other strong, persuasive
interpretations of the ethics of this situation Influencing behavior
y What point of view is most likely to win andinfluence the thinking and behavior of otherpeople
Processy Have I put a process that can make my
interpretations win in the group
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Who is the company
Personal and organizational strengthy Have I done all to secure my position and
the strength of the organization
Role of organization in societyy Role of organization in society and
relationship to stockholders
From vision to reality
y What combination of shrewdness, creativityand tenacity will help me transform my visionto reality.