leader 2

Organizations get what they reward

REWARD

Outcomes of Leadership

Purpose, Motivation, Direction

Outcomes of Management 2

Effectiveness and Efficiency

Two essential ingredients linking leadership and management

Clarity in Communications and unity of efforts

Basis of all leadership and influence

TRUST

Four keys to building trust (Blanchard et al 2021)

Competence, Dependability Personal Integrity, Care and Mutual Understanding, ;

Most important leader qualities (Kouzes & Posner 1993)

Honesty/Personal Integrity, Capable & Effective, Adds Value/Purpose, Forward Thinking/Proactive, Communicates Up and Down;

While all leaders are direct leaders at some point, there are three generally accepted leadership levels with leaders performing different functions at those levels. They are Three leadership levels

Direct Leader, Organizational Leader, Strategic Leader;

Core role of leadership (edgar Schein)

Manage the organizational culture;

Sullivan's three roles of language (1988)

Active/empathetic listening,Direction-giving language, Meaning-making language;

French & Raven's five sources of power (1959)

Legitimate, Reward, Coercive, Expert, Referent Power;

Raven's additional source of power (1965)

Relevant Information

Chaleff's four follower types (2003)

Implementer, Individualist, Resource, Partner;

Bernard Bass five leadership characteristics

Leader as a Person , Behavior of the Leader, Effects of the Leader, Collective Purpose, Interaction between Leader and Follower

Nadler-Tushman Congruence Model four factors

Work, Culture, People, Structure;

Bolman & Deal's four organizational frames (2017)

Structural, HR, Political, Symbolic;

Senge's Five Disciplines (2006)

Personal Mastery, Building Shared Vision, Mental Models, Team Learning, Systems Thinking;

Organizational Justice components (Cropanzano 2007)

Outcomes Justice, Formal Process Justice, Interpersonal Justice;

Sanderson's Four Commons

Common Purpose, Common Plan, Common Process, Common Language;

Seven Precepts (Sanderson)

Focus on mission, You get what you hire, Trains run on time, Do your homework, Make deliberate decisions, Overcommunicate, Have hard conversations;

Why people don't follow (Fisher et al 2022)

Don't trust the leader, Question competence, Sense lack of passion, Don't feel connected, Uncertain about org's future

Transformational leadership (Burns & Bass)

Investment not transaction

Servant leadership (Greenleaf 1977)

Moral/ethical form putting followers first — Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to growth, Building community;

Adaptive leadership (Heifetz 1994)

Coach/teacher/mentor distinguishing technical from adaptive problems;

Skill most defining a leader (Mumford et al 2000)

Problem-solving

Enemies of good decision-making (Heath 2013)

Narrow framing, Confirmation bias, Lack of objectivity, Overconfidence, Choice overload;

De Bono Six Hats (1985)

White-facts, Red-emotions, Black-cautions, Yellow-optimism, Green-creativity, Blue-process;

Judgment definition

Ability to make considered decisions — cognitive AND emotional skill

7S Model (Peters & Waterman 1982)

Strategy, Structure, Systems,Shared Values Staff, Skills, Style,

Key cultural aspects of an organization

Organization Design, Succession Planning & Talent Development, Change Management, Performance Management, Cultural Alignment

Measuring culture (Gerras et al 2008)

Performance, In-Group Collectivism, Institutional Collectivism, Power Distance, Assertiveness;

Bad leader characteristics (McFadden et al 2021)

Double-talk, selfish , no plan,

Healthy work environment characteristics

Model Respectful Behavior, Foster Open Communication, Promote Accountability;

Toxic leadership warning

repeated behaviors over time creating a toxic environment;

Crisis leadership definition (Boin et al 2005)

Guiding organizations through unpredictable high-stakes situations with swift strategic decisions;

Two main causes of crisis (Johnson 2017)

Organizational Neglect and Unforeseen Events

OODA Loop (Boyd 2018)

Organizational Neglect, Unforeseen Events; OODA Loop (Boyd 2018), Observe, Orient, Decide, Act;

Hiatt, J.M. (2006). ADKAR: A model for change in business, government, and our community. The ADKAR change model is composed of ADKAR change model (Hiatt 2006)

Awareness, Desire, Knowledge, Ability, Reinforcement;

Design Thinking steps (Brown 2009)

Empathize, Define, Ideate, Prototype, Test;

Root Cause Analysis (Andersen & Fagerhaug 2006)

Identify symptoms, Trace to root cause, Validate, Fix

we lead what and manage who

we lead people and manage things