Leadership
Leadership is Personal
Leadership is actively done
Leadership is independent of position and authority
Ownership is required for leadership to be successful
Ownership is about understanding one’s self and his/her reasons for warranting to lead
Understanding Ownership
Personal Purpose Social
Issues
The Journey to Authentic Leadership: Your Life Story
Authentic leaders consistently say they find their motivation through understanding
their own stories.
The stories of authentic leaders cover the full spectrum of life’s experiences.
Many leaders find their motivation comes from a difficult experience – a crucible
The difference with authentic leaders lies in the way they frame their stories.
Leadership Style
My Bridging Servant
Leadership Capital Connective
Transformational
Values
Worldview
Trust
Integrity BRINGING Societal
Credibility
Empathy
LEADERSHIP Divided/Issue
Strength and CAPITAL
Weakness
Relationship Capital
Social
Family Connection Capita
Economic
cultural
My Bringing Leadership Capital
What a Leader Must …
BE KNOW DO
Character Competence Action
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What a Bridging Leader Must Be
Character: Who you are
Two interacting parts:
o Values – attitudes about the worth of people, concepts, and other things
Excellence
Truth
Change
Empowerment
Liberty
Justice
Unity
Respect
What a Bridging Leader Must Be
Character: Who you are
Two interacting parts:
o Attributes – fundamental qualities and characteristics
Mental
Grasps complexity
Resourceful
Sharp listener
Cultural awareness
Informed
Critical of one’s biases
Emotional
Happiness
Commitment
Empathy
Low ego needs
Harmony
Trusting and trustworthy
Emotionally self-controlled
What a Bridging Leader Must Know
Competence: results from Hard, Realistic Training
Four Leadership Skills Categories
o Interpersonal skills – how you deal with people
o Conceptual skills – how you handle ideas
o Technical skills – expertise needed to accomplish your tasks and functions
o Tactical skills – problem-solving abilities
What a Bridging Leader Must Do
Action: providing purpose, direction and motivation
Two Leadership Actions
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o Influencing – guiding others towards a shared goal
Building trust
Developing common ground and concrete collaborative actions
o Operating – what you do to accomplish the mission
Convening and facilitating
Network/partnership building and maintaining
Ensuring accountability by communicating and tracking performance
indicators
What a Bridging Leader Must Do
Action: providing purpose, direction and motivation
Three Leadership Actions
o Improving – striving to develop involved stakeholders
Empowering
Coaching
Mentoring
Constructive monitoring
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World Transitions:
The world is in the midst of an unparalleled transformation fueled by:
Very significant leaps forward in science and technology
Planetary resources stressed by exploding population and lifestyles
Globalization of politics, economics and culture
Warring religious views
Human rights abuses and lack of political freedom
The Call for New Leaders
Operational efficiency
Cost effectiveness
Productivity
Customer service
Innovation
New Leader Competencies
Global business acumen – 29.5%
Leadership characteristics – 16.6%
Worldview – 12.5%
People leadership – 27.2%
Business leadership – 14.2%
Qualities of Effective leaders
Communicate effectively – good listener
Decisive – take action when needed
Assign work appropriately
Reason behind decision making
Use time productively
Coach and mentor to others
Adaptable and flexible to situation and individuals
Forces for Change
Technology
Nature of the workforce
World politics
Social trends
Competition economic
Shocks
Pre-1946 Traditionalists
- Totally committed to the company, horrified by unemployment, would go down with
the ship, typified by unquestioning loyalty
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1947 – 1967 Baby Boomers
- Workaholics, accept stress as part of the job, used to belt tightening and sacrifice, work
predicated on delayed gratification, value titles and status symbols
1968 – 1980 Generation X
- Place more importance on career than personal life, mistrustful and suspicious of
employers, products of downsizing and cost cutting, usually had experience of many
jobs, not committed to a particular company, want immediate gratification
1980 – 1995 Generation Y
- Want a balance of work and personal life, take time off for personal life enhancement,
demand flexible environments and benefits, do not expect a job for life, expanding jo
market and shrinking work force, expect and get immediate reward
Managing Planned Change
Change – making things different
Planned Change – change activities that are intentional and goal-oriented
Goals of Planned Change
1. Seeks to improve ability of the organization to adapt to changes in its environment
2. Seeks to change employee behavior
Change Agents – persons who act as catalysts and assume the responsibility for managing
change activities
What Change Agents can change?
1. Physical setting
2. Structure
3. People
4. Technology
Resistance to Change: Sources of Resistance:
1. Individual
a. Economic security, security, fear of the unknown, habit, selective information
processing
2. Organizational
Individual Resistance
Self-interest: fear of personal loss is perhaps the biggest obstacles to organizational
change;
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Lack of understanding and trust: do not understand the intended purpose of a change
or distrust the intentions;
Uncertainty: lack of information about future events;
Different assessments and goals: people will be affected by innovation may asses the
situation differently
Organizational Resistance
Group inertia, threat to expertise, threat to established power relationships, threat to
established resource allocations, structural inertia, limited focus of change
Overcoming Resistance to Change:
Kotter & Schlesinger: 6 change approaches
1. Education and communication
2. Participation
3. Facilitation and support
4. Negotiation
5. Manipulation and co-optation
6. Coercion
Lewin’s 3-Step Change Process:
1. Unfreezing – change efforts to overcome the pressure of both individual
resistance and group conformity
2. Movement:
Status quo Desired State
3. Refreezing – stabilizing a change intervention by balancing, driving and
restraining forces
Change Procedure
Conduct the benefits analysis
S – Safety
P – Performance
A – Appearance
C – Convenience
E – Economy
D – Durability
H – Help others to understand
A – Ask others to help
N – Negotiate, never argue
G – Give them a challenge
E – Enthuse the benefits
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The 12 Steps to Mastering Personal Change
1. View change as a challenge
2. Build your commitment through goals and passion
3. Stay committed when the going gets tough
4. Know when to control, when to let go
5. Deal with setbacks and go forward
6. Be optimistic
7. Use humor
8. Learn from mistakes
9. Maintain perspective
10. Tune the body
11. Build self-confidence
12. Communicate effectively and … love
ORGANIZATIONAL DEVELOPMENT
Sensitivity Tracking – change behavior through unstructured group interaction
Survey feedback – use of questionnaires to identify discrepancies among members
perceptions
Process consultation – consultant gives a client insight into what is going on the client
and environment
Team building – high interaction among team members to increase trust and openness
Inter-group development – change the attitudes, stereotypes and perceptions of groups
Relearning the Past
- the only thing you really have control over is how you respond to your environment; so
set your intention but let go of your expectation
- love your friends for who they are, don’t waste your time being angry with them for
who they aren’t
- you can’t blame a tree for being a tree
- if someone doesn’t like you, it typically has less to do with you are than who they are
- you can’t really know what’s going on inside someone else’s head and guessing is a
pretty pointless exercise
- it is always okay to ask for what you want.
Lessening Stress
- change the changeable
- accept the unchangeable
- remove the unacceptable
- simplify your systems wherever possible
- focus on the positive
Negative Self Talk
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I’ve never done it before.
It’s too complicated.
I don’t have the resources.
There’s not enough time.
There’s no way it will work.
It’s too radical a change.
No one bothers to communicate with me.
I’m not going to get any better at this
Positive Spin
It’s an opportunity to learn something new.
I’ll tackle it from a different angle.
Necessity is the mother of invention.
Let’s re-evaluate some priorities.
I can to make it work.
Let’s take a chance.
I’ll see if I can open the channels of communication
I’ll give it another try.
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