Transcript Busi 30833 - Texas Christian University

Busi 30833
Foundations of Leadership
Stuart A. Youngblood
Dan Rogers Hall, Room 166D
Phone: (817) 257-7562
E-Mail: s.youngblood@ tcu.edu
Introduction
Transformational Leadership
• The Leadership Challenge - Creating a
Positive Future for Self and Others
• Leading Change
• Serving Stakeholders
• Leadership vs. Management
• True North Principles
Business Environment
How has the business environment changed
over the last three decades or so?
 White Water (the era of smooth sailing over long
periods of time is gone)
 Change, More Change, and Faster Change
 Global Competition
 More Public Scrutiny and Regulation
 Investors Expect Immediate Returns
 Consumer & Market Preferences
Business Environment
What do the most demanding customers want from
organizations?
Responsiveness
High Quality
Speed
Innovation
Lower costs
Ability to learn
What Do We Need From People
to make this happen?
• People who “volunteer” their best thinking,
their hearts/commitment, & the willingness to
give their best efforts. ENGAGEMENT!
• People who embrace new technologies,
strategies, organizational designs, & work
processes. CONTINUOUS LEARNING!
• People who choose to CHANGE, even
though it is personally painful.
Stakeholders
Who or what are they?
Why do leaders pay attention to stakeholders?
Stakeholder Perspective
What can you learn from a
stakeholder?
Stakeholder Perspective
Who is a stakeholder?
What do they want?
Why do they want that?
Stakeholders-examples
• Owners
• Suppliers/Distributors
• Investors
• Regulators
• Customers
• Community
• Employees
• Media
Management vs. Leadership
•Think about your definition of leadership – does this
distinction matter?
Management vs. Leadership
• Is there a difference between management and
leadership? If so, what is it?
• What is the value of Management?
• What is the value of Leadership?
• What is the Management PROCESS?
• What is the Leadership PROCESS?
Management vs. Leadership
Management
Leadership
Creating An
Agenda
Developing
Networks
Planning &
Budgeting
Organizing &
Staffing
Establishing Vision
& Strategy
Creating Alignment
Execution
Controlling &
Problem
Solving
Producing
Results
Motivating &
Inspiring
Outcomes
Leading Change
The True North Principle
What Does “Acting With Integrity”
Mean to You?
• When
you act with integrity, what principles
guide your actions?
• Is it easy to determine when others are
acting with integrity / lack of integrity
when they deal with you?
• It is not always so clear when you are acting
with integrity / lack of integrity! Why?
Aristotle: On Character
If you could live these four values, you will
have lived a good life:
Brakes on Action: Prudence & Temperance
Accelerators on Action: Courage & Justice
Aristotle: On Character
• Courage – taking a stand
• Faith – belief & trust
• Justice – fairness & equal treatment
• Prudence – balance & anticipation
• Temperance – discipline & self-control
• Love – compassion & mercy
• Hope – creating a positive future
NGLP Values
•Development
•Integrity
•Stewardship
•Innovation
•Teamwork
•Achievement
Kohlberg: Character Development
Our ability to reason morally develops as we
mature.
• Three levels of character development reveal how
we develop our critical thinking to resolve ethical
dilemmas through maturation and education:
– Pre-conventional: Most children, many adolescents, and
some adults see the world as black or white, right or wrong;
authority figures know what is best.
– Conventional: Many adolescents and some adults look to
cultural norms for moral guidance.
– Post-conventional: Character (moral reasoning) is based
on a personal, principle-centered code of right & wrong.
Religious Character
• Every major religion is based on a set
of universal moral principles that
govern human behavior.
• Examples: The Golden Rule, The Ten
Commandments, etc.
• People have relied on these principles
for thousands of years.
A story from Herodotus
Darius, ancient king of Persia,
discovers the funeral practices of
Callatians and the Greeks.
What does this story tell you about
each society?
Awareness
Be sensitive to the “triggers” that will
help you to know that you are facing
an ethical/integrity issue.
Avoiding Ethical Pitfalls
• Embrace a True North Life Center.
• Awareness: Recognize Integrity Gaps.
• Develop Skills to Respond to Pressures.
Embrace a “True North” Life
Center
Embrace and practice those
timeless principles/Values/Virutes
that you know to be right in
dealing with yourself and with
others
Organizational Impact of Failed
Integrity
• Low regard for formal leaders - mistrust, disbelief
and cynicism
• People don’t believe that they can contribute
enough to make a real difference … so they
don’t even try!
• People avoid taking risks and just play it safe
• Harder to create a real team
• Lowered business unit results
• Seed bed for resistance to change. Change is
always bad
Paradigms
•A Road Map
•A Guide
•A way of seeing
•How we attribute cause & effect
•A mental map
The way we “see” the problem IS the
problem!
The NGLP Leadership
Model
• Knows & Leads Self
• Knows & Leads Others
• Knows & Leads the Organization
Covey’s 4 Levels of
Leadership & Principles
• Intrapersonal …….. Trustworthiness
• Interpersonal …….. Trust
• Managerial ………… Empowerment
• Organizational …… Alignment
The 7 Habits
Private Victories (Leading Self)
•
•
•
Be proactive
Begin with the end in mind
Put first things first
Public Victories (Leading Others)
•
•
•
•
Think win-win
Seek first to understand, then to be
understood
Synergize
Sharpen the saw
End
A Paradigm: The 7 Habits
Private Victories (Leading Self)
•
•
•
Be proactive
Begin with the end in mind
Put first things first
Public Victories (Leading Others)
•
•
•
•
Think win-win
Seek first to understand, then to be
understood
Synergize
Sharpen the saw