International Institute of Christian Discipleship CS 06 Organizational

International Institute of Christian Discipleship CS 06 Organizational Leadership and Team Development General Conference of Seventh-day Adventists ®

Sung Kwon North American Division Adventist Community Services www. communityservices. org

An Assessment of the Problem “If we know all too much about our leaders, we know far too little about leadership. ” —James Burns, 1978

Outline I. What is leadership? II. Myths & Realities Concerning Organizational Change III. Leadership Development IV. Leadership in Organizations V. Leadership Skills VI. Summary

What is Leadership? “Leadership is the reciprocal process of mobilizing, by persons with certain motives and values, various economic, political, and other resources, in a context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers. ” —James Burns, 2010

Different Perspectives “Managers are people who do things right and leaders are people who do the right things. ” —John Walker & Jack Miller, 2010

Different Perspectives (cont. ) “Successful leaders and managers must use power – to influence others, to monitor results, and to sanction performance. ” —G. Winter, 2003 “Leaders influence people to do things through the use of power and authority. ” —J. C. Rost, 1991

The Societal Model of Leadership can refer to a situation where social status and wealth have been enhanced. Leadership can refer to a situation where one has been inspired to work toward a great intangible good. Leadership can refer to a situation where something superior in quality has been experienced.

The Industrial Model of Leadership Who is different from the rest of us. Who sits atop a hierarchy. Who can control outcomes and help us win. Who gives us hope. Who employs some set of behaviors and influencing motifs to entice us to pursue that vision. Who will take some action toward the resolution of specific organizational or social problems.

Definitions of Leadership: 21 st Century “Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. ” —James Burns, 2010

A Definition of Leadership: Influence The relationship is based on influence: The influence relationship is multidirectional. The influence behaviors are non-coercive.

Multidirectional Relationship Anyone can be a leader and/or a follower. Followers persuade leaders and other followers, as do leaders. Leaders and followers may change places. There are many different relationships that can make up the overall relationship that is leadership: group, department, organization, societal, global, race, gender, ethnicity, family, club…

Non-coercive Relationship The relationship is not based on authority, power, or dictatorial actions but is based on persuasive behaviors, thus allowing anyone in the relationship to freely agree or disagree and ultimately to drop into or out of the relationship.

Myths and Realities Concerning Organizational Change Myth 1: People act first in the best interest of the organization. Reality: Most employees act in their own best interests, not in that of the organization.

Myths and Realities Concerning Organizational Change (cont. ) Myth 2: People want to understand the “what” and the “why” of organizational change. Reality: Most employees don’t care to know they simply want to know what’s in it for them.

Myths and Realities Concerning Organizational Change (cont. ) Myth 3: People engage in change because of the merits of change. Reality: Most employees engage in organizational change to avoid unnecessary difficulties or personal “pain” rather than to implement change based on its merits.

Myths and Realities Concerning Organizational Change (cont. ) Myth 4: People embrace change when they trust their leaders to do the right thing. Reality: Most employees view change with a great deal of skepticism and cynicism, even though they outwardly appear to be supportive.

Myths and Realities Concerning Organizational Change (cont. ) Myth 5: Organizations are rationally functioning systems. Reality: Most organizations operate irrationally.

Myths and Realities Concerning Organizational Change (cont. ) Myth 6: Organizations are wired to assimilate systemic change. Reality: Most organizations are designed to protect the status quo.

Myths and Realities Concerning Organizational Change (cont. ) Myth 7: Organizations operate from a value-driven orientation. Reality: Most organizations react to outside pressures such as the need for greater revenue, market share, or improved profitability rather than refer to their guiding principles and values when initiating change.

Myths and Realities Concerning Organizational Change (cont. ) Myth 8: Organizations can effect long-term systemic change with short-term leadership. Reality: Most organizations unfortunately implement long-term change with short-term leadership.

Leadership Development

Level of Leadership Highly Capable Individual

Level of Leadership (cont. ) Contributing Team Members Highly Capable Individual

Contributor – Task Oriented Positive Negative • Enjoy providing the team with good technical information and data • You do your homework • Push the team to set high performance standard • Use your resources wisely • Can be depended on to do what is asked of you • Push for unrealistic performance standards • Lose sight of the “big picture” • Lack patience with team climate & process issues • Become impatient with other team members who do not live up to your standards

Collaborator – Goal Oriented Positive • Help the team establish goals, objectives, & action plans • Pitch in to help out other members who need assistance • Are willing to work outside your defined role to help the team • Work hard to achieve team goals even if you don’t agree with them Negative • Do not give attention to the basic team tasks • Fail to periodically revisit or challenge the mission or goals • Do not focus on the individual needs of team members • Complain about lack of progress toward team goals • Do not give sufficient attention to the process by which goals are reached

Communicator – Process Oriented Positive Negative • Help the team relax & have fun by joking, laughing & discussing personal interests • Step in to resolve process problems • Listen attentively to all viewpoints • Recognize & praise other team members for their efforts • See team process & climate as an end in itself • Fail to challenge or contradict other team members • Do not recognize the importance of task accomplishment • Overuse humor & other process techniques

Challenger – Question Oriented Positive Negative • Are willing to disagree with the team leader • Candidly share your views about the work of the team • Challenge the team to take well-considered risks • Push the team to set high ethical standards for their work • Are willing to back off when your views are not accepted • Do not know when to back off • Push the team to unreasonable risks • Become rigid & inflexible • Paint yourself into a corner • Are too direct in communicating with other team members

Surveys are available to help you identify your team player style, as well as your perceptions with other team members: www. glennparker. com Parker Team Player Survey (PTPS) Parker Team Player Survey: Styles of Another Person (SOAP)

Increasing Your Effectiveness As a Team Player Affirm your strengths. Look for teams and organizations in which your strengths are appreciated. Extend your capacity by incorporating more of strengths of other styles. Develop your ability to analyze your team. Be aware of your tendency to become an ineffective team player to use your strengths to excess.

Increasing Your Team’s Effectiveness Discuss in groups: How your team’s strengths have helped in decision making, problem solving, planning, and other areas. How the team’s weaknesses may have reduced its effectiveness. A recent decision, problem, success, or failure in light of the survey scores* *If a team player survey is available

Level of Leadership (cont. ) Competent Manager Contributing Team Members Highly Capable Individual

Level of Leadership (cont. ) Effective Leader Competent Manager Contributing Team Members Highly Capable Individual

Level of Leadership (cont. ) J. C. Effective Leader Competent Manager Contributing Team Members Highly Capable Individual

Layers of Leadership Management Team Individual

Kolb’s Learning Styles Concrete Experience Active Experimentation Continuum Abstract Conceptualizatio n Reflective Observation

A Definition of Leadership: Relationship Leaders and followers are the people in this relationship. The followers are active. There must be more than one follower, and there is typically more than one leader in the relationship. The relationship is inherently unequal because the influence patterns are unequal.

A Definition of Leadership: Change Makers Leaders and followers intend real changes Intend means that the leaders and followers purposefully desire certain changes. Real means that the changes the leaders and followers intend must be substantive and transforming. Leaders and followers do not have to produce changes in order for leadership to occur. They intend changes in the present; the changes take place in the future if they take place at all. Leaders and followers intend several changes at once.

A Definition of Leadership: Mission Leaders and followers develop mutual purposes. The mutuality of these purposes is forged in the noncoercive influence relationship. Leaders and followers develop purposes, not goals. The intended changes reflect, not realize, their purposes. The mutual purposes become common purposes.

Leadership in Organizations

Leaders Influence The interpretation of external events by members. The choice of objectives and strategies to pursue. The motivation of members to achieve the objectives. The mutual trust and cooperation of members.

Leaders Influence (Cont. ) The organization of work activities. The development of member skills and confidence. The learning and sharing of new knowledge by members. The enlistment of support and cooperation from outsiders.

Characteristics of the Leader and Followers Leader Traits: motives, personality Confidence and optimism Skills and expertise Behavior Integrity and ethics Influence tactics Attributions about followers Follower Traits: needs, values, self-concepts Confidence and optimism Skills and expertise Attributions about the leader Trust in the leader Task commitment and effort Satisfaction with leader and job

Functions of Management vs. Leadership Management Planning/Budgeting Establish agendas Set time tables Allocate resources Organizing/Staffing Provide Structure Make job placements Establish rules and procedures Controlling/Problem Solving Develop incentives Generate creative solutions Take corrective action Leadership Establishing Direction Create a vision Clarify big picture Set strategies Aligning People Communicate goals Seek commitment Build teams and coalitions Motivating and Inspiring Inspire and energize Empower subordinates Satisfy unmet needs

Major Research Approaches Trait Approach Behavior Approach Power-Influence Approach Situational Approach Integrative Approach

Level of Conceptualization for Leadership Intra-individual process Dyadic process Group process Organizational process

Four Primary Processes in Leadership Decision Making Exchanging Information Influencing Building Relationships

Perspectives on Effective Leadership Behavior Task Oriented Relations Oriented Change Oriented

Three-factor Model

Three-dimensional Model T R C

Process of Mentoring Discovering Purpose Being Visioning Implementing Purposeful Self. Awareness Satisfying Needs Freeing Up Sustaining Realizing Purpose

Nature of Participative Leadership Facilitative Collaborative Directive

Power Types Reward Coercive Legitimate Expert Referent

Guidelines for Using Reward Power Offer the type of rewards that people desire. Offer rewards that are fair and ethical. Don’t promise more than you can deliver. Explain the criteria for giving rewards and keep it simple. Provide rewards as promised if requirements are met. Use rewards symbolically (not in a manipulative way).

Guidelines for Using Coercive Power Explain rules and requirements and ensure that people understand the serious consequences of violations. Respond to infractions promptly and consistently without showing any favoritism to particular individuals. Investigate to get the facts before using reprimands or punishment, and avoid jumping to conclusions or making hasty accusations.

Guidelines for Using Legitimate Authority Make polite, clear requests. Explain the reasons for a request. Don’t exceed your scope of authority. Verify authority if necessary. Follow proper channels. Follow up to verify compliance. Insist on compliance if appropriate.

Guidelines for Using Expert Power Explain the reasons for a request or proposal and why it is important. Provide evidence that a proposal will be successful. Don’t make rash, careless, or inconsistent statements. Don’t exaggerate or misrepresent the facts. Listen seriously to the person’s concerns and suggestions. Act confidently and decisively in a crisis.

Guidelines for Using Referent Power Show acceptance and positive regard. Act supportive and helpful. Use sincere forms of ingratiation. Defend and back up people when appropriate. Do unsolicited favors. Make self-sacrifices to show concern. Keep promises.

Leadership Skills

Three-Category Taxonomy of Leadership Skills Technical Skills Interpersonal Skills Conceptual Skills

Technical Skills Knowledge about methods, processes, procedures, and techniques for conducting a specialized activity, and the ability to use tools and equipment relevant to that activity.

Interpersonal Skills Knowledge about human behavior and interpersonal processes; ability to understand the feelings, attitudes, and motives of others from what they say and do; ability to communicate clearly and effectively; and ability to establish effective and cooperative relationships.

Conceptual Skills General analytical ability; logical thinking; proficiency in concept formation and conceptualization of complex and ambiguous relationships; creativity in idea generation and problem solving; and ability to analyze events and perceive trends, anticipate changes, and recognize opportunities and potential problems.

Summary

Personality Characteristics, Behaviors, and Effects on Followers of Charismatic Leadership Personality Characteristics Behaviors Dominant Desire to influence Confident Strong values Sets strong role model Shows competence Articulates goals Communicates high expectations Expresses confidence Arouses motives Effects on Followers Trust in leader’s ideology Belief similarity between leader and follower Unquestioning acceptance Affection toward leader Obedience Identification with leader Emotional involvement Heightened goals Increased confidence

Leadership Factors Transformational Transactional Leadership Idealized Influence Charisma Inspirational Motivation Intellectual Stimulation Individualized Consideration Contingent Reward Constructive Transactions Management-by. Exception, Active and Passive Corrective Transactions Laissez-Faire Leadership Laissez-faire No transactional

Leadership Skills Necessary at Various Levels of an Organization SKILLS NEEDED TOP Level TECHNICAL HUMAN CONCEPTUAL MIDDLE Level SUPERVISORY Level

Three Components of the Skill Model INDIVIDUAL ATTRIBUTES COMPETENCIES LEADERSHIP OUTCOMES General Cognitive Crystallized Cognitive Motivation Personality Problem-Solving Social Judgment Knowledge Effective Problem Solving & Performance

The Leadership Grid High 10 Concern for People 5 1 Team Management Country Club Management Middle-of-the-Road Management Authority-Compliance Management Impoverished Management Low 5 5 High Concern for Results 10

The Four Situational Leadership Styles High SUPPORTING COACHING DELEGATING DIRECTING Supportive Behavior Low Directive Behavior High

21 st Century Major Leadership Skills: Intelligence Self-Confidence Determination Integrity Sociability

Sung Kwon Adventist Community Services www. communityservices. org Sung. Kwon@nad. adventist. org