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Leadership
& Team Management MGMT
623
VU
Lecture
44
LOOKING
AT THE FUTURE: WHAT COMES
NEXT
Leadership
in the Future: The
goal of this Lecture is to
integrate some of the main
ideas presented
throughout
these lectures, and to project current
trends and issues into the
future. Our main focus was
to
understand
leadership, team dynamics and integrating
these concepts into leadership and
team
management.
We
are working in dynamic
environment and many forces
micro and macro affects this
whole process.
People
work in organizations, team, and groups
to achieve certain goals. To achieve goal and
increase
efficiency
and effectiveness all need to
work together but leaders
play important role.
Successful
Leaders
o
Challenge
the process
o
Inspire
a shared vision
o
Enable
others to act
o
Model
the way
o
Encourage the
followers
o
Change
agent
o
Take
followers to the destination
Qualities
of Leaders:
Self-Confidence
Vision
o
o
Persistence
Ability
o
o
Vitality
Enthusiasm
o
o
Charisma
Stability
o
o
Integrity
Concern
for Others
o
o
Becoming
a Leader:
Think
like a leader
Share
your vision
o
o
Develop
your judgment
Adapt
your style
o
o
Build
leadership traits
Pick
the right followers
o
o
Build
your power base
Organize
tasks properly
o
o
Three
Competency of a Leader:
o
Leading
the organization
o
Leading
others
o
Leading
oneself
For
the success of organization/team whole
responsibility is not only on
leaders but it also depend
on
team
itself.
Attributes
of High-Performance Teams
o
Future
focused
o
Focused
on task
o
Creative
talents
o
Rapid
response
Why
Rely on Teams
Compared
with individuals working
alone, teams tend to
o
Make
better decisions
o
Make
better products and services due to more
knowledge and expertise
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Leadership
& Team Management MGMT
623
VU
How
Do We Measure Team
Effectiveness?
o
Productivity
o
Cohesion
o
Learning/
growth & development
o
Integration
with the rest of the
organization.
Benefits
of Teams
Synergy
The
creation of a whole greater than or
equal to the sum of its
parts
o
Why
Teams Are Good for
Organizations
o
More
resources for problem
solving
o
Improved
creativity and innovation
o
Improved
quality of decision
making
o
Greater commitments
to tasks
o
Increased
motivation of members
o
Better
control and work
discipline
o
More
individual need
satisfaction
The
Three Big Strategic
Questions:
o
Where
are we now?
o
Where
do we want to go?
o
How do
we get there?
Based
on these question one can
develop strategies. Today's
leaders are also strategic
leaders. In the
changing
environment, it is becoming even more
important to act fast and adjust the
strategies in
response
to change forces.
Forces
for Change:
External:
o
new
technologies
o
political,
economic, financial conditions, world
market
o
customer
demands, changes in
competition
Internal
o
re-engineering,
costs
o
revision
of plan/objectives, communications
o
employee
turnover, changes in work
practices
Six
Tips to Help You Enhance Your
Creativity:
o
Open
Your Mind - Have one
new experience every day; no matter
how small. New
experiences
stimulate the brain and help
you make new and original
connections; critical for
boosting
breakthroughs.
o
Diversify
- Involve
others in your problem-solving
efforts who bring a
different perspective or
cultural
experience than yours.
o
Mental
Floss Relax; Stress,
exhaustion, boredom and even pain
can block our pathways
to
creativity.
o
Stop
Looking For the Right
Answer - Look
for many right
answers.
o
Discover
Your Creative Rhythm - Start paying
attention to when you get
your best ideas.
o
Health
Makes Wealth - Regular
exercise not only benefits
your body, it boosts
brain
performance
as well.
(Innovative
Thinking: Six Simple Secrets
by
Padi Selwyn, M.A).
Remember!
Change
is not an event. It is a
process.
"Those
Who Wish To Sing, Always
Find A Song."
Swedish Proverb
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Leadership
& Team Management MGMT
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VU
If
you don't like something,
change it. If you can't
change it, change the way
you think about
it.
Unknown creative
Ethical
behavior is the display of moral
attributes
o
Judgment
o
Behavior
o
Self-discipline
o
Character
However,
what "ethical behavior"
really boils down to in its
simplest form is: Knowing the
difference
between
right
and
wrong
and
behaving
accordingly
Ethical
Leadership
Leadership
is a process whereby an individual
inspires a group to achieve a common goal by the
power
of
their integrity and
wisdom.
What
Do We Know?
o
On the
average, leaders are more energetic,
motivated, intelligent, and
self-confident
o
Traits
are important, but no single
trait defines leadership
o
Power
is key to leadership; its
use and function in
organizations is changing
o
A
contingency view is key to
understanding and predicting leadership
effectiveness
o
Teams
are changing leaders'
roles
o
An
emotional bond between leaders and
followers is one of the key factors to
changing
organizations
o
Leaders
must clarify their
vision
o
Upper
level, strategic leadership has distinct
characteristics
o
Culture
must be an integral part of
any understanding of leadership
o
Faith/trust
of followers on leaders and
vice versa is the key to
success
o
Effective
and efficient communication is another
important area
o
Continue
learning, responding change and
creativity must be the important
point in leadership
and
team management
o
Efficient
use of technology
o
Responsive
to all stake holders and ethical
norms
o
Linking
performance to rewards
What
We Might Not
Know?
o
Role
of traits
o
Understanding
the impact of the organizational
context
o
Full
impact of culture at various
levels
o
Human
behavior of diverse team
members
Current
Organizational Trends
o
Budget
Cuts
o
Restructuring,
downsizing, right-sizing
o
Flattened
structures
o
Doing
more with less
o
Constant
change
o
Increasing
diversity among staff and
customers
o
Increased
teamwork and strategic
alliances
o
Political
influences
o
New
leadership
o
Others?
Keeping
in view these and other new
trends are shaping up structure of new
organization and tools and
techniques
of leading those organizations
also will take up new
shapes. But the basic
concepts of
leadership
and team dynamics will continue
and will need to integrate
these with the
changing
environment
of future.
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Leadership
& Team Management MGMT
623
VU
Changes
in Organizations
o
Structural
changes
o
Changing
demographics
o
Globalization
o
New
work ethic
o
Learning
and knowledge
o
Technology
o
Need
for flexibility
o
Fast-paced
change
Consequences
for Leadership
o
New
roles for leaders; emphasis on
followers
o
Understanding
differences and culture
o
Understanding
global issues
o
Accommodating
different working
styles
o
Continuous
training and leading knowledge
workers
o
Learning
to manage change
o
Remaining
flexible
o
Create
a fit between individual needs and
organizational goals
o
Human
Relation
What
Should Leaders Do?
o
Self-awareness
o
Global
perspective
o
Understand
organizations
o
Flexible
and open
o
Continuous
learning
o
Strive
for balance
o
Human
Skills
Future
of Leadership
Three
Pillars of Leadership
o
o
Having
a Vision
o
Managing
Implementation
o
Building
Relationship with
followers
Looking
to the Future
o
Leaders
with a global perspective
o
Leaders
with an integrated view of
organizations
o
Leaders
must remain flexible and open to
change
o
Leaders
who are committed to
continuous learning
o
Leaders
who achieve a personal balance
o
Delegate and
Nurture
o
Empower
followers through democracy and
consensus, remembering consensus leads to
synergy
o
Relate
to all people in the organization. Be
demanding but connect with
subordinates to build
loyalty
o
Encourage
Ownership
o
Pursue
learning for all members of
the team
o
Build
Teamwork
o
Have
Fun
Leadership
Essentials
Listen,
Learn, Help, Lead"
It
is not going to be easy ride
but with determination,
learning, with vision and
team work they can
have
impact
and achieve effectiveness and
efficiency.
209
Table of Contents:
- INTRODUCTION, ORGANIZATION THE STAGE FOR LEADERSHIP:Challenges, Value creation
- FOCUSING ON PEOPLE: THE KEY TO SUCCESS:People in the Process, Developing and Sustaining A World-class Workforce
- LEADERSHIP:Characteristics of Successful Leader, Why Study Leadership?
- LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail?
- MANAGERS VS LEADERS:Characteristics, Effective Leadership, Respect for Diversity
- FOLLOWER-SHIP:Importance of Followers, Follower-ship Style
- LEADERSHIP PROCESS:Strategies for Cultivating Exemplary Followers, Important Traits of Leaders
- LEADERSHIP PROCESS (CONTD.):Qualities of Leaders, Self-Confidence, Integrity
- LEADERSHIP THEORIES/ APPROACHES:Personal Characteristics of Leaders, Managerial Grid
- CONTINGENCY THEORIES OF LEADERSHIP:The Fiedler Model, Situational Leadership Theory, Path-Goal Theory
- TRANSACTIONAL, CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP:Visionary Leadership
- THE LEADER AS AN INDIVIDUAL:Personality, Situation, Heredity, Environment
- ATTITUDE-PERSONALITY:Job Satisfaction, Work Situation, Self - Monitoring
- BIG FIVE MODEL, MYERS BRIGGS TYPE INDICATOR (MBTI):Sub-Categories Defined, Information Gathering
- SITUATIONAL FACTORS:Social and psychological climate, Culture of the organization
- BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?:Mission Statement, Leading oneself
- BECOMING A LEADER:Elements of Leadership, CONCEPT OF POWER,
- UNDERSTANDING POWER:Sources of Power, Responses to the Use of Power, Managing Political Behavior
- LEADERSHIP POWER & INFLUENCE:Positional Power, Being an Effective Leader
- LEADERSHIP AND EMPOWERMENT:Power sharing and Empowerment, Share Information
- MOTIVATION:Guidelines for Delegating, Human Resource Approach
- MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP:What Factors Diminish Motivation in the Workplace
- LEADERSHIP COMMUNICATION:Communication & the Four Management Functions
- REVIEW-1:Organizational Performance, That is the Role of Management?, Leaders Vs Managers
- GROUP & TEAM CONCEPT:Groups versus Teams, Deciding When to Use a Team
- TEAM DYNAMICS:Stages of Group Development, Problem-Solving Teams, Benefits of Teams
- BUILDING THE TEAM:Leadership success requires, Strategies for Team Building
- A TEAM-BASED ORGANIZATION:Basic Steps, Span of Control, Categories of Decisions
- DECISION MAKING:Categories of Decisions, The Decision-Making Process
- TEAM DECISION MAKING:Team Problem Solving Techniques, Concept of QC
- EFFECTIVE TEAM COMMUNICATION:Team/Group Communications
- CONFLICT IN TEAM:Sources of Conflict, Scarcity of Resources, Dysfunctional Outcomes
- TRAINING/LEARNING OF TEAM:Training Methods, Phases of Learning Cycles
- LEARNING ORGANIZATION:A Litmus Test, Work Relations
- REWARDING & RECOGNIZING TEAMWORK:Compensating Teams, Individual or Team Rewards?
- MANAGING/LEADING VIRTUAL TEAMS:Communications in Virtual Organizations, Virtual Leadership
- EFFECTIVE TEAM MEETINGS:Better Meetings, Meeting Roles, Meeting Room Facilities
- LEADING TEAM:Team Leadership Structures, Leadership Demands and Duties, Leadership Direction
- REVIEW-II:Types of Teams, Characteristics of High Performance Teams, Sources of Conflict
- STRATEGIC LEADERSHIP:Strategic Management, Determining Strategic Direction, Developing Human Capital:
- LEADING CHANGE:Dynamics of Change, Change Models, Unfreeze
- CREATIVE LEADERSHIP:Awaken Your Senses, How Might These Definitions Be Integrated
- ETHICS IN LEADERSHIP:Character Traits Reflect Ethics, Manifests Honesty
- LOOKING AT THE FUTURE: WHAT COMES NEXT:Benefits of Teams, Ethical Leadership,
- TEAMWORK: LEARNING FROM NATURE:Social Behavior, Termites, Learning from Nature