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| Cultural differences can... |
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| Influence business negociations in significant and unexpected ways |
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-Learned beliefs, values, roles, symbols, and traditions
-Shared qualities
-Way of life, customs of a group |
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-Tendency for individuals to place own group @ center of others and world
-The thought that one culture is better or more natural than others |
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A society tolerance for uncertainty and ambiguity
(Dimension of Culture) |
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How much a culture does or does not value hierarchical relationships and respect for authority
(Dimension of Culture) |
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| Institutional Collectivism |
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Cultures that identify with broader societal interest vs. individual goals and accomplishments
(Dimension of Culture) |
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The extent to which people are devoted to their organizations or familes
(Dimension of Culture) |
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How much societies de-emphasize members' biological sex in determining the roles that members play in their homes, organ, and communities
(Dimension of Culture) |
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How a culture encourages people to be forceful, aggressive and tough as compared to timid, submissive and tender in social relationships
(Dimension of Culture) |
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Encourages people to prepare for the future as opposed to enjoying the present and being spontaneous
(Dimension of Culture) |
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Encourages and rewards for innovation excellence and preformance improvement
(Dimension of Culture) |
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Rewards for being fair, altruistic friendly etc to others
(Dimension of Culture) |
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| Charismatic/Value-Based Leadership |
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Ability to inspire, motivate and expect high preformance outcomes from others on the basis of firmly held core values
(Leadership Behavior and Culture Clusters) |
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Effective team building and implenetation of a common purpose or goal among members
(Leadership Behavior and Culture Clusters) |
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Reflects the degree to which managers involve others in making decisions
(Leadership Behavior and Culture Clusters) |
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Independent and individualistic behavior
(Leadership Behavior and Culture Clusters) |
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| Self Protective Leadership |
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Focuses on ensuring the safety and secrurity of the individual or group member
(Leadership Behavior and Culture Clusters) |
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| Know Desirable Leadership Traits |
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| Know Undesirable Leadership Traits |
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| Who raised the question "are leaders born or raised? |
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| Leadership could be developed |
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| "Men are desitined from the moment of birth to rule or be ruled" |
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| "Some are born great, some achieve greatness, and some have greatness thrust upon them" |
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Do you believe any man or woman can be turned into a leader?
The common view is that: |
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-There are genetic effects
-The process of developing leadership starts early in life
-Leadership can be developed
"Developing Leadership is a combination of the accidential, the incidential and the planned"
The question is not weather but how and how much |
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Do you believe any man or woman can be turned into a leader?
The common view is that: |
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Definition
-There are genetic effects
-The process of developing leadership starts early in life
-Leadership can be developed
"Developing Leadership is a combination of the accidential, the incidential and the planned"
The question is not weather but how and how much |
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| "Leadership cannot be taught as a list of skills" |
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| "Nor can it be bolted on to management developement as leadership is totally different to management and requires different thinking" |
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"Leaderhip potential is already in the individual and therefore requires recognition developement, growth and practice"
It takes more than a 2 weeks training course |
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| "How few men there are who have courage enough to own their own faults, or resolution enough to mend them" |
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| Externial Barriers to Leadership: |
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-Organizational Culture
Lack of availability for developmental activities
-Lack of time to under stake politics and developement activities |
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| Internal Barries to Leadership |
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-Cogitive
-Adverse consequences of stress-cognitive managerial and physical
-Low self esteem leads to depression and lack of motivation
-Lack of self confidence leads to lack of confidence in others; particually affects communication skills and ability to motivate children
-Fear of Failure or other embarressment |
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| Leadership programs are effective when: |
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-Focused on specific leadership behaviors
-Based on feedback, practice and application
-Those involved have a desire to learn
-Cost as much $100,000 to $500,000 to develope and $50,000 to $150,000 per session to deliver |
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| Techniques favored by CEOs |
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-Coaching by the CEOs
-Learning from peers
-Experience
-Skills Training |
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| Key Triggers of Leadership Developement |
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Most to Least Important
-Significant Leadership Challenge at an early age
-Positive role models
-Being "thrown in at the deep end"
-Mentoring, coaching and consultant relationships
-Experiential leadership developement courses
-Negative role models-learn from them
-MBA and proffessional qualifications
-International and Multicutural exposure
-Voluntary and Community work
-Team Sports |
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| A mix of learning methods appears to also be crucial to leadership developement... |
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-Learning from doing
-Learning from books or courses
-Learning from people |
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| Learning Approaches include: |
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-Case Study
-Skill practice through role play
-Leadership stimulations
-Leadership projects |
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| Best Practices for Leadership: |
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-Leadership developement must be driven from the top
-Most be core to organizations strategy or it will not happen
-The leadership model must be cuturally attuned to the organization, reflecting the cultural |
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| Business Ethics has been researched since the... |
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| 1970s, and has grew a lot in the last 15 years, Kellogs Company |
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| Developement of Ethical Theory... |
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Plato (427-347 BC) and Aristotle (384-322 BC)
- Meaning "customs", "conduct" or "character" |
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-Values
-The virtuousness of individuals and a system is to guide us in good moral decision making
-In any decision making situation, ethics are either implicitly or explicity involved |
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| Domains of Ethical Leadership/Theories |
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Conduct of Leader:
-Consequences of Actions (teleogical theories)
-Ethical Egoism (me, me and profit)
-Utilitarianism (greatest good)
-Altruism
-Duty or Rules Governing Actions
-The action itself must be good
Character of Leaders:
Virtue based Theories |
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| Virtues of an Ethical Leader: |
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| This perspective has recently gained in popularity and advocates putting more attention into what to "be" and less on what to "do" |
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| Courage, temperance, generosity, self control, honesty, socialbility, modesty, fairness, and justice |
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| Perseverance, public- spiritedness, integrity, truthfulness, fideltity, benevolence and humility |
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| Centrality of Ethics to Leadership: |
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-Leadership is a process in which the leader influences others to reach a common goal
-Influence means changing others
-To influence/change others carries an enormous ethical burden relative to the individual, team bonding, and citizenship behaviors
-Leadership decesions should be beneficial and not harmful to followers
-Leaders are the steward of the vision |
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-Treat subordinates equally
-Make exceptions clear and resonable |
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| Ethical Leaders and Honesty: |
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-Lack of honesty creates distrust
-Lack of honesty diminishes respect
-Honest leaders deal with the challenge of being open and candid while monitoring what is appropriate to disclose in a particular situation
-Organizations should reward honest behavior |
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| Ethical Leaders and Community |
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-This goes back to defining leadership as the process of influencing others to reach a common goal
-Influencing/changing the organization carries an enormous ethical burden relative to the organization |
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| Societal collective understanding |
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| Important Leadership and Ethical Scholars: |
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-Ronald Heifetz
-J.M Burns
-Robert Greenleaf
-in "leadership today" |
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-A psychiatrist who analyzed many world leaders
-Key concept-leadership involves the use of authority to help workers deal with conflicting values
-Emphasises creating a supportive environment in which hard problems can be confronted
-Leaders assit followers in struggling with change and growth (personal) |
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-Developed theory of tranformational leadership
-Key concept-attending to personal motivation and raising the level of morality of both the leader and follower
-Influened by Maslow and Kohlberg this perspective emphasisizes liberty, justice and equality
-Makes ethics center of leadership process |
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-Developed a paradoxical approach called servant leadership
-Key concept-nuturing followers to become more knowledgeable, more free, more autonomous, and more like servants themselves
-Focuses on listening, empathy and unconditional acceptance
-Includes being concerned with others/equal in organization |
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-Others are an end in themselves and never a means to an end
-Leaders must nurture followers to become aware of their own needs, values and purposes
-Respect leads to feelings of competence |
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Example of alturism
-Alturism in the workplace includes mentoring empowerment behaviors, team bonding, and citizenship behaviors
-Leadership decesions should be beneficial and not harmful to followers
-Leaders are the steward of the vision |
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Personal boundaries can become weak or even nonexistent. The proverbial "doormat" has collapsed boundaries:
Examples:
- Say yes to all requests because you fear rejection and abadonment
- Tolerate abuse or disrepectful treatment
- Avoid conflict
- Take on feelings of others
- Not see flaws or weaknesses in others
- Have no sense of who you are or what you feel, need, want, and think
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Personal boardaries are evident and effective when you know who you are, and treat yourself and others with respect.
Examples:
- Feel free to say yes or no without guilt, anger, or fear
- Refuse to tolerate abuse or disrepect
- Respect yourself
- Share responsibilty with others, and expect reciprocity in relationships
- Feel freedom, security, peace, joy and confidence
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