Download - Articles of hbr
Welcome By
Faiz SubhaniRoll # MBFF14M043 MBA 3.5 5th regular
In the guidance of:
Sir Kashif Ammar sb.
Review of 10 best articles
ofHarvard business reviews
(HBR)
WHAT MAKES A LEADERBY DANIEL GOLEMAN
• This concept emotional intelligence firstly brought by Daniel Goleman in 1995.
• Applied on businesses in 1998.• After research on 200 global large companies.• He found direct ties between emotional intelligence
and measurable business results.
BRIEF IDEA• IQ, technical skills,
analytical mind dose matter but most important characteristic of great leader is emotional intelligence.
• Distinguish between good and great leader
• Sine qua non of leadership
EVALUATION OF EQ.• EQ is increasingly more important at
high levels, where differences in technical skills are of negligible importance
ComponentsSelf awarenessSelf regulationMotivation EmpathySocial skill
SELF AWARENESSDefinition
An ability to understand your emotions derives and their effect on othersHallmarksSelf confident (speak accurately and openly)Realistic self assessment (comfortable talking about their
weakness and strength)Assess realistically, without biasnessThirst of constructive criticism
SELF REGULATIONDefinition
it is an ability to monitor and control our own behavior, emotions and mood and altering them according to situationHallmarksTruth worthiness and integrity (reduce political
infighting)Rife with ambiguity and changeOpenness to change
MOTIVATIONDefinition
An internal force that impacts the direction and intensity of a persons voluntary behavior (direction focused by goals)HallmarksStrong drive to achieve (pride in job ,love to learn)Optimism (even failure)Organizational commitment (like jobs)
EMPATHYDefinition
The ability to understand and share the feelings of others (thoughtful considering of employees)HallmarksBuild and retain talentCross cultural sensitivityService to client and customer
Social skillDefinition
Any skill facilitating interaction and communication with others (managing relations, building networks)HallmarksBuilding and leading teamsEffectiveness in changesPersuasiveness
CAN EMOTIONAL INTELLIGENCE BE LEARNED?
Scientific inquiry strongly suggests that there is a genetic component to emotional intelligence
Psychological and developmental research indicates that nurture plays a role as well.
Research and practice clearly demonstrate that emotional intelligence can be learned.
MethodsEmotional intelligence is born largely in the
neurotransmitters of the brain’s limbic system, Research indicates that the limbic system learns best through motivation, extended practice, and feedback.
Conventional training programs Help people break their old habits
What Makes an Effective ExecutiveBy Peter F. Drucker
Effectiveness is the degree to which something is successful in producing a desired result; success.• Effective leader do right things at
right way (relates to output)• No need to worry about stereotyped
qualities• Can be learned , must be learned
Effective leaders practices
All effective leaders follow these 8 practicesGetting knowledge you need
Ask what need to be done?That is not about “What do I need to do?” it is
about what has to be doneCrucial for managerial successHelps what needed further
Ask what is right for organization?Its all about what is best for enterprise and
stakeholder not for ownerFirst question will suggest multiple tasksEffective executive does not splinter, concentrate on
oneConverting knowledge into actions
Write an action planAction plan is statement of intentions rather than
commitment (should flexible)Should compatible with mission and policies
Take responsibility for decisionsEnsuring who is carrying out witch decision ( giving
responsibilities)Who must be informedWho is going to effect by itTake responsibility for communicatingMake sure plans and information needed are
understood ablePay equal attention to peers and superiorsGet input from all
Focusing opportunity rather problemsFocus more on opportunitiesProblem solving is necessary but we get result onl
byy exploiting opportunitiesTreat change as an opportunityMach best people with best opportunities
Organizational responsibility and accountabilityOrganizational accountabilityRun productive meetingArticulate meetings (announcements , delivery
report)Follow up short communicationsSpelling out new work assignmentsDeadlines for completing them
Think and say “We” not “I”your authority comes from your organization
trust in youTo get the best results always consider your organization need and opportunities before your own
What Leaders Really Do by John P. Kotter
• Leader and management are different but complementary for each other
• Leader prepare organization for change, help them cope as they struggle through it
They do not Makes plans They do not solve problemsThey do not even organize peopleThese are function of management.
Distinctions in management and leadership
Management Leadership
Involves organizing and staffing making decisions about business
involves planning and budgeting
Provides control and solves problems
Leadership is having a vision sharing that vision and inspiring others to support your vision while creating their own.
Involves direction setting.
Involve aligning employes21
Similarities
Both involve in deciding what needs to be
done.
Creating network of people to
achieve the goals.
Ensuring about the work done.
22
DeductiveSetting targetsEstablish plans to achieve
goalsAllocate resources
InductiveDevelop visionStrategies to changeOriginality
Planning and Budgeting Vs Direction Setting
Planning and Budgeting Direction Setting
Organizing and Staffing Vs Aligning People
Creating Organizational Structure
Setting of Jobs to Achieve Plan
Staffing the Jobs with Qualified People
Design Challenge
Communicating New Direction to People
People are those who Understand the Vision
CredibilityCommunication ChallengeMore empowerment
Organizing and Staffing Aligning People
Controlling and Problem Solving Vs Motivating
Monitoring Result vs Plan
Formally Network by mean of Reports and Meeting etc.
Low Motivation
Keep Moving People in Right Direction
Informally NetworkHigh Motivation
Controlling and Problem Solving
Motivating
For successful organizationBoth leadership and management is importantThese organization do not wait for leaders to come
along…They actively seek out people with Leadership
Potential
The Work of Leadership by Ronald A. Heifetz and Donald L. LaurieAdaptive work involves unfamiliar roles, responsibilities,
values and ways of workingLeader work not for the comfort of follower, real leader
mobile people to do adaptive work to cope challengesTraditional management strategies are useful for technical
problems, but where beliefs and values come into play technical fixes to excarnate the problem than leadership strategies are useful
Needs collective effort of employees
Ensuring adaptive work in employeesfollowing are some six principles too make employees
cope with adaptive challengesGet on the balcony
Its like same as we standing outside field of basketball ground and watching the condition of ground and weakness and strengths of each player and mechanism Emerging patternsHigh level prospective
Identify adaptive work challengesNext step is to identify the adaptive challenges to
the organizationSolutions to adaptive challenges reside not in
executive suite but in the collective intelligence of employees at all levels
Regulate distress Use stress to motivateInspire change without disabling peopleBalancing between to much and enough
Marinating discipline attentionrefers to keep your eye and your employee eyes
on goalLeader has to counteract distraction that prevents
people from adaptive issuesGive the work back to the people
it refers to the encourage risk taking in employeesGetting people assume greater responsibilityDevelop collective self confidence
Protect leadership voices from below.Don’t silence whistle-blowers, creative deviants,
and others exposing contradictions within your company. Their perspectives can provoke fresh thinking. Ask, “What is this guy really talking about? Have we missed something?”
Why Should Anyone Be Led by You? by Robert Goffee and Gareth Jones
Leadership is based on followers Because executive could not do anything without followers Main issue is to get followers Than a question arises why should any one led by you? In
mind of leaders You of course needs vision, energy, strategic direction but
needsShow you are humanRely on intuitionsBe differentManage employee with tough empathy
ExplanationReveal your weaknessNobody wants to work with a perfect leader ,he
doesn’t appear to need helpYou’ll build collaboration and solidarity between you
and your followers, and underscore your approachability.
Don’t expose a weakness that others see as fatal.Pick a flaw that others consider a strength, e.g.,
workaholism.
Become a sensorRely on your intuitions Detecting what’s going on without others’ spelling
it outPractice tough empathyReal leaders empathize fiercely with their followers care intensely about their people’s work.They’re also empathetically “tough.” This means
giving people not necessarily what they want , but what they need to achieve their best.
Dare to be differentCapitalizing on what’s unique about yourself lets you signal your separateness as a leader, and motivates others to perform better. Followers push themselves more if their leader is just a little aloof
Crucibles of Leadership by Warren G. Bennis and Robert J. ThomasExtraordinary leaders learn and become stronger
through experiencing negative eventsWhat enables one leader to inspire confidence, loyalty,
and hard work, while other with equal vision and intelligence stumble?
Such transformative events are called crucibles which make a leader more committed to his work
Crucibles are intense, often traumatic—and always unplanned.
ExplanationsCrucible experiences
Crucibles force leaders into deep self-reflection, where they examine their values, question their assumptions, and hone their judgment.
Shapes of crucibles
Some are violent, life-threatening events Others are more prosaic episodes of self-doubt. But whatever the crucible’s nature, the people we
spoke with were able, like Harman, to create a narrative around it, a story of how they were challenged, met the challenge, and became better leaders.
The Essentials of Leadership
Engage others in shared meaning. A distinctive, compelling voice Integrity Adaptive capacity.
Level 5 Leadership The Triumph of Humility and Fierce Resolve
by Jim Collins Level 5 leader
An individual who blends extreme personal humility with intense professional willGood-to-great organization transformations don’t happen without Level 5 leadership It also include getting the right people on the bus (and the wrong people off the bus) and creating a culture of discipline
ExplanationHUMILITY + WILL = LEVEL 5How do Level 5 leaders manifest humility? They
routinely credit others, external factors, and good luck for their companies’ success. But when results are poor, they blame themselves.
They also act quietly, calmly, and determinedly—relying on inspired standards, not inspiring charisma, to motivate.
Inspired standards demonstrate Level 5 leaders’ unwavering will
The Level 5 Hierarchy Level 1 (Highly Capable Individual)
Makes productive contributions through talent, knowledge, skills, and good work habits.Level 2 (Contributing Team Member) Contributes to the achievement of group objectives; works effectively with others in a group setting.Level 3 (Competent Manager)
Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
Level 4 (Effective Leader) Catalyses commitment to and vigorous pursuit
of a clear and compelling vision; stimulates the group to high performance standardsLevel 5 Executive
Builds enduring greatness through a paradoxical combination of personal humility plus professional will.Level 5 requires the capabilities of all the lower
levels, plus the special characteristics of Level 5.
Growing to level 5 leadershipGrow Level 5 seeds by practicing these goodto-great disciplines of Level 5 leadersFirst who
Attend to people first, strategy second. Get the right people on the bus and the wrong people off— then figure out where to drive it.Stockdale paradox
Deal with the brutal facts of your current reality—while maintaining absolute faith that you’ll prevail.
Buildup-breakthrough flywheel Keep pushing your organizational “flywheel.”
With consistent effort, momentum increases until—bang!—the wheel hits the breakthrough point.The hedgehog concept
Think of your company as three intersecting circles: what it can be best at, how its economics work best, and what ignites its people’s passions. Eliminate everything else.
Seven Transformations of Leadership by David Rooke and William R. Torbert
Leaders are made, not born.transformational leaders—those who spearhead
changes that elevate profitability, expand market share, and change the rules of the game in their industry
Recognize that great leaders are differentiated not by their personality or philosophy but by their action logic
Other types prove potent change agents. In particular, Strategists believe that every aspect
of their organization is open to discussion and Types of action logics
OpportunistFocus on personal win and controlling external
environmentGood in emergencies and in pursuing sales.Few people want to follow them for the long term.
DiplomatFocused on gaining control on their own behaviorIgnore conflictsConform to groupCan’t provide painful feedback or make the hard
decisions neededExpertFocus on continues improvementPerfecting knowledgeGood individual contributor.Lacks emotional intelligence
AchieverTeam orientation Open to feedbackConcerned with meeting goalsWell suited to managerial work.IndividualistOperates in unconventional waysIgnores rules he/she regards as irrelevantIrritates colleagues and bosses by ignoring key
organizational processes
StrategistFocus on organization constrains and perceptionGenerates transformations over the short and long
term.Deals with conflict comfortablyAlchemistGenerates social transformationsAbility to reinvent themselves and their org in historic
significant waysLeads society wide change
Changing your action logic typeExpert to AchieverFocus more on delivering results than on perfecting your
knowledgeBecome aware of differences between your assumptions and
those of othersParticipate in training programs on topics such as effective
delegation and leading high-performing teamsAchiever to IndividualistInstead of accepting goals as givens to be achieved Reflect on the worth of the goals themselves, with the aim of
improving future goals Use annual leadership development planning to thoughtfully set the highest-impact goals
Individualist to StrategistEngage in peer-to-peer development Establish mutual mentoring with members of your
professional network (board members, top managers, industry leaders) who can challenge your assumptions and practices, as well as those of your company and industry.
Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N.
McLean, and Diana Mayer
We all have the capacity to inspire and empower others.we must first be willing to devote ourselves to our
personal growth and development as leaders.You can learn from others’ experiences, but there is no
way you can be successful when you are trying to be like them.
You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them.
several CEOs, indicated that they had a tremendous desire to become authentic leaders and wanted to know how
Learning from Your Life Storyleadership begins with understanding the story of your lifeIt provides the context for your experiences, and through it,
you can find the inspiration to make an impact in the world.Attempting to make sense of them to find your place in the
world.
Knowing Your Authentic SelfIt refers to self-awareness.Often their drive enables them to be professionally
successful for a while, but they are unable to sustain that success.
As they age, they may find something is missing in their lives and realize they are holding back from being the person they want to be. Knowing their authentic selves requires the courage and honesty to open up and examine their experiences.
Practicing Your Values and PrinciplesValues that form the basis for authentic leadership are
derived from your beliefs and convictionsYou will not know what your true values are until they
are tested under pressure.Leadership principles are values translated into action.Balancing Your Extrinsic and Intrinsic MotivationsTo understand what drives them.many leaders are propelled to achieve by measuring
their success against the outside world’s parameters.
on the other hand, are derived from their sense of the meaning of their life
Building Your Support TeamLeaders cannot succeed on their own; even the
most outwardly confident executives need support and advice
Without strong relationships to provide perspective, it is very easy to lose your way.
Authentic leaders build extraordinary support teams to help them stay on course.
Integrating Your Life by Staying GroundedIntegrating their lives is one of the greatest
challenges leaders face. To lead a balanced life, you need to bring together all of its constituent elements—work, family, community, and friends—so that you can be the same person in each environment.
Differ home and professional lifeEmpowering People to Leadkey to a successful organization is having empowered leaders at all levels, including those who have no direct reports. They not only inspire those around them, they empower those individuals to step up and lead.
In Praise of the Incomplete Leader by Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge
No one is perfect leaderConcentrate on honing their strengths and find
others who can make up for their limitations.
Its myth of the complete leader: the flawless being at the top who’s got it all figured out
Accept that you’re human, with strengths and weaknesses.Understand the four leadership capabilities organizations need.Sense making—interpreting developments in the business
environment Relating—building trusting relationshipsVisioning—communicating a compelling image of the futureInventing—coming up with new ways of doing things
Sense makingConstantly understanding changes in the business
environmentinterpreting their ramifications for your industry and
companyRelatingBuilding trusting relationships balancing advocacy (explaining your viewpoints)
with inquiry (listening to understand others’ viewpoints)
cultivating networks of supportive confidants
VisioningCreating credible and compelling images of a
desired future that people in the organization want to create togetherInventingCreating new ways of approaching tasks or overcoming seemingly insurmountable problems to turn visions into reality