The Art and Science of LeadershipThe Art and Science of Leadership
NHWHELMarch 2, 2007Dr. Mary Ellen Fleeger, USNH
The Science of Leadership…The Science of Leadership…
Science: Skill reflecting a precise application of facts or principles; implies technical knowledge and proficiency
Tasks of LeadersTasks of Leaders
Visioning goals Affirming values Motivating Managing Achieving work unity
Developing trust Explaining Serving as symbol Representing the group Renewing
Tasks of ManagersTasks of Managers
Identify processes to conduct work
Verify standards and expectations
Validate knowledge and skills
Plan division of work
Eliminate obstacles to work
Ensure equity of work Offer rewards to staff Strive for unit
improvement
The Difference...The Difference...
Leaders guide workplace transformation, addressing change:
Set direction, develop a vision, and communicate new directions
Managers sustain system (unit) functions, addressing complexity:
Meet goals by organizing, staffing, controlling, and problem solving
Symptoms of Stagnant LeaderSymptoms of Stagnant Leader
Out of touch with broad trends, unwilling to keep up with new ideas
Unwilling to experiment Doesn’t look beyond own
resources Demands conformity Boring, not innovative
Allows little self-development in staff
Allows inbreeding Obsessed with own profit
and unwilling to invest in staff’s
Attracts passive/ dependent people
Often humorless
G. Odiorne, How Managers Make Things Happen
Leading Workplace Change…Leading Workplace Change…
“Everything that can be invented, has been invented.”
C. Duell, 1899U.S. Patent Office
“Who the hell wants tohear actors talk?”
H.W. Warner, 1927Warner Bros. Pictures
“Sensible and responsiblewomen do not want to vote.”
Grover Cleveland, 1905U.S. President
“Heavier-than-air flying machines are impossible.”
Lord Kelvin, 1895Royal Flying Society
In the Wake of Change...In the Wake of Change...
Change Is…Change Is…
A process where something old stops, or something new starts.
Guaranteed to happen.
A process you can manage as a leader.
Circular and has stages: Comfort, denial, confusion, and new comfort with the change.
Janssen Model
Common Reasons for Resisting ChangeCommon Reasons for Resisting Change
Loss of control
Too much uncertainty
Too many surprises
Seems like too big a difference
More work
Past resentments
Fear of loss
Too many unknowns or unintended effects
Change Can Bring ConflictChange Can Bring Conflict
Conflict occurs when two or more people see the same situation differently
Conflicts increase in times of change
Conflict is a normal group process
Conflict is neither good nor bad—it is a fact of life
Managing conflict can increase creativity, satisfaction, and performance
Leaders Manage ConflictLeaders Manage Conflict
ConflictsConflicts
Power struggles
Role conflicts
Difference in interpersonal styles
They can be factual, stem from values, or arise from desire for different strategies
Conflicts Arise When…Conflicts Arise When…
Certain goals are mutually exclusive, e.g., system vs. unit
Units are competing for the same resources
An individual’s goals frustrate someone else
Someone disagrees with another person’s expectations for conduct
Two people approach a problem with different points of view
““I’ve seen a lot of trouble in my time I’ve seen a lot of trouble in my time and most of it never happened.” and most of it never happened.”
Mark Twain
What Change Is Currently Going On at What Change Is Currently Going On at Your Organization/Office?Your Organization/Office?
Specifically describe the change.
What is your role or relationship to the change?
What is your main concern about the change? Identify your fears.
Predict the impact on yourself.
Leaders Are Visionary…Leaders Are Visionary…
MissionMission
It is the reason you exist; your purpose
It states the purpose of your department/organization and may define your services
VisionVision
Provides a blueprint of a desired state
Is what you want to look and act like in some future time frame
Gives shape and direction to your future
Is what your strategic plan stems from
ValuesValues
Tell others how you plan to operate on a day-to-day basis as you pursue your vision
Might include How you want to behave with each other How you expect to treat your clients and community Lines which you will or won’t cross
Note: Hitler had a clear vision but monstrous values.
GoalsGoals
Are milestones you expect to reach in a certain time frame
Represent what people commit themselves to
Often address barriers and obstacles to reaching your vision
Example: Our goal is to be the leading small college within a 50-mile radius by delivering high-quality, lowest-cost programs.
ObjectivesObjectives
Are measurements that tell how far you have come in reaching a goal
Include how much, how far, and other quantifiable terms
Include a time frame
Example: Increase number of students who take classes by 5% by June 2007.
Example: Offer all classes at a 10% lower cost than competitors by February 2007.
““The best way to predict the future is The best way to predict the future is to create it.” to create it.”
Somebody
Tips for Leading Strategic PlanningTips for Leading Strategic Planning
Lead, don’t follow Involve key people Plan, then act Commit to plan prior to
starting (with commitment from above)
Keep strategies simple, goals specific, objectives measurable
Place top objectives on agenda and discuss at every staff meeting
Make sure you are focusing on critical issues, not secondary ones
Leaders Develop TeamsLeaders Develop Teams
Teams...Teams...
Communicate better
Tackle more opportunities
Find better solutions
Implement actions quickly
Offer greater participation
Create a sense of accomplishment
Tips for Team Effectiveness...Tips for Team Effectiveness...
Keep goals clear with common understanding
Explicitly talk about individual roles
Establish group norms
Structure discussions for balanced participation
Decide up-front how decisions within the team will be made
You Need Team Building When...You Need Team Building When...
It is a new group The group’s productivity is
decreasing The number of
complaints/grievances has increased
There is hostility and conflict among members
There have been mistakes due to poor or incomplete communication
Members are over dependent on leader, or hostile toward leader
Outsiders are complaining about poor quality of the work the group is producing
You think meetings could be more effective
There is apathy among members
The Art of Leadership…The Art of Leadership…
Art: Skill acquired by experience, study, or observation; implies a personal intuitive, creative power
Leadership Development TasksLeadership Development Tasks
Select mentor
Lead by example
Accept responsibility
Share the rewards
Have a clear vision
Be willing to grow
Develop a Collection of Personal Develop a Collection of Personal Power StrategiesPower Strategies
Image
Communication skills
Networking
Mentoring
Goal setting
Expertise
High visibility
Power and InfluencePower and Influence
Collegiality
Collaboration
Attitude
Coalitions
Negotiating
Career Management for LeadersCareer Management for Leaders
Should be viewed as a lifelong process involving both the individual and the environment in which he or she lives.
Is accomplished through self- and work environment assessment, job analysis, education, training, job search and acquisition, and work experience.
The Art of Leading… When You Are The Art of Leading… When You Are Not In ChargeNot In Charge
Modeling behavior
Communicating
Involving others
Helping others break from the past
Creating a learning environment
Modeling… Means Self-awarenessModeling… Means Self-awareness
Map objectives to your daily responsibilities Think before you act Audit your past actions Monitor and correct your self Be alert to cues from others about your behavior Never use I, me, or mine
CommunicateCommunicate
Use a variety of methods
Don’t dictate the way peers should feel
Communicate with a wide audience
Use metaphors with care
Share possible outcomes and their likelihood of success
Involve OthersInvolve Others
Employ problem-finding
Fully consider others’ ideas
Let others know what happened to their ideas
Practice nondefensive listening
Don’t ask questions to impress others
Create discussion activities so people can participate
Help Others to Break from the PastHelp Others to Break from the Past
Play devil’s advocate
Support innovation
Practice continuous improvement
Sponsor wild ideas
Stage a symbolic break from the past
Create a Supportive Learning EnvironmentCreate a Supportive Learning Environment
Focus away from blame toward problem correction
Admit what you don’t know
Secure support time for training
Declare a practice zone for skill building
And Remember…And Remember…
“You can put your boots in the oven,
but that don’t make ’em biscuits.” A Texas D.J.
Being an effective leader is work. Don’t wing it.
Research confirms there is no single definition of leadership, but there are predictable patterns of successful leadership.
Thank You…Thank You…