salvador dalì, room of house-museum, figueres, spagna...
TRANSCRIPT
Leadership, communication and charisma
Salvador Dalì, Room of House-Museum, Figueres, Spagna
Agostino La Bella
Leadership, communication and charisma
Salvador Dalì, Room of House-Museum, Figueres, Spagna
Agostino La Bella
albSummary
• Introduction
• Exploring leadership dimensions
• Charismatic leadership and communication
• The 7 degrees of influence
• Attention generation
• Leadership metrics
• Conclusions
alb
Classical leadership theories
Transformational leadership Transactional leadership Charismatic leadership
Inspirational motivation (IM). Inspiring and
transmitting leaders’ optimism and enthusiasm
Contingent reward (CR). Defining the
exchanges between what is expected from
the follower and what the follower will
received in return.
Sensitivity to the environment (SE). The
leader assesses the environment for growth
opportunities for his/her respective
organization, criticizes the status quo and
proposes radical changes in order to
achieve organizational goals.
Idealized influence attributed (IIa). Instilling
pride in and respect for the leader; the
followers identify with the leader.
Active management-by-exception (AMbE).
In order to maintain current performance
status the focus is on detecting and
correcting errors, problems or complaints.
Sensitivity to members’ needs (SMN). The
leader carefully evaluates his/her
followers’ needs.
Idealized influence behavior (IIb).
Representation of a trustworthy and energetic
role model for the follower.
Management-by-exception passive (MbEP).
Addressing problems only after they
become serious.
Strategic vision and articulation (SVA). The
leader formulates a strategic vision for the
respective organization. It is constantly
presented to followers in an inspiriting
way.
Intellectual stimulation (IS). Followers are
encouraged to question established ways of
solving problems.
Personal risk (PR). Presenting self-
confidence, demonstrating belief in the
potential outcome of the vision.
Individualized consideration (IC).
Understanding the needs and abilities of each
follower, developing and empowering the
individual follower.
Unconventional behavior (UB). Leaders
build trust and commitment in followers;
provides a role model for followers.
Source: adapted from J. Ronwold, K. Heinzitz (2007)
albA ten factor leadership model
• Ten fundamental factors encompass the full complexity of the leadership role.
• Each factor represents a specific field of action with respect to either the cognitive, the social or the behavioral realms.
• The several ways in which it is possible to combine and make effective use of the various factors account for the many different leadership styles that can be observed.
• Particular conditions make some of the above factors to be of greater relevance, influencing the level of situational effectiveness.
Vision
Positioning
Trust
Communication
Total resources
deployment
Creativity
Management of
decision processs
Mastering of
internal forces
Negotiation
and conflict
resolution
A ten factor leadership model
Simbolic/
Visionary
Area
Behavioral
AreaPolitical Area
Structural Area
Self efficacy
Vision
Positioning
Trust
Communication
Self efficacyTotal resources
deployment
Creativity
Mastering of
internal forces
Negotiation
and conflict
resolution
A ten factor leadership model
Transformational
Transactional
CharismaticManagement of
decision processes
alb
The leadership index
The magic number seven,
plus or minus two
(George A. Miller, 1956)
A five points Likert scale:
0: poor1: mediocre2: sufficient3: good4: excellent
(if felt necessary, half points can be used)
4
4
4
44
4
4
4
4
4
alb
Instrument 0 1 2 3 4
Vision absentrough, confounding, not
clear
not completely coherent
and only known at the
top management level
clear but still shared only
within the upper layers
very clear, widely shared,
gives orientation and
guidance to every levels
within the organization
Positioningabsent or completely
contradicting
by trial and error,
sometime in a
contradictory way
well defined, but
partially conflicting with
vision
coherent, helps in
understanding vision
strong and coherent,
clearly derived from the
vision
Communication absent or ineffectivegenerally not very
effective
on average effective,
but with lack of
continuity
effective, but not spread
over the all parts of the
organization
effective in supporting
vision and positioning,
addressed to everyone
Trustdiffused opportunistic
behaviors
variable in time and
depending on resource
allocation
completely influenced
by results
high, but results still
needed in support
very high and
unquestioned
Self efficacy collapses under stress
low performance under
stress keeps functioning well
till severely challenged
doesn't yeld under
strenuos stress but
occasionally gives up
full engaged at top gear
even under maximum
level of stress
Total resource deployment
organization is losing
value, even if a few profit
from it
there is intermittent and
unsatisfying attention to
people and/or real
problems
attention on resources
valorization, but
insufficient level of
satisfaction
people feel to be given
proper opportunities for
personal and
professional growth
human resources are the
central focus of the
organization
Creativity
new ideas and
innovations are
discouraged
innovations are not
loved, but adopted when
strongly needed
new ides are generally
appreciated an when
expedient adopted
new ideas are
appreciated and
imaginatively applied
new ideas and innovations
are stimulated and
adopted with enthusiasm
Negotiation and conflict resolutionno interest in win-win
solutions
finds difficult to reach
win-win solutions
win-win are actively
sought, but not always
successfully
succeeds in finding win-
win solutions and in
pushing trough them
diffused belief in win-win
solutions, which are
sought and applied with
constant success
Mastering of internal forceshierarchy-based
management
frequent recourse to
hierarchical power
commitment to the use
all internal forces, but
difficulties in the
practical application
all internal forces are
mastered, recourse to
hierarchical power is only
occasional
clever use of all internal
forces, rare resort to
hierarchy and only if
strictly needed
Management of decision processes
a “common enemy”
keeps together the
governing bodies
decisions made by
majority rule
attempts to extend
consensus, but
decisions often made
by majority rule
commitment to reach
consensus, clever
management of
decisional processes
very good at obtaining a
smooth convergence of
represented stakeholders
opinions
alb
Instrument 0 1 2 3 4
Vision absent
rough,
confounding,
not clear
not completely
coherent and
only known at
the top
management
level
clear but still
shared only
within the
upper layers
very clear,
widely
shared, gives
orientation
and guidance
to every
levels within
the
organization
Positioning
absent or
completely
contradicting
by trial and
error,
sometime in a
contradictory
way
well defined,
but partially
conflicting with
vision
coherent,
helps in
understanding
vision
strong and
coherent,
clearly
derived from
the vision
Communicationabsent or
ineffective
generally not
very effective
on average
effective, but
with lack of
continuity
effective, but
not spread
over the
whole
organization
effective in
supporting
vision and
positioning,
addressed to
everyone
Trust
diffused
opportunistic
behaviors
variable in time
and depending
on resource
allocation
completely
influenced by
results
high, but
results still
needed in
support
very high
and
unquestioned
alb
" …. Throughout the search process, 2780 articles were
examined, 218 of which were included in the review. 62 articles
qualified to be accepted, 156 were rejected. 20 (including 4
meta-studies) papers holding leadership interaction categories
were selected as taxonomy papers. "
alb7 degrees of influence
• Conflict
• Indifference
• Acknowledgement
• Persuasion
• Action
• Loyalty
• Advocacy
How to make people pay for their coffee
Source: M. Bateson, D. Nettle and G. Roberts (2011)
Weeks
$/cup0,1 0,2 0,3 0,4 0,5 0,6 0,7
1
10
9
8
7
6
5
4
3
2
“Eyes” week
“Flowers” week
Source: M. Bateson, D. Nettle and G. Roberts (2011)
alb
alb
A frame from «Mission to Mars»
alb
Cognitive Bias
alb
Thinking fast and slow
• Sistem 1: based on intuition and emotion.
Works fast, automatically and without any
conscious effort or voluntary control.
• Sistem 2: rational, based on logic and
calculation, allocates attention to the
effortful mental activities that demand it.
(Daniel Kahneman, Nobel per l’economia - 2002)
alb
alb
Speaking of emotions …
• Descartes' Error: Emotion, Reason,
and the Human Brain
(Antonio Damasio, 1994).Antonio Damasio, Lisbona 1944
alb
• Descartes' Error: Emotion, Reason,
and the Human Brain
(Antonio Damasio, 1994).
• According to Damasio, emotion and feeling are
the "bridge between rational and nonrational
processes, between cortical and subcortical
structures". Of course, emotion can disrupt
reason. That is, too much or too uncontrolled
emotion. But so can not enough emotion!
Antonio Damasio, Lisbona 1944
alb
Critique Logic Emotion / Intuition
Reason Imagination
(Slow) (Fast)
Critique Logic Emotion / Intuition
Reason Imagination
(Slow) (Fast)
Positive emotions
albEmotional journey
• Attention
• Attraction
• Value proposition
• Trust
• Memory
Agostino La Bella
Leadership, comunicazione e carisma
Scienza e tecnica della seduzione
albSimilarity and attraction
alb
Why opposites attract, but non so much…
alb
100%
Benefit
Cost
Similarity
degreeh ks*
I like you as you are,
I only wish you were
different
Similarity and attraction
albGenerators of relational value
Intrinsic Extrinsic
Wit Power
Charm Money
Physical aspect Reputation
Behavioral characteristics Status
Accent and tone of voice Access to networks
Artifacts and embellishments Specific skills
Archetypal resemblance Access to know-how
A. Fronzetti Colladon, F. Grippa, E. Battistoni, P. Gloor, A. La Bella, What Makes You Popular: Beauty,
Personality or Intelligence? (Submitted to the International Journal of Entrepreneurship and Small Business)
Framing
(Giorgio De Chirico, Mistero e malinconia di una strada, 1914)
(Giorgio De Chirico, Mistero e malinconia di una strada, 1914)
Un esempio di framingTratto da: R. Balsekar (1996) La coscienza parla, Astrolabio.
Due giovani monaci studiavano in seminario ed entrambi erano incalliti
fumatori. L’educazione religiosa richiedeva lunghi periodi di preghiera che,
nonostante la fede, si traducevano per loro in una sofferenza a causa
dell’astinenza dal fumo. Poiché ciò causava i loro grave turbamento, decisero
di risolvere il problema alla radice chiedendo il permesso di fumare
durante le preghiere. Si rivolsero pertanto ai rispettivi superiori. Più tardi, uno
chiese all'altro che cosa gli avesse detto il superiore.
"Sono stato rimproverato aspramente solo per aver parlato del fatto", disse il primo.
"Ed il tuo superiore, cosa ti ha detto?".
"Il mio è stato molto compiaciuto", rispose il secondo. "Anzi ha detto che
facevo benissimo. Ma dimmi, tu che domanda gli hai fatto?“
"Gli ho chiesto se posso fumare mentre prego.“
"Te la sei voluta tu. Io gli ho chiesto se potevo pregare mentre fumo."
Staging
alb
alb
Rituals
Beat the "Curse of Knowledge"(Tappers and listeners)
albA good leader is a good storyteller
Wow….
albStorytelling
• Simplicity
• Unexpectdness
• Concreteness
• Credibility
• Emotions
…..
put a man on the Moon
and return him safely by the
end of the decade …
J. F. Kennedy, 1961
….
our mission is to become the international leader in the space
industry through maximum team centered innovation and
strategically targeted aerospace initiative …
Politicians' mumbo-jumbo
• Simple?
• Unexpected?
• Concret?
• Credible?
• Emotional?
alb
The leadership index
The magic number seven,
plus or minus two
(George A. Miller, 1956)
A five points Likert scale:
0: poor1: mediocre2: sufficient3: good4: excellent
(if felt necessary, half points can be used)
4
4
4
44
4
4
4
4
4
alb4 leadership measures
%4
1010
1
i
ivLI
%
4
10010
1
10
1
i
i
i
ii
S
p
vp
LI
10
1
10
1
10i
i
i
i
v
vBAI
Absolute Leadership Index
Situational Leadership Index
Behavioural Asymmetry Index
Charismatic Communication Index %4
254
1
i
ivCCI
BA
I
Fig. 2 – Enveloping curve for the Behavioural Asymmetry Index
10
LI
Behavioural Asymmetry Index
4
4
4
4
4
44
4
44
4
4
44
4
4
4
4
4
LI = 77.5%
LI = 77.5%
BAI = 9.0
BAI = 1.8
alb
Position
from…to…in
Fortune
ranking Average LI Average BAI
1-15 76.31% 1.728
16-30 70.37% 1.607
30-45 67.29% 1.426
LI and BAI average values
alb
LI = 73,75%
BAI = 49,07%
CCI = 59,38%
albConclusion
People will forget what you said,
people will forget what you did, but people
will never forget how you made them feel.
(Maya Angelou)