unit 2: measuring leadership (aitken) unit 3: a shared vision

Unit 2: Measuring Leadership (Aitken)

Unit 3: A Shared VisionUnit 3: A Shared Vision


Observation AssignmentObservation Assignment

Submit summary in dropbox by Submit summary in dropbox by Sunday of week 3.Sunday of week 3.


Submit Answer to Knowledge Submit Answer to Knowledge Questions & More in Discussion Questions & More in Discussion BoardBoard


Power DistributionPower DistributionLeaders frequently want to Leaders frequently want to

distribute rather than to maintain distribute rather than to maintain power. Five reasons for power. Five reasons for empowering others are:empowering others are:

1. to increase follower task 1. to increase follower task satisfaction and performancesatisfaction and performance

2. to foster greater cooperation 2. to foster greater cooperation in the groupin the group

3. to ensure the survival of the 3. to ensure the survival of the group or organizationgroup or organization

4. to encourage the personal 4. to encourage the personal growth and learning of group growth and learning of group membersmembers

5. to prevent power abuses.5. to prevent power abuses.


Credibility: Credibility: Competence, Competence, Trustworthiness, and Trustworthiness, and

DynamismDynamism. . These perceptions, in turn, can be These perceptions, in turn, can be

modified by adopting credibility-modified by adopting credibility-building behaviors: building behaviors:

discovering yourself, discovering yourself, appreciating constituents, appreciating constituents, affirming shared values, affirming shared values, developing capacity, developing capacity, serving a purpose, and serving a purpose, and sustaining hope. sustaining hope.


Leaders must Leaders must resist resist influenceinfluence as well as exert as well as exert

it. it. Being aware of the dangers of these Being aware of the dangers of these

unethical strategies reduces their power unethical strategies reduces their power over our decisions. Manipulative over our decisions. Manipulative influence tactics may appeal to influence tactics may appeal to

the principle of reciprocation (give and the principle of reciprocation (give and take), take),

the desire for consistency, the desire for consistency, social proof (looking to others), social proof (looking to others), authority, and authority, and the principle of scarcity. the principle of scarcity.


Vision (K & P)Vision (K & P)


Leaders have visions and Leaders have visions and dreams of what could be.dreams of what could be.

It is your mind that It is your mind that creates this world. creates this world.

Imagine the attractive Imagine the attractive opportunities. opportunities.

Know the constituents Know the constituents and speak their and speak their language. language.

To enlist support, To enlist support, leaders must have leaders must have intimate knowledge of intimate knowledge of people's dreams, people's dreams, hopes, aspirations, hopes, aspirations, visions, and values. visions, and values.

Be enthusiastic.Be enthusiastic.


CommitmentCommitment

Envision the future Envision the future by imaging by imaging exciting and exciting and ennobling ennobling possibilities. possibilities.

Enlist others in a Enlist others in a common vision by common vision by appealing to appealing to shared aspirations.shared aspirations.


ENVISION THE FUTUREENVISION THE FUTURE

Credibility is the foundation of Credibility is the foundation of leadership.leadership.

Qualities of a credibility personFor:

You can say:

Honest Trustworthiness

Competent Expertise

Inspiring Dynamism

Also key for admired leaders:

Forward-looking Visionary


MotivationMotivation ExtrinsicExtrinsic: More likely : More likely

to produce compliance to produce compliance or defiance. People who or defiance. People who are externally controlled are externally controlled are likely to stop trying are likely to stop trying once the rewards or once the rewards or punishments are punishments are removed.removed.

IntrinsicIntrinsic: More likely : More likely to produce far superior to produce far superior results. People who are results. People who are self-motivated will keep self-motivated will keep working toward a result working toward a result even if there's no even if there's no reward.reward.


One of the most One of the most important important practices of practices of leadership is leadership is giving life and giving life and work a sense of work a sense of meaning and meaning and purpose by purpose by offering an offering an exciting visionexciting vision. .


PatternsPatterns

People of great People of great vision see patterns vision see patterns when others see when others see chaos, says chaos, says venture capitalist venture capitalist Geoff Yang.Geoff Yang.

You have to You have to maintain vision maintain vision among among distractions.distractions.


Discover the theme Discover the theme

Express your Express your passionpassion through self- through self-exploration and self-exploration and self-creation. If you creation. If you aren't passionate, aren't passionate, how do you expect how do you expect others to be others to be passionate?passionate?

Explore the past.Explore the past. When we gaze into When we gaze into our past, we elongate our past, we elongate our future.our future.


Notice ThingsNotice Things Pay attentionPay attention to to

your experiences. your experiences. Visions come from Visions come from

paying attention to paying attention to what is right in front what is right in front of us. of us.

To be able to have a To be able to have a vision of the future vision of the future you have to know you have to know the big story, see the big story, see trends, patterns, and trends, patterns, and occurrences. occurrences.


Immerse yourself.Immerse yourself.

The longer our The longer our participation and participation and the more varied our the more varied our experiences, the experiences, the broader and deeper broader and deeper our understanding our understanding is likely to be. is likely to be.

By immersing By immersing ourselves, we get ourselves, we get inspired to do more. inspired to do more.


Write a vision statement Write a vision statement regarding work and add regarding work and add

that to your core that to your core assessment.assessment.


Focus on a meaningful Focus on a meaningful theme. theme.

Vision begins with Vision begins with passion, feeling, passion, feeling, concern, or an concern, or an inspiration that inspiration that something is worth something is worth doing. doing.

Your vision of the Your vision of the future may be future may be fuzzy, but at least fuzzy, but at least you're focused on a you're focused on a meaningful theme. meaningful theme.


Imagine the PossibilitiesImagine the Possibilities

Leaders are Leaders are possibility possibility thinkers, thinkers, not not probabilityprobability thinkers. thinkers.


Find meaning in the ideal. Find meaning in the ideal.

Visions are about Visions are about hopes, dreams, hopes, dreams, and aspirations. and aspirations.

Ideals reveal our Ideals reveal our higher-order value higher-order value preferences. preferences.


Make images of the future. Make images of the future.

In your mind, you In your mind, you can be a beacon of can be a beacon of light cutting light cutting through the fog. through the fog.

You must be able You must be able to create images. to create images.


Write your 5 year goals for Write your 5 year goals for work. Add that to your core work. Add that to your core

assessment.assessment.


Look to the future. Look to the future.

Most organizations Most organizations don't spend don't spend enough time enough time working on working on creating a creating a vision vision collectivelycollectively. .

Instead of using a Instead of using a tactical approach, tactical approach, use a use a strategic strategic approachapproach. .


Write and add to your core Write and add to your core assessment.assessment.

You can think about your You can think about your past.past.

Determine the Determine the "something" you want to "something" you want to do.do.

Write an statement about Write an statement about how you've made a how you've made a difference.difference.

Write your vision Write your vision statement.statement.

Become a futurist.Become a futurist. Test your assumptions. Test your assumptions. Rehearse with Rehearse with

visualization and visualization and affirmations.affirmations.


Take pride in being unique. Take pride in being unique.

Uniqueness Uniqueness enables smaller enables smaller units within large units within large organizations to organizations to have their own have their own vision while being vision while being a part of a a part of a collective vision. collective vision.


When leaders clearly articulateWhen leaders clearly articulate their vision for the organization, their vision for the organization, constituents report significantly constituents report significantly higher levels:higher levels:

Job satisfactionJob satisfaction MotivationMotivation CommitmentCommitment LoyaltyLoyalty Esprit de corpsEsprit de corps Clarity about the Clarity about the

organization's valuesorganization's values Pride in the Pride in the

organizationorganization Organizational Organizational

productivityproductivity


ExpressivenessExpressiveness comes comes naturally when talking about naturally when talking about deep desires for the future.deep desires for the future. People lean forward People lean forward

in their chairs.in their chairs. Move their arms Move their arms

about.about. Their eyes light up.Their eyes light up. Their voices sing Their voices sing

with enthusiasm.with enthusiasm. They smile.They smile. They are animated.They are animated. Their enthusiasm lifts Their enthusiasm lifts

the spirits of others.the spirits of others.


Give life to a vision.Give life to a vision.

Listen deeply to Listen deeply to others.others.

Find common values.Find common values. Use powerful Use powerful

language.language. Practice positive Practice positive

communication.communication. Tap into nonverbal Tap into nonverbal

expressiveness.expressiveness. Appeal to shared Appeal to shared

aspirations.aspirations.


Rewrite your 5 year goals Rewrite your 5 year goals for yourself and put them in for yourself and put them in

your wallet. Add them to your wallet. Add them to your core assessment.your core assessment.


Listen deeply to others.Listen deeply to others.


Do this now:Do this now:

Take Take your vision statement and make a list your vision statement and make a list of assumptions underlying your vision.of assumptions underlying your vision.

Flesh out each assumption by asking Flesh out each assumption by asking whether they are true or untrue of your whether they are true or untrue of your organization, technology, politics, the organization, technology, politics, the world around you.world around you.

Ask a few close advisors to react to your Ask a few close advisors to react to your assumptions, whether they agree or assumptions, whether they agree or disagree and why or why not.disagree and why or why not.

Ask people you think might have different Ask people you think might have different assumptions to respond to yours. assumptions to respond to yours.

FOR YOUR CORE ASSESSMENT: Test FOR YOUR CORE ASSESSMENT: Test your assumptions with an experiment. If your assumptions with an experiment. If you're inspired to do something, go try it.you're inspired to do something, go try it.


What strategies will you use to What strategies will you use to enlist others in a common enlist others in a common

vision?vision? Get to know your Get to know your

constituents.constituents. Find common ground.Find common ground. Draft a collective Draft a collective

vision statement.vision statement. Expand your Expand your

communication skills.communication skills. Breathe life into your Breathe life into your

vision.vision. Speak from the heart.Speak from the heart. Listen first--and often.Listen first--and often. Hang out.Hang out.


How are you doing on the measures? How are you doing on the measures? You will need summaries of 10 You will need summaries of 10

measures from Hackman and Johnson measures from Hackman and Johnson

for the week six core assessment.for the week six core assessment.


Ready for next week?Ready for next week?

You should have used the LPI You should have used the LPI software to figure out your software to figure out your leadership analysis. Write a leadership analysis. Write a summary page to attach to the LPI summary page to attach to the LPI software printout. Use an .rtf or .txt software printout. Use an .rtf or .txt format.format.


Visuals from Microsoft and Visuals from Microsoft and AllPosters.comAllPosters.comhttphttp

://onlineacademics.org/Store/Art.html://onlineacademics.org/Store/Art.html

unit 2: measuring leadership (aitken) unit 3: a shared vision

Documents

leadership aitken unit

leadership aitken vision

leadership aitken leaders

leadership aitken credibility

leadership aitken commitment

foundation of leadership

shared vision slide

p slide