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Transcript of Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating
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Managing Knowledge
Workers:Discussion Leaders 6 & 7
by
A. D. Amar, PhDProfessor, Seton Hall University
South Orange, NJ 07079
USA
Leading and
MotivatingKnowledge Workers
Professor A. D. Amar, Ph.D.
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No class in history has
ever risen faster
than_____. And no class
in history has ever fallenfaster.
Ans. Blue-collar
worker
(Drucker, 1994)
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Functional Leadership
Everyone has to be a Leader in Knowledge
Organization
May be in one or some aspects
Task characteristics in knowledge
organizations require all employees to be
leaders in some form. To be a leader should be a requisite skill of
all knowledge employees.
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Traditional Follower
these principles or maxims are:absolute devotion to the career which one
selects and to the interests of onessuperior officers
From the letter of Edward Tuck establishingthe Amos Tuck School of Administration &
Finance at Dartmouth College. (From a copperinscription mounted at the main lobby of theTuck School of Business)
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Traditional Leader
Leadership highlights personage and the role ofthe leader.
Always appears at the center stage of the groupsactivities and is the prime mover of all its
workings. The leader gives identification to the group.
All activities of the group are fully attributed toits leader.
All credit and blame goes to the leader.
All actions of the group are aimed at the leaderspersonal success.
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Seven Steps in Traditional
Leadership Process 1. Accumulation of Acquirable Leadership
Traits. Leaders are expected to possess a number
of physical, behavioral, and supervisory traits.Future leaders work to acquire them.
2. Formation of a Vision for Organization:
Each leader distinguishes oneself through the
unique vision that one develops on the subject. Ifthe vision does not click, acceptance of the leader
from his or her followers will not come.
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Traditional Leadership Process
3. Coalition Building. At this step, traditionalleaders manipulate the environment thatsurrounds the situation to generate a coalition insupport of their vision.
4. Assembling of Means: To enable theirfollowers to realize their vision, leaders puttogether an essential organization consisting of
people, logistics, infrastructure, and evenfinances, to be used as means necessary for theachievement of their vision.
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Traditional Leadership Process
5. Aggressive Implementation and
Control: To keep all efforts focused on the
goals that they had set, leaders regularlyengage in cheer-up activities, andruthlessly curb any differences that maycause distraction from the vision and the
structure leading to its consummation. ,irrespective of the merit of the issues beingraised.
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Traditional Leadership Process
6. Development of Signi f icance of their
Outcome: Leaders make sure that people with
influence are convinced that outcomes from theirendeavors are significant.
7. Commemoration of the Success:This
involves leaders to have their version of their
success, as they would like the cominggenerations to see it, entered into records during
their leadership tenure.
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Knowledge Organization
Leadership Theme.
leader power base shifts from the authoritative
to the informal.
power is not to be heavily based on any type
of personal charisma.
incognito leadershipa system of switchingleaders and followers.
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Two Knowledge Organization
Leadership Principles Principle 1: The " I -Did-it-On-My-Own"
Syndrome: Knowledge organization
leadership is conceived to have a dormantexistence. It should always be there, but it
should not be visible.
Act very much like a catalyst.
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Knowledge Organization
Leadership Principles Principle 2: Vir tual Leadership or Leading
through Psychological Followship: The Self -
Learning Principle. This is a principle oflearning on how to self-lead in a situation on
hand. Accordingly, this leadership is modeled
for self-learning or passive mentor ing.
It works physically independent of the virtualleader.
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Knowledge Organization
Leadership Principles
Principle 2: (Cont.) The Two-step procedure
First, the follower gets as much information as possiblerelating to the case on which he or she needs leadershipand how, in similar circumstances, the virtual leader
provided the leadership.Second, by concentration and meditation, the followerengages in a search for the leadership from the virtualleader for the specific situation he or she is facing byconnecting the virtual leaders known actions to a similar
situation that he is facing.
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Seven Steps in Knowledge
Organization Leadership Process 1. Leadership Homeostasis
A specific member assumes leadership of a
specific function, or sub-function, suiting
ones capabilities and the need of the
situationleadership randomly switching
from one member to another. Thus, theleadership in knowledge organization
evolve from the resultant homeostasis.
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Knowledge Organization
Leadership Process 2. Principled Allegiance
To bring organization to the fullest bloom
and to allow all employees to use theircreativity in a synergy, it is important thatthey be freed of the yoke of loyalty to anyindividual or a group of managers.
Loyalty to something more stable, likeprinciples.
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Knowledge Organization
Leadership Process 3. Lax Encumbrances
There are two things that collectively serve as
proxy approval to proceed for all actions of theseleaders:
1) Their perception of the utility that theoutcome will provide for the incarnation of their
vision drawn for the good of the organization;and,
2) The confidence they have in their abilities tobring about the outcome.
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Knowledge Organization
Leadership Process 6. Apoli tical Behavior
A knowledge organization leader should notdeliberately make decisions or act simply tocreate new followers or win confidence of his orher current followers.
7. Environmental I nstrumentality.
These organizations should manifest that their
environment enables all knowledge workers intheir organizations in any capacity to turn it intothe right medium essential to function and beeffective as a leader.
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Leaders Power-Base in
Knowledge Organization 1. Uniqui ty Power
The homeostasis in knowledge organization
leadership will sharpen individual expertise tothe point of each one becoming uniquely
qualified to lead the rest of the members in
one areauniquity.
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Power-Base in Knowledge
Organization 2. Ethics Power
A leader should be able to augment it
through ones personal emphasis on ethicalbehaviorboth through precept and
through practice.
Leaders should be ethical for followers tobe ethical.
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Power-Base in Knowledge
Organization 3. Spir itual Power
Leaders should tap into the spiritual power base for
defining, establishing, and modeling humanrelationships in a work setting.
There is a lack of enough research on how to harness
this force for managing human conduct in
organizations.
It can be very effectively used in symbols, such as
signs and images, and spirit, through confidence in
faith, for building motivation in employees.
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Developing Knowledge
Organization Leadership 5. Ability to Proffer.
Leaders ability to volunteervolunteer
assistance to employees in a latent,subdued way, with the goal to not let them
know that they needed or were given
assistance.
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Developing Knowledge
Organization Leadership6. Shared Pleasure.
The amount of force leaders will use against
their led will get from them the same amountof opposition force.
The relationship has to be exciting to both of
them.
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RewardsAPosteriori
Assumptions of rewards aposteriori.
(a) the same set of conditions for whichrewarded behavior was the appropriate behavior willcontinue to occur in the future.
(b) appropriate behavior under these sameconditions will still be the behavior that wasreinforced through the reward.
(c) employees perfectly, positively correlate
reflection of the same behavior with occurrence of thesame reward in the future.
(d) at their will, employees will actually be ableto reflect that behavior in the future.
Rewards A Priori
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Rewards A Priori
To Charge the Psyche of
Knowledge Workers Administered in anticipation of the
outcomeapriorito the reflection of a
desired behavior. Apriorirewards willpullknowledge
employees towards appropriate behavior.
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Rewards A
Priori
Apriorirewards are likely to work at thesubconscious level and make the employeeexhibit the best behavior one possibly can give.
It switches rewards from being manipulative tothe one that conveys the employers commitmentto the employee reflecting desired behavior.
Examples: investiture, inauguration, invocation,initiation, induction, etc.
Stock options, Sign-up bonus, relocations purses
A strenuous recruitment process
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Sociological Rewards
Physiology, sociology, and psychology areinterdependent and play an important role in successfulhuman functioning at work.
It is instinctive in people to want to be loved, liked, andadmired. They seek such opportunities that will help themachieve these.
People seek appreciationespecially publicappreciationfor work well done.
Examples: Reward of Affiliation
Recognition Reward
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Money and Motivation
The Hygiene Factor
The innovator Factor
Connect money with performance
Payment to motivate
Time-based payment and anti-motivation
Transparency and equity
Perceptionsinputs, outcomes, outputs
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The Process that willAssure Productive
Motivated Knowledge
Workers
How to do it?
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Three Elements of the Formula to
Turn Knowledge Job into a
Privilege (Amar, 2002)1. An Assignment that Builds Confidencein Them
Power Is with You Syndrome
Give Them Pride Coming Into the Job
2. An Organization to Put Them In-Control
Provide Superb Means to Function
Supportive Systems
Decision-making Tools
3. A Management that Charges Their Psyche
Provides Inexhaustible Motivators
Maintains High Morale
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Element 1
Build Confidence Upto the Job
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While Recruiting Set the
Knowledge Work Standards High High Job Specifications
You will not get knowledge workers better than yourjob specifications.
Your job standards set the limit on the applicant pool. Convey Unrealistic Expectations
Dont limit the job scope based on your imagination.
Build in excitement in the job to keep their mindsmotivated.
Expect high performance to follow.
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Set Job Specifications High
Job Requirements Set the Ambition Level
Their goals will be set by your ambitions.
Have an Extremely Selective ProcessSet the bar too high.
Make the entry tough.
Imply a sense of security in the job.
Those who get in should be made to feelspecial.
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Sow Motivation at the Entry
The Knowledge Worker Search Process Widely Publicized
All directly or indirectly connected to the process should be able toget into the excitementthe Selected, the Rejected, and the
Sideliners. Make Recruitment an Event
Once or twice a year
On set, publicly known dates
Long, arduous Make the selection process long
Anticipation Keep applicants informed
Dont have quick start Set the starting date into the future.
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Element 2
ExcitingCommencement
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Make the Commencement a
Reward In Itself Dramatic Entrance
Start of the job should be a cherished event.
Wider Exposure
Formal Ceremony Inauguration
Initiation
Invocation
Induction
Reward Upfront Reward for making through the process.
Monetary rewards would be better motivator here.
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Free Rein
Decision-making
Let them make all their decisionstechnical and
administrativeright or wrong.
Consensus decisions
Positive-Positive Decision Making (See Amar, A. D. (2002).ManagingKnowledge Workers: Unleashing Innovation and Productivity. Westport, CT: Quorum Books. )
Make sure that they have a sense that they docontrol their rewards and can adjust them up or
down as they please.
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Charging the Psyche
Element 3
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Reinvent the Rewards
Design Rewards for the Psyche
Assume No Generality Across Individuals, Situations,or Times.
Integrate Physiology, Sociology, and Psychology intotheir rewards.
Let Rewards Cover an Extended Time Span Concurrent Rewards
Regular and expected rewards
Should preferably be low
A' Priori Rewards
Rewards given before undertaking the assignment A' Posteriori Rewards
Rewards given after completion of the assignment
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Rewards for the Psyche
Sample Rewards for the Psyche
Work Reward
The most potent rewardChallenge Reward
Free Rein Reward
Sociology Reward
Monetary Reward Money has to be paid. But dont expect it to surely motivate the
mind. As a rule, more money one has less would one be motivatedby money.
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Assignments That Excite
Assignment is the Biggest Motivator of
Knowledge Workers
MeaningfulVisible
Should Offer an Opportunity
Personal Professional
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Build Sociology
High Social Teams Will be High
Performance Knowledge Teams
High Social Teams Become Power Teams
Knowledge Workers Themselves Create
These Power Teams
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References
Amar, A. D. (2002, November 8). Reward thepsyche to motivate the mind: The formula for
higher innovation and productivity
from knowledge workers. Knowledge Board,The European KM Community,
http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710
Drucker, Peter F. (1994, November). The age ofsocial transformation. The Atlantic Monthly, 53-80).
http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710 -
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