Leader as Agent of Change
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Transcript of Leader as Agent of Change
Principles of Leadership Greg Waddell, DSL
The Leader as an Agent of Change
Credit Note: This slideshow is based largely on the 1995 edition of Kouzes and Posner’s The Leadership Challenge (San Francisco: Jossey-Bass).
PM450S\Leadership Principles 2
The Leadership Challenge
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Based on research that began in 1983.
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Interviews with more than 1300 leaders.
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Thousands more interviewed since publication in 1997.
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A model of leadership behavior developed.
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An instrument developed called the “Leadership Practices Inventory.”
PM450S\Leadership Principles 3
New Realities
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Cynicism toward all Leaders•
The Center of Power has Shifted
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Information the new global commodity•
Everyone is now connected
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Yet, the world is more fragmented than ever•
A new openness to spirituality
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Thesis of Kouzes & Posner
The results of our research have been striking both in their refutation of the leader stereotype and in their consistency. Leaders do exhibit certain distinct practices when they’re doing their best. And this behavior varies little from industry to industry, profession to profession, community to community, country to country. Good leadership is an understandable and a universal process” (p. xxiii).
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Myth
Healthy organizations run smoothly and orderly.
Reality
PM450S\Leadership Principles 6
Myth
Healthy organizations run smoothly and orderly.
Healthy organizations are like living organisms, constantly adapting and changing.
Reality
PM450S\Leadership Principles 7
Myth
Great leaders are rebels who courageously overthrow the established systems.
Reality
PM450S\Leadership Principles 8
Myth
Great leaders are rebels who courageously overthrow the established systems.
Great leaders are those who know how to invoke people’s natural desire to adapt, grow and learn.
Reality
PM450S\Leadership Principles 9
Myth
Great leaders live and plan for today.
Reality
PM450S\Leadership Principles 10
Myth
Great leaders live and plan for today.
Effective leaders have a long-range perspective. They set their focus beyond the present situation.
Reality
PM450S\Leadership Principles 11
Myth
Great leaders always forge a new vision.
Reality
PM450S\Leadership Principles 12
Myth
Great leaders always forge a new vision.
Often, the most productive leaders are those who have taken an existing vision and turned into success.
Reality
PM450S\Leadership Principles 13
Myth
To retain their objectivity, leaders need to be distant detached; separating their emotions from their work.
Reality
PM450S\Leadership Principles 14
Myth
To retain their objectivity, leaders need to be distant detached; separating their emotions from their work.
Highly productive leaders often talk about their deep feelings of inspiration, passion, joy, affection and even love.
Reality
PM450S\Leadership Principles 15
Myth
Leaders must be charismatic; they possess a special—almost miraculous—gift.
Reality
PM450S\Leadership Principles 16
Myth
Leaders must be charismatic; they possess a special—almost miraculous—gift.
Effective leadership has little to do with the charismatic personality. Instead, it is the product of a commitment to the values and expected outcomes of the organization.
Reality
PM450S\Leadership Principles 17
Myth
The leader’s primary responsibility is to control resources, including time, money, materials, and persons.
Reality
PM450S\Leadership Principles 18
Myth
The leader’s primary responsibility is to control resources, including time, money, materials, and persons.
The main responsibility of the leader is to foster a performance-based culture through service and example.
(Matthew 20:25-28)
Reality
PM450S\Leadership Principles 19
Myth
Leadership is a lonely place to be.
Reality
PM450S\Leadership Principles 20
Myth
Leadership is a lonely place to be.
Effective leaders are in constant communication with the people they lead. They are profoundly concerned for others and frequently use family-like terminology when they refer to their work team.
Reality
PM450S\Leadership Principles 21
Myth
Leaders need to detach themselves from the mundane work and concentrate on designing strategies and other “thinking”
type of activities.
Reality
PM450S\Leadership Principles 22
Myth
Leaders need to detach themselves from the mundane work and concentrate on designing strategies and other “thinking”
type of activities.
Exceptional leaders combine working and thinking into one continuous process. They do not separate thinking from working.
Reality
PM450S\Leadership Principles 23
Myth
Leadership has to do with occupying a position of power.
Reality
PM450S\Leadership Principles 24
Myth
Leadership has to do with occupying a position of power.
Leadership is not a position but a process. It involves attitudes and capabilities that carry the organization into productive change, regardless of one’s title or position.
Reality
PM450S\Leadership Principles 25
Myth
Leadership is only for a very select few.
Reality
PM450S\Leadership Principles 26
Myth
Leadership is only for a very select few.
Leadership is not transmitted in our genes, nor is it a secret code that cannot be understood by the common people. It is a set of practices that can be observed and learned.
Reality
The 5 Core Leadership Practices
Challenge the Process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heart
The Remainder of this Presentation Deals with the First Leadership Behavior
Challenging the Process
PM450S\Leadership Principles 29
Constantly Seeking Ways to Improve
Leadership has about it a kinesthetic feel, a sense of movement. Leaders ‘go first.’
They’re
pioneers. They begin the quest for a new order. They venture into unexplored territory and guide us to new and unfamiliar destinations.”
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Kouzes & Posner, p. 36
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The Sigmoid Curve
This is where the new vision should take form.
Not here.
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Stimulating Intrinsic Motivation
Intrinsic motivation is the impulse to accomplish a task that emanates from the satisfaction that is inherent in the task itself--as opposed to motivation through external rewards and punishments.”
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Thomas & Velthouse, 1990
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Stimulating Intrinsic Motivation
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By raising the bar•
By loosening the controls
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By giving people true ownership•
By forging a shared mission, vision and values
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By linking organizational and individual purpose
PM450S\Leadership Principles 33
The Paradox of Routines
Routine work drives out nonroutine work and smothers to death all creative planning, all fundamental change.”
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Warren Bennis
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The Paradox of Routines
Leaders must . . . destroy routines because routines get us into ruts, dull our senses, stifle our creativity, constrict our thinking, remove us from stimulation, and destroy our ability to compete. Once-useful routines sap the vitality out of an organization and cause it to atrophy. Yet some routines are essential to a definable, consistent, measurable, and efficient operation.”
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Kouzes & Posner, p. 44
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PM450S\Leadership Principles 35
Maintaining an Outward Focus
When we take our eyes off the external realities, turning inward to admire the beauty of our own organization, we may be swept away by the swirling waters of change.”
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Kouzes & Posner, p. 47
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Relevance for the ChurchBy definition, effective Christian leaders are
transformational.
They constantly seek ways to help the church improve and adapt to a changing external environment.
Relevance for the Church
Successful pastors and other church leaders must develop skills to help people navigate the paths of
change.
PM450S\Leadership Principles 38
Action Steps
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Treat everything like an adventure.•
Take everything as a departure point.
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Question everything.•
Evaluate all current processes.
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Eliminate all unnecessary routines.•
Teach people to think creatively.
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Give people challenging tasks.•
Go find something to fix.
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Renew your leadership team.