Topic 5 Leader as Social Architect

7/29/2019 Topic 5 Leader as Social Architect

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MBA Angkasa Training Centre Shah Alam 1

LEADERSHIP IN ORGANIZATIONS:

LEADER AS A SOCIAL ARCHITECT

Dr. Faridahwati Mohd ShamsudinOthman Yeop Abdullah Graduate School of Business, College of Business

Universiti Utara Malaysia


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Leadership Vision

A dream for the future

An attractive, ideal future that is credible yet

not readily attainable Strategic leadership:

Ability to anticipate and envision the future,maintain flexibility, think strategically, and initiate

changes that will create a competitive advantagefor the organization in the future



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Ex. 13.2 Examples of Brief Vision

Statements (selected)Motorola Become the premier company in the world

Ritz-Carlton (Amelia Island) Engineering Dept.

Where no hotel has gone before free of all defects

Johnson Controls Inc.

Continually exceed our customers increasing expectations

New York City Transit

No graffiti

Egon Zehnder

Be the worldwide leader in executive search


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Ex. 13.3The

Nature of the

Vision

Currentreality

Staying the course

Vision


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Common Themes of Vision

Vision has broad appeal

Vision deals with change

Vision encourages faith and hope Vision reflects high ideals

Vision defines the destination and the journey


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Visionary Leadership

Stimulating vision and action

Link dreams with strategic actions

Translate vision into specific goals, objectives, andplans


Life without vision is drudgery

Vision without action is but an empty dream

Action guided by vision is joy and the hope of the earth


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Shaping Culture and Values

Culture

The set of key values, assumptions,understandings, and norms that is shared by

members of an organization and taught tonew members as correct

Culture strength The degree of agreement among employees about

the importance of specific values and ways of doingthings



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Ex. 14.1 Levels of Corporate

Culture

Visible

1. Artifacts such asdress, office layout,

symbols, slogans,ceremonies

Invisible

2. Expressed values, such asThe Penney Idea, The HPWay

3. Underlying assumptions anddeep beliefs, such as peoplehere care about one anotherlike a family

Deeper values andshared

understandings held

by organizationmembers

Culture that canbe seen at thesurface level


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Importance of Culture

1. It integrates members so that they knowhow to relate to one another.

2. It helps the organization adapt to theexternal environment.


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Ex. 14.2 Adaptive Versus Unadaptive Cultures

Adaptive Organizational

Culture

Unadaptive

Organizational CultureVisible Behavior Leaders pay close attention to

all their constituencies,

especially customers, and

initiate change when needed to

serve their legitimate interests,

even if it entails taking some

risks

Managers tend to behave

somewhat insularly, politically,

and bureaucratically. As a

result, they do not change their

strategies quickly to adjust to or

take advantage of changes in

their business environments

Expressed Values Leaders care deeply aboutcustomers, stockholders, and

employees. They also strongly

value people and processes that

can create useful change (e.g.,

leadership initiatives up anddown the management

hierarchy)

Managers care mainly about

themselves, their immediate

work group, or some product (or

technology) associated with that

work group. They value the

orderly and risk-reducingmanagement processes much

more highly than leadership

initiatives

Underlying Assumption Serve whole organization, trustothers

Meet own needs, distrust others


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Corporate Cultures

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Clan culture

Values: CooperationConsiderationAgreementFairness

Social equality

Adaptability culture

Values: CreativityExperimentationRisk-takingAutonomy

Responsiveness

Bureaucratic culture

Values: EconomyFormality

RationalityOrderObedience

Achievement culture

Values: CompetitivenessPerfectionism

AggressivenessDiligencePersonal initiative

Internalfocus

Externalfocus

Flexibility

Stability


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Ceremony, Story, and Symbol

Ceremony A planned activity that makes up a special event and is

generally conducted for the benefit of an audience

Story A narrative based on true events that is repeated

frequently and shared among employees

Symbol

A object, act, or event that conveys meaning to others


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2007 Prentice Hall Inc. Allrights reserved.

Forces for Change

Force Examples

Nature of the workforce More cultural diversity

Aging population

Many new entrants with inadequate skills

Technology Faster, cheaper, and more mobile computers

On-line music sharing

Deciphering of the human genetic code

Economic shocks Rise and fall of dot-com stocks

200002 stock market collapseRecord low interest rates

Competition Global competitors

Mergers and consolidations

Growth of e-commerce


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Forces for Change

E X H I B I T 191 (cont

Force Examples

Social trends Internet chat roomsRetirement of Baby BoomersRise in discount and big box retailers

World politics IraqU.S. war

Opening of markets in ChinaWar on terrorism following 9/11/01


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Managing Planned Change

Goals of Planned Change:

Improving the ability of

the organization to adaptto changes in its

environment.

Changing the behavior of

individuals and groups in

the organization.

ChangeMaking things different.

Planned ChangeActivities that are

intentional and goaloriented.

Change Agents

Persons who act ascatalysts and assume theresponsibility for managingchange activities.


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The Eight-Stage Model of Planned Organizational

Change

1. Establish asense ofurgency

2. Form a powerfulguiding coalition

3. Develop acompelling visionand strategy

4. Communicatethe vision widely

5. Empoweremployeesto act onthe vision

6. Generateshort-termwins

7. Keep upurgency to tacklebigger problems

8. Make the

change stick


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A Range of Everyday Change Strategies

Private

Leader workingalone

Public

Leader workingwith others

Disruptiveself-

expression

Variable-termopportunism

VerbalJujitsu

Strategicalliance-building

Topic 5 Leader as Social Architect

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