Transformational leadership 2015-06-22
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TRANSFORMATIONAL LEADERSHIP A NEW BETTER APPROACH TO LEADING IN TIMES OF COMPLEXITY
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Transcript of Transformational leadership 2015-06-22
TRANSFORMATIONAL LEADERSHIP
A NEW BETTER APPROACH TO LEADING IN TIMES OF COMPLEXITY
DISCUSSION TOPICS
• Review different levels of leadership• Differentiate between entrepreneur, transactional leadership
and transformational leadership• Explore transformational leadership• Learn about Transformational Leadership Program now
available in Arizona
Entrepreneur: I can do it
Transactional Leader: We can do it
Transformational Leader: You can do it
ENTREPRENEUR
Sean ParkerNapster, Plaxo, Facebook, Spotify and others
Presenter
Presentation Notes
Entrepreneur is defined as a person who organizes and operates a business or businesses, taking on greater than normal financial risks in order to do so. First venture launched at 17 years old, online service with tens of millions of users Second venture was early social networking tool, earned 20 million users Instrumental in launching Facebook, Spotify and others Current estimated net worth $2.7 Billion at 35 years old 2013 wedding cost $10M; paid addition $2.5 M in penalties due to extensive damage People debate if he’s REALLY that big of a jerk Depicted in the movie The Social Network.. I’m not implying that all – or even most entrepreneurs are jerks. But you can be a very successful, innovative, industry changing, very rich entrepreneur without being any kind of leader.
TRANSACTIONAL LEADER
Larry Page, version 1Google
Presenter
Presentation Notes
Google.com was registered in 1997 and Google was officially incorporated in 1998. As we know, their growth was explosive – and changed how we operate. Larry Page and Sergei Brinn were co-founders with Larry serving as CEO. Larry was, by all accounts, a very good transactional leader - Transactional Leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance; transactional leadership is a style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments. Transactional, or management leadership, is sufficient to keep you and your company operating effectively. It is very good at maintaining the status quo. His management approach: Don't get in the way if you're not adding value. Let the people actually doing the work talk to each other while you go do something else. Don't be a bureaucrat. Ideas are more important than age. Just because someone is junior doesn't mean they don't deserve respect and cooperation. The worst thing you can do is stop someone from doing something by saying, "No. Period." If you say no, you have to help them find a better way to get it done. Don't delegate: Do everything you can yourself to make things go faster.
ENTER THE INVESTORS
Eric Schmidt hired as CEO in 2001
Presenter
Presentation Notes
$25M investment – with pressure for Page to step down Under Schmidt's leadership, Google underwent a period of major growth and expansion During that time, we can presume that Eric Schmidt also served as a teacher and mentor to Larry
TRANSFORMATIONAL LEADER
Larry Page, version 2Google
Presenter
Presentation Notes
Ability to communicate vision “We build things that don’t exist” The development of greater autonomy for the executives overseeing the most important divisions Higher levels of collaboration, communication and unity among the teams A quiet introvert who will truly listen to others’ ideas Has garnered a 96% approval rating on employee-driven career site Glassdoor. 2014 Fortune Businessperson of the Year: But it’s more than the numbers Page and his company put up. It’s his way of getting people to perform—and perform not just well, but spectacularly.
DO I NEED TO BE A TRANSFORMATIONAL LEADER?
It Depends On What You Want
WHICH DO YOU REALLY WANT?
Entrepreneur: Innovator and creator of things
Transactional Leader: Effectively and efficiently get things done, keeps the ships running
Transformational Leader: Visionary, motivating, create the future, trust-based relationships, force multiplier
There Is No Wrong Answer
Presenter
Presentation Notes
Here we have 3 different scenarios – Entrepreneur building companies, transactional leader growing very successful company, and a transformational leader who has created a place where most people consider THE place to work I’d like us to take about a minute, for you to think about yourself and the leaders in your company who you support or lead. Where do you think you and they are? Where do you think you and they could be? Remember that it isn’t an either or – you can be a wonderful transactional leader with entrepreneurial characteristics; or a transformational leader who can effectively get things done… Keep that in mind as we go through the rest of the discussion; remembering that where you and they are today isn’t necessarily where you or they want or should be in the future.
Presenter
Presentation Notes
So let’s talk about – What IS transformational leadership. I first wanted to define the words so…
CONCEPT OF TRANSFORMATIONAL LEADERSHIP
• Introduced in 1978 by James McGregor Burns, historian, political scientist, presidential biographer and authority on leadership studies
• Identified 2 basic types of leadership: Transactional and Transforming
• Distinguish “leaders from mere power holders”
• Stated “the best leaders are those who inspire others to come together toward the achievement of higher aims.”
Presenter
Presentation Notes
Pulitzer Prize-winning historian James MacGregor Burns devoted his legendary career to the study of leadership in all its aspects—from politics to business. Leadership, Burns' pioneering study, introduces the highly influential theory of "transformational leadership," stating that the best leaders are those who inspire others to come together toward the achievement of higher aims.
TRAITS OF TRANSFORMATIONAL LEADERS
• Believe they can make a difference• Living the change they wish to see• Real change comes from within• Courage to reach• Encourage exploration of individual thinking• Empower others• Believe in others• Strong values and principles• Change is necessary for growth• Failure is part of learning• Compassionate• Give meaning and purpose to others
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Presentation Notes
1985 Bernard Bass expanded on transformational leaders and associated the connection between performance. Bass reviews the theory and research on transformational leadership. He closes the gap between the work of social and organizational psychologists, whose focus has been on small groups and institutional settings, and that of political scientists and psychohistorians, who have done most of the important studies of world-class leaders.
THE FOUR I’S
According to Bass…
1. Individual Consideration2. Intellectual Stimulation3. Inspirational Motivation4. Idealized Influence
Presenter
Presentation Notes
Individual consideration describes managers who act as coaches and advisors to the associates. Managers with individual consideration encourage associates to reach goals that help both the associates and the organization. Intellectual Stimulation describes managers who encourage innovation and creativity through challenging the normal beliefs or views of a group. Managers with intellectual stimulation promote critical thinking and problem solving to make the organization better. Inspirational motivation describes managers who motivate associates to commit to the vision of the organization. Managers with inspirational motivation encourage team spirit to reach goals of increased revenue and market growth for the organization. Idealized influence describes managers who are exemplary role models for associates. Managers with idealized influence can be trusted and respected by associates to make good decisions for the organization.
Presenter
Presentation Notes
This sounds all really great – But How?? How am I or the leaders in my company supposed to have time to do all that? They have deadlines. They have outside pressures. They don’t have the time to do these things.. Because transformational leadership covers a wide range of aspects within leadership, there are no specific steps for a manager to follow. Becoming an effective transformational leader is a process. This means that conscious effort must be made to adopt a transformational style.
"We can't solve problems by using the same kind of thinking we used when we created them."
Albert Einstein
" It is never too late to become what you might have been."
George Elliot
" Everyone thinks of changing the world, but no one thinks of changing himself.”
Leo Tolstoy
Presenter
Presentation Notes
The Arizona Technology Council and ImpaQ Solutions are excited to announce our partnership to bring a transformational leadership development program to Arizona. Leaders who previously wanted to participate in transformational leadership programs had to travel to locations such as San Francisco, Boston, Washington, DC, or the United Kingdom. This Arizona-based program provides a unique opportunity for Arizona business leaders to better balance their day-to-day responsibilities with the need to learn new leadership skills to help move their company to a higher level.
DESIGNED FOR
• Professional who finds themselves in a swirl or frustrated with the rate of organizational and personal evolution.
• People who know they may be succeeding but there must be a better way, a different way, a less exhausting way to do and be what they imagine could be.
• Will typically hold a title of director, vice president or above and have a minimum of 8 years management or leadership experience.
• Participants who thrive in a highly interactive learning environment.
AREAS OF FOCUS
Leading Self Leading Others
Leading Organizations
WHAT DO YOU SEE?
ADVANCED PERSONAL LEADERSHIP (LEADING SELF)
• Cornerstone of the Transformational Leadership Program• Sets the context for the program with discussions about
leading in a changing and complex world• Become clear about values and capabilities, and building an
agenda for others to follow• Participants self-examine how they think about success,
contribution and leadership and the future they want to create for both themselves as a leader and the organizations and communities in which they lead
• Identify individual challenge to follow throughout the program
Presenter
Presentation Notes
“Either you have the story or the story has you.” Dr. Neil Stroul, is a founding faculty member of Georgetown University’s Certificate in Leadership Coaching program, and has been teaching coaching to a diverse body of aspiring coaches for more than ten years. Neil mentored many of the more than 600 students who completed the Georgetown program, and continues to be actively involved in the Georgetown alumni network. He recently joined the faculty of the Georgetown McDonough School of Business to teach in the Executive Master’s in Leadership program, and also coaches students in the Global Masters in Business Administration (GEMBA) program. I will be 2nd faculty
RELATIONSHIPS, COMMUNICATIONS & DECISION MAKING (LEADING SELF & OTHERS)
• Receive 360 feedback to see how others view you – beneath the surface
• How to use conversation to inspire, direct, develop and hold others accountable
• Explore how to create breakthroughs in actions and outcomes through effective engagement with others
• Creative problem solving methodology, a mental process of searching for new and novel creative solutions to a problem
Presenter
Presentation Notes
Leadership Circle 360 – addresses Creative and Reactive tendencies, rather than competencies or personality characteristics or traits
LEADING THROUGH COMPLEXITY AND CHANGE (LEADING SELF AND OTHERS)
• Understand leadership from the perspective of adult developmental stages
• Identify where you are on the developmental journey• Use their new knowledge to better manage and lead others in
light of their current leadership context• Apply the mindset awareness to strategic thinking and
approaches• Receive personal feedback on Global Leadership Profile
Presenter
Presentation Notes
Researchers David Rooke and William Torbert argue that there are seven stages that the most successful leaders go through, and that, by learning new skills, you can move from one stage to the next. Bill Torbert - Seven Transformations of Leadership in the April 2005 Harvard Business Review, Robin Postel, Ph.D In addition to being Founder of TLIO – Transformational Learning for Individuals + Organizations, Robin is Adjunct Professor at NYU Robert F. Wagner Graduate School of Public Service.
INNOVATION AND LEADING ORGANIZATIONAL CHANGE
(LEADING SELF, OTHERS &ORGANIZATIONS)
• Understand the difference between organizational culture and climate
• Understand and learn to manage the creative tension that lies between a compelling future state and the current state and how to strategically move toward the future state
• Manage organizational polarities such as incremental and disruptive innovation
• Understand the emotional impact of change on key stakeholders and how to increase resilience and agility
• Locate your organization on the change curve, identify where you are going and how to get there
Presenter
Presentation Notes
Doug Reid - He is recognized as an expert in the field of organizational creativity and innovation. Doug is on the adjunct faculty of the International Center for Studies in Creativity and Innovation at Buffalo State College. Doug has been a member of the Creative Education Foundation since 1979, and they honored him with a Distinguished Leader Award in 1997. He has served as a volunteer leader at the Creative Problem Solving Institute, Buffalo, NY since 1983.
INTEGRATION SEMINAR – LEADER IN ACTION, LEADING THE FUTURE
• Participants will apply what they have learned and present their challenge they identified at the beginning of the program, their proposed solution or approach, and the thought process behind the proposed solution to a panel of executives.
PROGRAM OVERVIEW
• Six month program, 8/26/15 – 2/19/16• 11 days of classroom from renowned faculty• One-on-one executive coaching sessions• Assessments and feedback• Learning community and network of colleagues
Presenter
Presentation Notes
Development is a process, not an event. Leadership Circle 360 - The only instrument that measures the two primary leadership domains — Creative Competencies and Reactive Tendencies Global Leadership Profile that assesses your approach to problem resolution and how you make sense of events
INDIVIDUAL EXECUTIVE COACHING
Each participant will select a leadership coach from a pool of experienced, credentialed coaches
1. Between Module 1 and 22. Between Module 2 and 33. Between Module 3 and 44. Between Module 4 and 55. After Module 5
Session Name DatesI: Advanced Personal Leadership August 26 – 28, 2015
II. Leadership Skills, Developing Effective Relationships and Decision Making
October 8 - 9, 2015
III: Leading through Complexity and Change December 3 - 4, 2015
IV: Innovation and Leading Organizational Change
January 14 – 15, 2016
V. Integration / Capstone Project February 18 – 19, 2016
SCHEDULE
ACCEPTANCE INTO PROGRAM
• Competitive and selective admissions process• Each cohort limited to 25 leaders• Applications due by July 15, 2015• Early application encouraged
CONFIDENTIAL APPLICATION
• General applicant information• Specific questions
• Brief description of organization / business unit• Your current responsibilities and level in the organization• What objectives you hope to achieve • What you anticipate 5-year career progression will be • Your leadership strengths and weaknesses• Most formidable challenges facing your organization / business
unit• Please indicate how you learned about program
SPONSOR’S STATEMENT
• Required unless the applicant is the CEO• Acknowledge their commitment to applicant’s participation• Specific questions:
• Their objectives in nominating application for program• What distinguishes applicant from other individuals in
organization• Their assessment of applicant’s strengths and areas of
development
TUITION AND MATERIAL
• $9,750, discounted to $8,970 for Arizona Technology Council Members
• Most course materials, including the cost of assessments, are included in the cost of tuition.
• Participants may incur additional costs for assigned books.
FOR MORE INFORMATION AND APPLICATION
www.AZTransformationalLeadership.com
www.ImpaQ-Solutions.com
