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Transcript of Dr. Warren Bennis Presented by: Angela Smith Conceptual Foundations of Management Anderson...
Dr. Warren Bennis
Presented by: Angela SmithConceptual Foundations of Management
Anderson University
May 25, 2001
Dr. Warren Bennis
• Distinguished professor of Business Administration at USC
• Founding Chairman of the Leadership Institute at USC
• Authored more than 2,000 articles and 27 books
• Advised four U.S. Presidents• One of top 10 speakers on Management• “Dean of Leadership Gurus”
1935-1943
An Invented Life…
1943-1947• 1943: Joined the US Army
• 1944: second lieutenant in the European Theatre of Operations
• Youngest infantry officer at the age of 19
• Affirmed his lifelong interest in the topic of leadership
• Met his first mentor - Captain Bessinger
1947-1951
• 1947: Antioch College
• Influences at Antioch:- famous co-op program- desire to achieve personal
satisfaction- look for the explanations
of life
• Met his second mentor - Douglas McGregor
1951-1956
• MIT Economics Department
• Taught Social Psychology for one year (1955-1956) as an assistant professor
1995-1967• Boston University
• National Training Laboratories (NTL) in Bethel, Maine
• New social invention: T-Groups
• Focus was on group structure and communication
• Two articles on “natural groups”
• 1959: returned to MIT to work with McGregor
The Planning of Change (1961)
• “the only constant of today's society is change”
• By planning change, we work toward specified goals in a comprehensive and organized manner.
The Temporary Society (1968)• Explored new organizational forms
• Envisioned organizations as adhocracies as opposed to bureaucracies
• Argued the triumph of democracy worldwide was inevitable and would come to pass within 50 years
• Labeled a “futurologist”
1967-1971
• 1967: Provost at the State University of New York at Buffalo
• Experienced first-hand unsuccessful change
• The vision was not communicated to the organization
• 1971: resigned as provost
1971-1978
• 1971: President
• Bennis’s First Law of Academic Pseudynamics - routine work drives out nonroutine work and smothers to death all creative planning
• Focused on leading, not managing
• 1977: Resigned as president
1971-1978
• American organizations are under led and over managed
Managers vs. Leaders Managers administer Leaders innovate
Managers focus on systems and structure
Leaders focus on people
Managers rely on control Leaders inspire trust
Managers have short-range views
Leaders have long-range perspectives
Managers learn through training Leaders opt for education
Managers do things right Leaders do the right thing
1977-1985
• Country was experiencing “despair” and Institutions’ credibility was eroding steadily
• “Where Have All the Leaders Gone?”
• Bennis attempted to seek out leaders who were effective under these adverse conditions
• Spent five years traveling and interviewed 90 successful leaders
Leaders (1989)• Four competencies of Leadership:
– Management of Attention– Management of Meaning– Management of Trust– Management of Self
• Empowerment (4 themes):– People feel significant– Learning and competence matter– People are part of a community– Work is exciting
1979
• Professorship at University of Southern California
• His focus at USC is on communication, research and his life lessons:– self-invention– importance of organization– nature of change– nature of leadership
The Leadership Classics
• Learning to Lead (1997) (coauthored with Joan Goldsmith)
• Why Leaders Can’t Lead (1997)
• Managing People is Like Herding Cats (1997)
On Becoming A Leader, 1994
• Based on the following assumptions:– Leaders are people who express
themselves fully– Leaders know what, why and
how to communicate what they want
– Leaders know how to achieve goals
On Becoming A Leader
• Three common points:– Leaders are made, not born, and made by
themselves more than by any external means– No leader sets out to be a leader per se, but
rather to express himself freely and fully– Leaders continue to grow and develop
throughout life
Organizational Success
• What it will take to survive:– Staying with the status quo is unacceptable– The key to future competitive advantage will be
the organization’s capacity to create the social architecture of generating intellectual capital
– Followers need specific qualities from their leaders
Qualities of a Leader
• Seven attributes essential to leadership:– Technical competence– Conceptual skill– Track record– People skills– Taste– Judgment– Character
Demands of Followers
• Five competencies critical to a leader’s success in a knowledge economy:– strong sense of purpose– organizational and personal integrity– resilience or “hardiness”– provide development opportunities – propensity toward action, risk, curiosity, and courage
Exemplary LeadersipExemplary Leadership
Needs of Followers Values of Leaders
Direction Purpose, Passion, Meaning
Trust Organizational & Personal Integrity
Hope/Optimism “Hardiness”
Learning & Personal Growth
Development Opportunities
Results Bias toward Action, Risk, Curiosity, & Courage
Direction
• The need of direction:– Effective leaders have an innate purpose in
everything they do. The purpose is passionate and possesses meaning
– Passion is comprised of conviction, commitment and resolve
– Meaningful purpose demonstrates “purpose beyond oneself”
Needs of Followers Values of Leaders
Direction Purpose, Passion, Meaning
Trust
• Distrust is a growing phenomenon in the American culture
• Five “C’s of Trust”:– Competence– Constancy– Caring– Candor– Congruity
Needs of Followers Values of Leaders
Trust Organizational & Personal Integrity
Hope/Optimism
• Hope combines “agency” of goal-directed determination with the ability to generate the means of reaching the goal
• Effective leaders must exhibit a “hardiness”
• Effective leaders must be full of confidence
Needs of Followers Values of Leaders
Hope/Optimism "Hardiness"
Learning & Personal Growth
• Leaders must provide the right development opportunities to support the learning and personal growth of their people
Needs of Followers Values of Leaders
Learning & Personal Growth
"Hardiness"
Results
• Followers expect results
• Leaders must be willing to take risks
• As Wayne Gretsky points out “You miss 105% of the shots you don’t take”
Needs of Followers Values of Leaders
Results Bias toward Action, Risk, Curiosity & Courage
Exemplary Leadership ResultsExemplary Leadership
Needs of Followers Values of Leaders To Help Create
Direction Purpose, Passion, Meaning
Clear Goals & Objectives
Trust Organizational & Personal Integrity
Reliability & Consistency
Hope/Optimism “Hardiness” Energy & Commitment
Learning & Personal Growth
Development Opportunities
Increase Productivity & Loyal Workforce
Results Bias toward Action, Risk, Curiosity, & Courage
Confidence & Creativity
Organizing Genius (1997)
• “Great Groups”
• “None of us is as smart as all of us”
• The Economist:– among senior executives of international firms,
61% said that “teams of leaders” will have the most influence on their organizations in the next decade; only 14% said “one leader”
Organizing Genius
“This is reality and we have to recognize this new paradigm. We cling to the myth of the Lone Ranger, the romantic idea that great things are usually accomplished by a larger-than-life individual working alone. We still tend to think achievement in terms of the Great Man or the Great Woman, instead of the Great Group”
Great Groups
• Studied some of the most noteworthy great groups of our time - the Manhattan Project, Xerox, Apple Computer, and Walt Disney
• Was interested in what made the groups “tick”
Great Groups
• Eight common principles:– At the heart of every Great Group is a shared
dream– They manage conflict by abandoning individual
egos to the pursuit of the dream– They have a real or invented enemy– They view themselves as winning underdogs
Great Groups
– Members pay a personal price – Great Groups make strong leaders– Great Groups are the product of meticulous
recruiting– Great Groups are usually young
New Paradigm
• Three elements : ACE– Align– Create– Empower
• “We are all angels with only one wing; we can only fly while embracing one another”
Dr. Warren Bennis
“Warren Bennis gets to the heart of leadership, to the essence of integrity, authenticity, and vision that can never be pinned down to a manipulative formula. He provides solid, practical guidance in his philosophically and psychologically rich volume.”
--Tom Peters
Dr. Warren Bennis“Bennis teaches leaders to maximize their
virtues, correct their faults, face change successfully, and love their work. Leaders will win, but so will their organizations: Bennis advocates a collaborative leadership that empowers employees and enhances organizational effectiveness. A priceless gift to those seeking to be accountable leaders.” --Peter Drucker
Dr. Warren Bennis
Presented by: Angela SmithConceptual Foundations of Management
Anderson University
May 25, 2001