Leading for the Future.pptx

8/17/2019 Leading for the Future.pptx

1/22


2/22

•

They… – present ideas clearly, – listen well – empathize with protégés’ problems.

• Mentoring relationship – career functions – psychosocial functions

a senior employ ee whosponsors and supports a

less-experiencedemployeeMentor

Protégé


3/22


4/22

• Traditional informal mentoring

relationships de elop when leadersidentify a less experienced, lower-le el employee who appears to ha e

!" #$ %&' for future de elopment.

Mentor will show the protégéhow the organization reallyworks outside its formal

structures and procedures.


5/22

Why would a leader want to

be a mentor• they ha e something to share with the

younger generation• pro ide a legacy• pro ides unfiltered access to the

attitudes of lower-ran(ing employees• protégés can be an excellent source

of early warning signals that identifypotential organizational problems.


6/22

Are all employees in anorganization equally likely toparticipate in a mentoringrelationship?

NMentors tend to select protégés similar tothemsel es in bac(ground, education, gender,race, ethnicity, and religion , minorities and women are less li(ely to be chosen.


7/22

Mentor commitment is criticalto a program’s e ecti eness

Mentors must see the relationship as!ene"cial to themsel es and theprotégé

#he protégé must feel he or she hasinput into the relationship

Work style, needs, andskills of protégé andmentor should match .


8/22

• Mentors may be effecti e not because ofthe functions they pro ide, but because ofthe resources they can obtain

• a mentor connected to a powerful networ(can build relationships that will help theprotégé ad ance

Protégé ADVANCE


9/22

Challenges to the LeadershipConstru t

• Much of an organization’s success or failure isdue to factors outside the influence ofleadership

Sometimes it’s just a matter ofbeing in the right or wrong place at a given time.


10/22

Leadership as an AttributionAttribution theory e$amines how people tryto make sense of cause%and%e ect relationships

!he Attribution !heory of

Leadership says leadership is merelyan attri!ution people make a!outother indi iduals.


11/22

&eaders• )esponsible for extremely negati e or

extremely positi e performance .• #mployee perceptions of their leaders’

beha iors are significant predictors of whetherthey blame the leader for failure, regardless ofhow the leader assesses him- or herself.


12/22

"E#$ and

%EN&'( when thingsare going

well

#he power of the attri!ution

approach to leadership'

V&LLA&N when

they ’


13/22

(e makedemographicassumptions a!outleaders

• men as ha ing more leader characteristicsthan women

• white leaders are rated as more effecti e thanleaders of other racial groups.

• women’s percei ed success astransformational leaders may be based ondemographic characteristics.


14/22


15/22

&ttribution theory suggests what’simportant is pro*ecting the appearance of

being a leader rather than focusing onactual accomplishments

& am aleader:P


16/22

(ubstitutes for and Neutrali)ers ofLeadership

– attributes, such as experience and training, that

can replace the need for a leader’s support orability to create structure

-attributes that ma(e it impossible for leaderbeha ior to ma(e any difference to followeroutcomes

)u!stitutes

*eutralizers


17/22

"nline leaders ha e to thin(carefully about what actions they want their digital messages toinitiate

"nline 'eadership

They confront uni+ue challenges,the greatest of which appears tobe de eloping and maintaining

trust.


18/22

&denti* ation+basedtrust

• Trust based on a mutual understanding ofeach other’s intentions and appreciation ofeach other

good leadership s(illsinclude the abilities to…communicate support, trust,and inspiration through(eyboarded words andaccurately read emotions in

others’ messages.


19/22

+inding and ,reating- ecti e &eaders

• !ersonality tests can identify traits

associated with leadership extra ersion,conscientiousness, and openness toexperience

•

igh self-monitors are better at readingsituations and ad*usting their beha ioraccordingly

(ele tingLeaders


20/22

• igh emotional intelligence should ha e anad antage, especially in situations re+uiringtransformational leadership

• #xperience is a poor predictor of leadereffecti eness, but situation-specificexperience is rele ant.

Because nothing lasts forever, the most importantevent an organization needs to plan for is a changein leadership


21/22

!raining Leaders

"rganizations spend billions of dollars onleadership training andde elopment

su essful with high self+monitors%)uch indi iduals ha e the e$i!ility to changetheir !eha ior.implementation s,ills+(e can train people to de elop /an understandinga!out content themes critical to e ecti e isions.0

trust building and mentoring

situational+analysis s,ills%e aluate situations1 modify them to !etter "t their style1and assess which leader !eha iors might !e most e ecti ein gi en situations.


22/22

2eha ioral training

%through modeling e$ercises can increase an indi idual’s

a!ility to e$hi!it charismatic leadership qualities

transformational leadership skills%ha e !ottom%line results

Leading for the Future.pptx

Documents

Transcript of Leading for the Future.pptx