The Art and Science of LeadershipThe Art and Science of Leadership

NHWHELMarch 2, 2007Dr. Mary Ellen Fleeger, USNH

The Science of Leadership…The Science of Leadership…

Science: Skill reflecting a precise application of facts or principles; implies technical knowledge and proficiency

Tasks of LeadersTasks of Leaders

Visioning goals Affirming values Motivating Managing Achieving work unity

Developing trust Explaining Serving as symbol Representing the group Renewing

Tasks of ManagersTasks of Managers

Identify processes to conduct work

Verify standards and expectations

Validate knowledge and skills

Plan division of work

Eliminate obstacles to work

Ensure equity of work Offer rewards to staff Strive for unit

improvement

The Difference...The Difference...

Leaders guide workplace transformation, addressing change:

Set direction, develop a vision, and communicate new directions

Managers sustain system (unit) functions, addressing complexity:

Meet goals by organizing, staffing, controlling, and problem solving

Symptoms of Stagnant LeaderSymptoms of Stagnant Leader

Out of touch with broad trends, unwilling to keep up with new ideas

Unwilling to experiment Doesn’t look beyond own

resources Demands conformity Boring, not innovative

Allows little self-development in staff

Allows inbreeding Obsessed with own profit

and unwilling to invest in staff’s

Attracts passive/ dependent people

Often humorless

G. Odiorne, How Managers Make Things Happen

Leading Workplace Change…Leading Workplace Change…

“Everything that can be invented, has been invented.”

C. Duell, 1899U.S. Patent Office

“Who the hell wants tohear actors talk?”

H.W. Warner, 1927Warner Bros. Pictures

“Sensible and responsiblewomen do not want to vote.”

Grover Cleveland, 1905U.S. President

“Heavier-than-air flying machines are impossible.”

Lord Kelvin, 1895Royal Flying Society

In the Wake of Change...In the Wake of Change...

Change Is…Change Is…

A process where something old stops, or something new starts.

Guaranteed to happen.

A process you can manage as a leader.

Circular and has stages: Comfort, denial, confusion, and new comfort with the change.

Janssen Model

Common Reasons for Resisting ChangeCommon Reasons for Resisting Change

Loss of control

Too much uncertainty

Too many surprises

Seems like too big a difference

More work

Past resentments

Fear of loss

Too many unknowns or unintended effects

Change Can Bring ConflictChange Can Bring Conflict

Conflict occurs when two or more people see the same situation differently

Conflicts increase in times of change

Conflict is a normal group process

Conflict is neither good nor bad—it is a fact of life

Managing conflict can increase creativity, satisfaction, and performance

Leaders Manage ConflictLeaders Manage Conflict

ConflictsConflicts

Power struggles

Role conflicts

Difference in interpersonal styles

They can be factual, stem from values, or arise from desire for different strategies

Conflicts Arise When…Conflicts Arise When…

Certain goals are mutually exclusive, e.g., system vs. unit

Units are competing for the same resources

An individual’s goals frustrate someone else

Someone disagrees with another person’s expectations for conduct

Two people approach a problem with different points of view

““I’ve seen a lot of trouble in my time I’ve seen a lot of trouble in my time and most of it never happened.” and most of it never happened.”

Mark Twain

What Change Is Currently Going On at What Change Is Currently Going On at Your Organization/Office?Your Organization/Office?

Specifically describe the change.

What is your role or relationship to the change?

What is your main concern about the change? Identify your fears.

Predict the impact on yourself.

Leaders Are Visionary…Leaders Are Visionary…

MissionMission

It is the reason you exist; your purpose

It states the purpose of your department/organization and may define your services

VisionVision

Provides a blueprint of a desired state

Is what you want to look and act like in some future time frame

Gives shape and direction to your future

Is what your strategic plan stems from

ValuesValues

Tell others how you plan to operate on a day-to-day basis as you pursue your vision

Might include How you want to behave with each other How you expect to treat your clients and community Lines which you will or won’t cross

Note: Hitler had a clear vision but monstrous values.

GoalsGoals

Are milestones you expect to reach in a certain time frame

Represent what people commit themselves to

Often address barriers and obstacles to reaching your vision

Example: Our goal is to be the leading small college within a 50-mile radius by delivering high-quality, lowest-cost programs.

ObjectivesObjectives

Are measurements that tell how far you have come in reaching a goal

Include how much, how far, and other quantifiable terms

Include a time frame

Example: Increase number of students who take classes by 5% by June 2007.

Example: Offer all classes at a 10% lower cost than competitors by February 2007.

““The best way to predict the future is The best way to predict the future is to create it.” to create it.”

Somebody

Tips for Leading Strategic PlanningTips for Leading Strategic Planning

Lead, don’t follow Involve key people Plan, then act Commit to plan prior to

starting (with commitment from above)

Keep strategies simple, goals specific, objectives measurable

Place top objectives on agenda and discuss at every staff meeting

Make sure you are focusing on critical issues, not secondary ones

Leaders Develop TeamsLeaders Develop Teams

Teams...Teams...

Communicate better

Tackle more opportunities

Find better solutions

Implement actions quickly

Offer greater participation

Create a sense of accomplishment

Tips for Team Effectiveness...Tips for Team Effectiveness...

Keep goals clear with common understanding

Explicitly talk about individual roles

Establish group norms

Structure discussions for balanced participation

Decide up-front how decisions within the team will be made

You Need Team Building When...You Need Team Building When...

It is a new group The group’s productivity is

decreasing The number of

complaints/grievances has increased

There is hostility and conflict among members

There have been mistakes due to poor or incomplete communication

Members are over dependent on leader, or hostile toward leader

Outsiders are complaining about poor quality of the work the group is producing

You think meetings could be more effective

There is apathy among members

The Art of Leadership…The Art of Leadership…

Art: Skill acquired by experience, study, or observation; implies a personal intuitive, creative power

Leadership Development TasksLeadership Development Tasks

Select mentor

Lead by example

Accept responsibility

Share the rewards

Have a clear vision

Be willing to grow

Develop a Collection of Personal Develop a Collection of Personal Power StrategiesPower Strategies

Image

Communication skills

Networking

Mentoring

Goal setting

Expertise

High visibility

Power and InfluencePower and Influence

Collegiality

Collaboration

Attitude

Coalitions

Negotiating

Career Management for LeadersCareer Management for Leaders

Should be viewed as a lifelong process involving both the individual and the environment in which he or she lives.

Is accomplished through self- and work environment assessment, job analysis, education, training, job search and acquisition, and work experience.

The Art of Leading… When You Are The Art of Leading… When You Are Not In ChargeNot In Charge

Modeling behavior

Communicating

Involving others

Helping others break from the past

Creating a learning environment

Modeling… Means Self-awarenessModeling… Means Self-awareness

Map objectives to your daily responsibilities Think before you act Audit your past actions Monitor and correct your self Be alert to cues from others about your behavior Never use I, me, or mine

CommunicateCommunicate

Use a variety of methods

Don’t dictate the way peers should feel

Communicate with a wide audience

Use metaphors with care

Share possible outcomes and their likelihood of success

Involve OthersInvolve Others

Employ problem-finding

Fully consider others’ ideas

Let others know what happened to their ideas

Practice nondefensive listening

Don’t ask questions to impress others

Create discussion activities so people can participate

Help Others to Break from the PastHelp Others to Break from the Past

Play devil’s advocate

Support innovation

Practice continuous improvement

Sponsor wild ideas

Stage a symbolic break from the past

Create a Supportive Learning EnvironmentCreate a Supportive Learning Environment

Focus away from blame toward problem correction

Admit what you don’t know

Secure support time for training

Declare a practice zone for skill building

And Remember…And Remember…

“You can put your boots in the oven,

but that don’t make ’em biscuits.” A Texas D.J.

Being an effective leader is work. Don’t wing it.

Research confirms there is no single definition of leadership, but there are predictable patterns of successful leadership.

Thank You…Thank You…