The Leadership Challenge领导力的挑战[精品].ppt

Fall 2008 A.M.B.A. MGMT 5230 Dr. Moore 5 Practices of Exemplary Leadership: Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart * “If you don’t believe in the messenger, you won’t believe the message”, (p.38) Is credibility a prerequisite to influence? Is there a specific level of influence commensurate with a level of credibility? Credibility is defined as: Honest, Forward-Looking, Inspiring, Competent, Intelligent, (p. 30) Other aspects which augment influence? Zone of Indifference? * Follower Characteristics Lower self esteem, moderate attitudes, good mood Leader Characteristics Trustworthy, attractive, expertise Message Non-threatening acknowledging * Zone of Indifference The range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought 2 Aspects – 1) Number of people 2) Variety of topics * “Leading means you have to be a good example, and live what you say” (p.15) “Words and deeds must be consistent” (p.16) “Leaders are supposed to stand up for their beliefs, so they’d better have some beliefs to stand up for” (p.15) “To become a credible leader you have to comprehend fully the deeply held beliefs-values, principles, standards, ethics, and ideals-that drive you”, (p.48) * Central Themes in the Values of Successful Organizations: High performance standards A caring attitude about people Affective Commitment A sense of uniqueness and pride Group Cohesion Clockwork Snakepit Cultures Money Time * Shared visions entail the leader being able to allow followers to “see themselves in the picture of the future that the leader is painting”, (p.117). Determine What’s Meaningful to Others: The leader must value and respect the follower Reflective Listening Be expressive in your communication with others (Charisma) How does this relate to the Path-Goal Theory of Leadership? * Leadership creates change by questioning the status quo