*Unit 1: Accepting the Challenge Flashcards
The concept and practice of leadership is shifting from command and control to collaborative and consensus. Describe three factors that explain this shift.
One factor is diversity. The authoritative and hierarchal model is no longer effective in modern society or in addressing complex contemporary issues. Three factors: globalization, diverse interconnected societies, & technological change. Complex issues like climate change are not in the control of leaders and necessitate a collaborative, international approach to governance - earth governance system.
List and explain the five practices of leadership
This model is based on the premise that every individual has the capacity to lead.
1. Modelling the way ( Aline actions with values).
2. Inspiring a shared vision ( Show the dream is a shared dream and ignite passion).
3. Challenging the process ( Learn from error, seek and encourage innovation)
4. Enabling others to act (aka give away power)
5. Encouraging the heart ( Recognize contributions)
Kouzners & Posner, 2012, p. 29
Identify and describe the four principles of values based leadership
Kraemers (2011) 4 Principles that underline Values-based leadership are self reflection, balance & perspective (do right > be right), genuine humility (you are not your job), and true self confidence (courageous to ask the right Qs and listen actively).
Self-reflection involves an assessment and understanding of past successes and challenges and finding a way to move forward. Looking inward to reflect on what drives you and how your actions have been received.
Balance and perspective involve the recognition and intentional inclusion of diverse opinions and experiences outside of your own. Searching for solutions outside of your comfort zone and outside of your organization. Looking outward to see the big picture.
Genuine Humility involves some self-care understanding that you are human and make mistakes, admitting when you are wrong and finding a way forward, understanding that you are more than your job description.
True self-confidence involves the courage to seek those diverse opinions, to collaborate with others, ask questions, and hone active listening skills.
Values-based leadership
- Leading with your values through continuous practice of self-reflection, self-evaluation, giving away your power, shared values, diversity of opinion and making decisions in a timely manner with full consideration of those diversity of opinions and reasoning behind the decisions made. Self-reflecting and evaluating following the decision admitting if they weren’t the best (if the right thing at the time) and circling back to the beginning if necessary.
Motivating employees by connecting organizational goals to employees personal values. - shifting paradigm in leadership necessitates a focus on behaviours rather than practical skills.
- Ways we do business reflect our values, awareness of values makes us more effective, in order for employees to believe in the depth and sincerity of the organizations values the leadership team must lead by example and communicate values on an on-going basis to entire workforce. Alignment of personal and organizational values. Highly motivated, enjoyed, and productive workplaces requires collaboration.
Important in all sectors but even more important in the NFP sector: “pay scales in this sector are typically lower than in the others, it is even more crucial for leaders to inspire their employees through the articulation and manifestation of a shared vision. Leadership is positive, optimistic, and demonstrates resiliency when challenges occur. Leaders must be positive role models and everyone in the organization should feel empowered.” (course content)
Ten commitments of leadership
- Clarify values by finding your voice and affirming shared values
- Set example, align actions with values
- Envision the future by imagining exciting and enobling possibilities
- Enlist others in common vision by appealing to shared aspirations
- Search for opportunities by seizing the initiative and look outward for innovation
- Experiment and take risks generate small wins and learn from experience
- Foster collaboration by building trust and facilitating relationships
- Strengthen others by encouraging self determination and developing competence
- Recognize contributions by showing appreciation for independent excellence
- Celebrate the values and victories by creating spirit of community
Social capital
- Internet says: The network of relationships of people who live and work in a society for the society to function.
- With a more diverse, interconnected society - and the evolution of new media - more power and influence is given over to stakeholders. Social capital is necessary for the sustainability of any governance system.
3.
Authority Influence and Control
- Opposite of values-based leadership old paradigm of command and control. Positional authority in hierarchy organizations. Viewed as a triangle with leaders on top.
There is no input from workers down the hierarchy.
These do not inspire followers. They perform the opposite of empowerment in a team and breed conflict without a recognition and vision of shared values. - This model is no longer effective in addressing complex contemporary issues such as climate change.
3.
Contingency theories of leadership
- Focus on spectrum of task and relationship and the skills and competencies of leaders and their followers. Premise of different people suited to leadership in different circumstances.
- Fits into the modern paradigm of leadership where the focus is on behaviours and the recognition that everyone is capable of leadership.
3.
5 practices of leadership
- Modeling the way (align actions with values)
- Inspiring a shared vision (show the dream is a shared dream, ignite passion)
- Challenging the process (learn from error, encourage & seek innovation)
- Enabling others to act (give away power)
- Encouraging the heart (recognize contributions)
(Kouzes & Posner, 2012, p 29)
The model is based on the premise that every individual has the capacity to lead.
DWYSYWD
- Do what you say you will do. Walk the walk but know what the walk is before you do it. Self reflection is step one.
- Stakeholders have more influence in the modern paradigm of leadership and it is imperative to establish and maintain credibility in this paradigm.
- You build a credible foundation of leadership when you DWYSYWD
Kouzes and Posner 2nd law of leadership.
Principles of values-based leadership
- 4 principles that underline values based leadership: self reflection, balance and perspective (do right > be right), genuine humility (you are not your job), and true self-confidence (courage to ask the right Qs, listen actively)
(Kraemer, 2011)
See study question #1
Servant-leader
- To lead is to serve others not self.
Stewardship of the organization’s resources including people while moving the organization towards its goal.
5 characteristics:
Visioning isn’t everything but is the beginning of everything
Listening is hard work and a major investment of time and effort
Your job is a talent scout, commit to staff’s success
It is good to give away my power
I am a community builder
(Boone & Makhani, 2012, p 83) - Aligns within the modern paradigm of leadership - shift to collaboration and consensus, everyone can be a leader.
3.
Situational leadership
Ask leaders to adopt their style to suit the willingness and ability of followers to do what is desired. Feasible for single leaders to use delegating, participating, selling, or telling approaches to leading depending on the readiness and ability of followers to follow.
Key focus on training and development of employees in addition to development of skills assessed for the particular position the employee is in.
