1 / 7

Institutional Leadership

Alan L. Wilkins November 20, 2008. Institutional Leadership. Institutional Leadership. Organization = tool, structure, rules (expendable) Institution = responsive, adaptive organism; we assume or are passionately loyal (not expendable)

jerrell
Télécharger la présentation

Institutional Leadership

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Alan L. Wilkins November 20, 2008 Institutional Leadership

  2. Institutional Leadership • Organization = tool, structure, rules (expendable) • Institution = responsive, adaptive organism; we assume or are passionately loyal (not expendable) • Key differences have to do with commitment, meaning, values

  3. What do Effective Institutional Leaders Do?

  4. Which Leader: A or B?(Handout) • Negotiates a shared vision throughout the company. • Helps the organization move from average performance to excellence (a strong “turnaround”). • Is seen and remembered by both outsiders and insiders as a real leader. • Creates a strong reputation for the organization. • Provides a role model and creates a system that will foster the development of future leaders. • Fosters a strong company culture oriented to success and improvement in the long run (that is beyond the tenure of the leader).

  5. Level 5 Leadership • Ambition for the Company: setting up successors for success • Compelling modesty • Unwavering resolve to do what must be done to make company great; focus on results • The window and the mirror • Share credit for success (the window) • Take personal responsibility for failure (the mirror) • (Almost always come from within the company) (Good to Great, 2001, Collins)

  6. Negotiating a Shared Vision about Distinctive Competence • Logical incrementalism • Listening to what is valued, needed • Inspiring confidence • Acting before announcing • Exercising power in support of vision (Developing Corporate Character, 1989, Wilkins)

  7. Gospel Connections • Examples from scriptures and Brethren of Institutional or Level 5 leadership? • Seeing the Savior at the “head of the line” • D & C 107: 30-31 (divine nature, conversion, and leadership)

More Related