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COACH K AND COACH KNIGHT

COACH K AND COACH KNIGHT. A Tale of Two Coaches. Two Universal Theories of Motivation and Leadership. Given that people are basically __________ the best way to motivate/lead them is to __________ "Is it better to be loved than feared or feared than loved?” Machiavelli, The Prince.

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COACH K AND COACH KNIGHT

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  1. COACH K AND COACH KNIGHT A Tale of Two Coaches

  2. Two Universal Theories of Motivation and Leadership • Given that people are basically __________ the best way to motivate/lead them is to __________ • "Is it better to be loved than feared or feared than loved?” • Machiavelli, The Prince

  3. Self Awareness • “Know thyself” The Oracle at Delphi • “The unexamined life is not worth living” Plato • “The root of leadership development is in self-awareness….Very simply, authentic leadership development occurs when the theory of leadership—the implicit theory in one’s head—is challenged.” Avolio & Luthans, The High Impact Leader

  4. PERSON STYLE SITUATION Influences Influence LEADERSHIP STYLE Self-Awareness Self-Regulation Situation Awareness “Who we are” “How we lead” “Situation Demands” Basic Assumptions About Human Nature • Societal norms • Organizational culture • Task demands • Subordinate needs Personal Theories Of Motivation • Values • Identity • Character • Life stories • Personality • Psychological maturity OUTCOMES Definitions of Leadership Effectiveness

  5. Key Leadership Success Factors • Increasing your range of effective styles • Improving your self awareness • Increasing your self-regulation • Realistic assessment of the situation

  6. History of Leadership Thought • Trait Theories ( -1940s) • Behavioral Theories (1940s-1960s) • Contingency/Situational Approaches (1960s- ) • Contemporary • Transformational Leadership

  7. Contemporary Theories • Leaders are individuals who inspire followers through their words, ideas, and behaviors. • Charismatic Leadership • Transformational Leadership

  8. Transformational Leadership • Transformational Leaders: Motivate followers to go beyond normal expectations by pushing their comfort zone. • Transactional Leaders:Guide followers to accomplish established goals by clarifying requirements and emphasizing extrinsic rewards.

  9. Transformational Behaviors • Modeling the way • Challenging the process • Enabling/empowering • Inspiring a shared vision • Encouraging the heart.

  10. LEADING CHANGE GE & Jack Welch

  11. In 1981, he succeeded "management legend" Reg Jones. • How effective was Welch in the first few years of taking charge? • Is he creating/adding value in the early 1980s? • If so, how?

  12. JACK WELCH:THE SECOND WAVE • In what ways did Welch’s approach change in the late 1980’s (both generally and specifically)? • Why the change? • Is Welch still adding value? How?

  13. JACK WELCH • By the early and mid 1990s, most conglomerates were being broken up, How did GE escape? • Are Welch and his team legitmately adding value to this highly diverse portfolio? • What do you think of his notion of stretch targets?

  14. IMPLEMENTATION • Lead rather than followed management practice • Establish a strong base (#1 or #2; workout) and then builds and leverages (globalization; best-practices, boundaryless) • Simultaneous emphasis on both hardware and software (e.g., workout and globalization; A players and dyb.com) • Deeply embedded operating system that integrates visionary initiatives into strategic plans, personnel reviews, and ongoing corporate communications (see exhibit 10)

  15. IMPLEMENTATION • Takes broad concepts and operationalizes them in tools and mechanisms that allows implementation (e.g., Speed, simplicity, and self confidence embodied in Work Out) • Translates initiatives into specific targets (#1 or #2 in world markets; six sigma) • Identification of champions (e.g. Fresco for Global; Reiner for Six Sigma) • Insists on alignment and commitment (“participation is not optional”) • Creating measures and aligning rewards (bonus for idea sharing; 40% of bonus on Six Sigma) • Communicator: Articulates initial concept, emphasizes need for alignment; spreads success

  16. How would you characterize Welch’s role in the change process? What kind of leader is he?

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