Reflection report 1000word
alibashir202222
ORG30002Week1S12020.pdf
3/4/20
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ORG30002 LEADERSHIP PRACTICE & SKILLS
Week 1 – Introduction to Leadership
Professor Sen Sendjaya
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Acknowledgement of Country
On behalf of those present I acknowledge the Wurundjeri people of the Kulin Nation who are the traditional custodians of the land on which we now m eet. I pay m y respect to their Elders: past, present and em erging.
I also pay m y respect to all Aboriginal and Torres Strait Islander people of Australia and hope that the path towards reconciliation continues to be shared and em braced.
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AGENDA
Week 1_ORG30002_S1 2020
1. Welcome and Introduction
2. Unit Assessments
3. Intro to Leadership (definition, elements, nature, leadership & innovation)
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CARLY FIORINA form er President & CEO , H P
Stanford University, June 17, 2001
“The Process of Distillation: G etting to the Essence of Things”
Week 1_ORG30002_S1 2020
“The rigor of the distillation process, the exercise of refinem ent, that's where the real learning happened.
Through the years, I've used it again and again – the m ental exercise of synthesis and distillation and getting to the very heart of things.
W hen you graduate from here, you exit with thousands of pages of personal text on which are inscribed beliefs and values shaped by years of education, fam ily interactions, relationships, experiences. And buried within those thousands of pages is your personal truth, your essence.”
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DO YOU KNOW THESE LEADERS?
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LEADERSHIP IS AN ELUSIVE CONCEPT
Week 1_ORG30002_S1 2020
• An ‘omnipresent’ theme that occurs in almost any form of human studies
• The subject of an extraordinary amount of scientific studies
• 8,000 studies cited by 1990 • 17,800 articles between 1986-1996
• One of the most observed and least understood phenomena on earth
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FIRST LEADERSHIP ‘STUDY’ (ca. 3000 B.C.)
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THERE ARE
66 LEADERSHIP THEORY DOMAINS (Dinh et al., 2014)
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THE BLIND LEADING THE BLIND?
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HOW DO YOU DEFINE LEADERSHIP?
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DEFINING LEADERSHIP
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Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes (Rost, 1993, p. 102)
Leaders Intention
Followers Influence
Situational factors
Shared purpose
LEADERSHIP
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ARE LEADERS BORN OR MADE?
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NATURE OR NURTURE?
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• Genes account for 31% of the variation observed in the sample subject; environmental differences 69% (Arvey et al., 2006; 2007)
• Genetic influences were weaker for those individuals raised in more enriched environments when young (Zhang et al., 2009)
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MANY ORGANISATIONS ARE OVER-MANAGED AND UNDER-LED
(W arren Bennis)
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WHICH ONE IS MOST ACCURATE?
L M
M
L
L M L
M
1.
4.
3.
2.
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SHORT-TERM VS. LONG-TERM
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• Setting targets for immediate future (next year or month)
• Establishing detailed steps for those targets
• Allocating resources to accomplish them
The final outcomes are targets, which are designed to produce orderly results
• Developing a vision of the distant future
• Setting strategies for producing the changes needed to achieve that vision
The final outcomes are visions and strategies which are designed to produce changes
Planning & Budgeting Setting Direction
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ORGANISE VS. EMPOWER
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• Creating an organisational structure
• Staffing the jobs with qualified individuals
• Delegating responsibility for carrying out the plan
• Articulating the new direction to those who can create coalitions
• Getting people to believe the message and enlist support
• Empowering people at all levels to initiate actions consistent with the vision
Organising and Staffing Aligning People
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CONTROLLING VS. INSPIRING
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• Monitoring results
• Identifying deviations
• Planning and organizing to solve the problem
The final aim is to make the processes fail-safe, fool- proof, and risk-free
• Keeping people moving in the right direction
• Ensuring people have the energy to overcome obstacles
• Satisfying basic human needs for achievement, a sense of belonging, recognition, self- esteem, etc.
The final aim is to excite people to contribute to the vision
Controlling & Problem Solving Motivating & Inspiring
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MANAGEMENT VS. LEADERSHIP IN A NUTSHELL
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Do things right Are primarily interested in efficiency Maintain Focus on systems and structure Rely on control and rules Emphasize tactics and systems Ask how and when Focus on the present as is Focus on the bottom line Avoid risks as problems Work within their box
• Do the right thing • Are primarily interested in
effectiveness • Innovative at the macro level • Focus on investing in people • Rely on trust and inspiration • Emphasize core values and
shared goals • Ask what and why • Focus on the future that will be
• Focus on the horizon • Take risks as opportunities • Work within and beyond comfort
zone
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Leading in the Disruptive Economy
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Leadership is NOT about control, it’s about influence
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