leading

Components of the social responsibility element of the CMU LDP • Financial Ethics • Work-Place Ethics • Honesty and Integrity • Being Accountable • Courage of Convictions

Leaders must act with integrity, honesty, and justice. They must work in the best interest of others, showing respect and empathy for unique individual and cultural differences. Good leaders create a culture that promotes high ethical standards along with personal, organizational, and civic responsibility. Ethical leaders recognise and conduct themselves in concert with universal moral principles as well as specific values, laws, and ethics relevant to their group or organisation.

• Communicating with the Community • Helping the Community • Civic Action • Adopting Beneficial Values for Society • Providing a Good Example • Social Action

Leading others ethically

(D)

Civic responsibility

(A)

Social knowledge

(B)

Ethical processes

(C)

Acting with integrity

(E)

• Open-Door Policy • Instituting and Following Fair Procedures • Explaining Decisions in a Respectful Manner • Ensuring Ethical Behavior of Subordinates

• Servant Leadership • Valuing Diversity • Distributing Rewards Fairly • Responsibility for Others • Avoiding Exploitative Mentality

Social Responsibility

Knowledge of: • Sociology and Anthropology • History and Geography • Foreign Language • Philosophy and Theology • Organisational Justice Principles • Legal Regulations

Task Management Dimension

A Civic responsibility

A1 Communicating with the Community: Communicating organisation’s intentions and activities to the public (e.g., local press, radio, television) and representing the organisation in community affairs and public activities to promote awareness and foster goodwill.

A2 Helping the Community: Meeting the needs of the community by promoting opportunities for corporate giving of financial and human resources.

A3 Civic Action: Supporting participation in civic duties by encouraging others to vote and engaging in other duties of the political system.

A4 Adopting Beneficial Values for Society: Seeking and embracing values that benefit society rather than the organisation.

A5 Providing a Good Example: Always acting in accordance with society’s and the organisation’s laws, rules, and guidelines, and behaving in fair and ethical manner.

B Social knowledge

B1 Sociology and Anthropology Knowledge: Knowledge of the political systems, values, beliefs, economic practices, and leadership styles of countries other than your home country, as well as knowledge of universal group dynamics, behavior, and socio-cultural history.

B2 History and Geography Knowledge: Knowledge of the physical location and relationships between different land and sea regions and the historical events that have shaped the culture of inhabitants of these regions.

B3 Foreign Language Knowledge: Understanding a non-native language in order to communicate in oral and written form with people who speak that language.

B4 Philosophy and Theology Knowledge: Knowledge of ethics and the philosophical viewpoints behind various ethical models and understanding how different philosophical and religious systems affect behaviour of groups and individuals within a cultural context.

B5 Knowledge of Organisational Justice Principles: Knowing and understanding distributive justice, informational justice, interpersonal justice, and procedural justice and being able to apply those principles to ensure subordinates are treated fairly.

B6 Legal Regulations: Awareness of local, state, and federal laws and regulations and abiding by these regulations at all times.

C Ethical processes

C1 Open-Door Policy: Promoting a climate of openness and trust. Allowing individuals who are upset about an aspect of the organisation to voice displeasures without retribution or repercussions.

C2 Instituting and Following Fair Procedures: Instituting and applying rules and procedures in a consistent, unbiased, accurate, and correctable fashion to ensure that subordinates know that fair rules are being used.

C3 Explaining Decisions in a Respectful Manner: Explaining decisions that affect subordinates thoroughly and in a manner that demonstrates dignity and respect for the subordinates.

C4 Ensuring Ethical Behavior of Subordinates: Instituting, training, and reinforcing policies to ensure that subordinates treat each other and the organisation fairly and with respect and dignity. Disseminating information about laws and regulations to subordinates and make sure that they follow laws and regulations by overseeing, monitoring, and auditing behaviour. Disciplinary action should be taken against those who do not comply with laws and regulations.

D Leading others ethically

D1 Servant Leadership: Being attentive to the needs of followers, empathising with their concerns, and serving their best interests

D2 Valuing Diversity: Encouraging a wide range of viewpoints among team members in order to avoid groupthink and create more culturally sensitive solutions.

D3 Distributing Rewards Fairly: Ensuring that pay, recognition, and other rewards are distributed in a fair manner, with clear guidelines and enforcement of those guidelines.

D4 Responsibility for Others: Willingness to be responsible for the behavior of subordinates in your organisation and correct their unethical behaviours.

D5 Avoiding Exploitative Mentality: Not sacrificing concern for others or using people and exploiting them to achieve goals for the organisation.

E Acting with integrity

E1 Financial Ethics: Understanding and following ethical financial management and accounting principles.

E2 Work-Place Ethics: Understanding and following ethical guidelines at your work place.

E3 Honesty and Integrity: Behaving in an honest and ethical manner.

E4 Being Accountable: Accepting responsibility for the effects of your own actions.

E5 Courage of Convictions: Avoiding behaviour that is unethical even if it may appear ethical to the public or may be consistent with the public opinion. Upholding decisions that are ethical yet unpopular.

Components of the innovation element of the CMU LDP

 Sensitivity to Situations

 Challenging the Status Quo

 Intelligent Risk-Taking

 Reinforcing Change

Leaders must be able to think creatively while taking initiative and calculated risks. Effective leaders have a vision

beyond the immediate work of the group. This involves exploring and integrating diverse perspectives and recognising

unexpected opportunities.

Forecasting (I)

Creativity (F)

Enterprising (G)

Integrating perspective

(H)

 Problem Identification

 Seeking Improvement

 Gathering Information

 Independent Thinking

 Technological Savvy

Managing Change

(J)

 Openness to Ideas

 Research Orientation

 Collaborating

 Engaging in Non-Work Interests

 Generating Ideas

 Critical Thinking

 Synthesis/Reorganization

 Creative Problem Solving

 Perceiving Systems

 Identifying Downstream Consequences

 Visioning

 Managing the Future

Innovation

Task Management Dimension

F Creativity

F1 Generating Ideas: Coming up with a variety of approaches to problem solving.

F2 Critical Thinking: Logically identifying how different possible approaches are strong and weak, and analyzing these judgments.

F3 Synthesis / Reorganization: Finding a better way to approach problems through synthesising and reorganising the information.

F4 Creative Problem Solving: Using novel ideas to solve problems as a leader.

G Enterprising

G1 Identifying Problem: Pinpointing the actual nature and cause of problems and the dynamics that underlie them.

G2 Seeking Improvement: Constantly looking for ways to improve the organisation.

G3 Gathering Information: Identifying useful sources of information and gathering and utilizing only that information which is essential.

G4 Independent Thinking: Thinking ‘outside the box’ even if this sometimes may go against popular opinion.

G5 Technological Savvy: Understanding and utilising technology to improve work processes.

H Integrating perspectives

H1 Openness to Ideas: A willingness to listen to suggestions from others and to try new ideas.

H2 Research Orientation: Observing the behavior of others, reading extensively, and keeping your mind open to ideas and solutions from others. Reading and talking to people in related fields to discover innovations or current trends in the field.

H3 Collaborating: Working with others and seeking the opinions of others to reach a creative solution.

H4 Engaging in Non-Work Related Interests: Being well-rounded and seeking information from other fields and areas of life to find novel approaches to situations.

I Forecasting

I1 Perceiving Systems: Acknowledging important changes that occur in a system or predicting accurately when they might occur.

I2 Evaluating Long-Term Consequences: Concluding what a change in systems will result in long-term

I3 Visioning: Developing an image of an ideal working state of an organisation

I4 Managing the Future: Evaluating future directions and risks based on current and future strengths, weaknesses, opportunities and threats.

J Managing change

J1 Sensitivity to Situations:

Assessing situational forces that are promoting and inhibiting an idea for change.

J2 Challenging the Status Quo: Willingness to act against the way things have traditionally been done when tradition impedes performance improvements.

J3 Intelligent Risk-Taking: Being willing and able to take calculated risks when necessary.

J4 Reinforcing Change: Encouraging subordinates to come up with innovative solutions. Recognising and rewarding those who take initiative and act in a creative manner. Facilitating the institutionalisation of change initiatives.

Components of the leading others element of the CMU LDP

 Cooperating

 Persuading

 Resolving Conflicts/Negotiating

 Empowering

 Inspiring

 Political Savvy Leaders must maximize the potential of others and motivate them to attain shared goals. They must be able to manage individual and group performance with an understanding of group dynamics and team building. Leaders must actively listen and communicate effectively to persuade others and build consensus and trust. They should understand and be empathic toward individual’s emotions and needs and be able to resolve conflicts in a respectful manner.

Developing Others (N)

Communicating (K)

Interpersonal Awareness (L)

Motivating Others (M)

 Psychological Knowledge

 Social Orientation

 Social Perceptiveness

 Service Orientation

 Nurturing Relationships

Influencing (O)

 Interpreting the Meaning of Information for Others

 Assessing Others

 Coaching, Developing and Instructing

 Communicating with Coworkers

 Active Listening

 Facilitating Discussion

 Public Speaking

 Developing External Contacts

 Communicating Outside the Organization

 Knowledge of Principles of Learning

 Taking Charge

 Orienting Others

 Setting Goals for Others

 Reinforcing Success

 Developing and Building Teams

Leading

Others

Leading Others Dimension

K Communicating

K1 Communicating with Coworkers: Communicating information face-to-face, written, telephone or computer.

K2 Active Listening: Listening intently to what others are saying and asking for further details when appropriate.

K3 Facilitating Discussion: Promoting the involvement of various individuals and a norm of openness and collegiality during group discussions.

K4 Public Speaking: Vocalizing clearly, maintaining a comfortable pace, and using appropriate non-verbal behaviours during formal presentations. Utilizing visual aids during presentations. Engaging the audience and responding to questions from the audience.

K5 Developing External Contacts: Developing portfolio of external contacts within the professional community.

K6 Communicating Outside the Organization: Exchanging information with others outside the organisation (e.g., customers, other organisations).

L Interpersonal Awareness

L1 Psychological Knowledge: Knowledge of human behavior, mental processes, and individual and group performance.

L2 Social Orientation: Being comfortable interacting and working with others.

L3 Social Perceptiveness: Awareness and understanding of why others are reacting the way they are.

L4 Service Orientation: Actively seeking out ways to assist people in their duties.

L5 Nurturing Relationships: Building positive and cooperative working relationships with others. Maintaining relationships over time.

M Motivating Others

M1 Taking Charge: A willingness to initiate the activities of groups and lead others toward common goals.

M2 Orienting Others: Orienting new employees to provide an overview of the organisation and its policies, work rules, and job responsibilities. Reviewing current job assignments for existing employees to identify work experiences that will help the employee develop.

M3 Setting Goals for Others: Setting challenging but attainable goals for individuals and groups. Specifying actions, strategies and timelines necessary for goal attainment.

M4 Reinforcing Success: Measuring and tracking progress toward goals to evaluate individual and group performance and provide feedback. Rewarding positive work behavior to reinforce activities that are aligned with the goals of the work group and the organisation.

M5 Developing and Building Teams: Managing inertia and conflict during the formative stages of group functioning. Enhancing the performance of a group and the satisfaction of its members by promoting cooperation, trust, and confidence in the group.

N Developing Others

N1 Knowledge of Principles of Learning: Knowledge of learning theories and design of individual and group teaching plans.

N2 Interpreting the Meaning of Information for Others:

Translating or explaining information in a way that can be understood and used to support responses or feedback to others.

N3 Assessing Others: Evaluating the strengths and weaknesses of others’ efforts at learning or performing tasks.

N4 Coaching, Developing, Instructing: Coaching, teaching, and advising others to help them develop their knowledge and skills. Creating individual development plans. Selecting appropriate training courses to address developmental needs.

O Influencing

O1 Cooperating: Working well with others to jointly achieve goals.

O2 Persuading: Communicating with others to convince them to perform a task or approach something in a different manner.

O3 Resolving Conflicts / Negotiating: Dealing with complaints, resolving conflicts and grievances of others. Encouraging others to come together and reconcile differences.

O4 Empowering: Delegating authority and investing power in others.

O5 Inspiring: Convincing others to believe in the organization’s values and to act in accordance with those values.

O6 Political Savvy: Knowledge of the political climate and how decisions will be affected by the organisation’s culture.

Components of the self-management element of the CMU LDP

Self Management Dimension

“Good leaders know their own values, strengths, and limitations and are able to control their emotions and behaviors. They must strive for personal development by engaging in continuous learning and being willing to seek help when needed or admit when they have made a mistake. They should be able to adapt to stressful or dynamic situations and be able to maintain a balance between their work and non-work lives.”

P

Q

R S

T

P

Work Habits

P1 Time Management: Making good use of time by organizing, prioritising and scheduling tasks.

P2 Goal Orientation: Setting and attaining specific and challenging personal goals

P3 Organisation Skills: Organising responsibilities and performing them efficiently

P4 Work Ethic: Being diligent to ensure the successful completion of tasks

P5 Follow Through: Ensuring that you complete tasks you’ve agreed to take on

Q

Work Attitudes

Q1 Initiative: Initiating tasks and taking on new challenges.

379

Q2 Effort: Exerting yourself to complete tasks successfully and achieve goals.

302

Q3 Persistence: Enduring in your tasks despite challenges or difficulties.

Q4 Energy: Maintaining progress and enthusiasm throughout the completion of a task.

Q5 Optimism: Having a positive outlook about yourself and others.

R

Stress Management

R1 Self Control: Controlling your emotions even in difficult or challenging situations.

402

R2 Stress Tolerance: Remaining effective even when situations become stressful.

R3 Personal Resiliency: Withstanding and overcoming stressful situations

402

R4 Work/Life Balance: Achieving a healthy balance of work and leisure time

R5 Adaptability: Adapting to changing or dynamic situations

403

S

Self-Insight

S1 Self Confidence: Believing in yourself and your ability to perform successfully

S2 Self-Awareness: Honest Assessment of your success in learning or working activities. Knowing your strengths and weaknesses

360

S3 Self Reliance: Being able to work and think without the guidance or supervision of others

S4 Humility: Being able to have a realistic perspective of your worth and ability to admit mistakes

370

S5 Suspending Judgment: Stopping your personal beliefs and biases from overly influencing your decisions.

372-3

T

Learning

T1 Learning Strategies: Learning new techniques for self-development

T2 Intellectual Curiosity: Valuing learning and seeking situations to increase your knowledge.

T3 Continuous Learning: Keeping informed on updates in your profession and leadership in general.

T4 Seeking Feedback:

Willingness to seek feedback on your performance as a leader and to use the feedback to learn and grow as a leader.

• Enhancing Task Knowledge • Eliminating Barriers to Performance • Benchmarking • Strategic Task Management

Leaders use task-specific knowledge and experience to guide the group to attaining its goals.

Leaders must engage in problem solving, delegation, time and resource management, and eliminating barriers to performance.

Leaders also must strive for results and provide feedback to ensure effective contributions from all constituents

Managing Human

Resources (X)

Executing Tasks (U)

Solving

Problems (V)

Managing Information and

Material (W)

• Analytic Thinking • Analyzing Data • Mental Focus • Decision Making • Designing Work Systems

Enhancing Performance (Y)

• Managing Materials & Facilities • Managing Information Resources • Performing Administrative Activities • Maintaining Quality

• Task-Relevant Knowledge • Delegating • Attention to Detail • Coordinating Work Activities • Providing Feedback • Multi-Tasking

• Succession Planning/Recruiting • Personnel Decision Quality • Managing Personnel Policies • Maintaining Safety

Task management

Task Management Dimension

U Executing tasks

U1 Task-Relevant Knowledge: Knowledge of standard practices and procedures necessary to accomplish tasks.

U2 Delegating: Assigning tasks to the appropriate people based on knowledge of individuals, work processes, organizational planning and work group flow.

U3 Attention to Detail: Placing focus on the details of the task to be accomplished.

U4 Coordinating Work Activities: Coordinate the work-related activities necessary for task completion of all relevant constituents (both inside and outside of the group/organization). Adjusting your own plans in light of how others are acting or how the environment is changing.

U5 Providing Feedback: Providing both positive feedback and critiques, in a timely and constructive manner, to allow others to know how they are doing and improve on weaknesses.

U6 Multi-Tasking: Working on a variety of tasks simultaneously and shifting your resources between multiple systems when needed

V Solving Problems

V1 Analytic Thinking: Using existing information to logically evaluate situations and solve problems. Utilizing inductive and deductive logic to make inferences.

V2 Analyzing Data: Summarizing and making inferences from information through the application of statistics and qualitative analyses.

V3 Mental Focus: Concentrating and avoiding distractions when making sense of information that is not immediately coherent.

V4 Decision Making: Quickly prioritizing and evaluating the relative costs and benefits of potential actions needed to complete a task.

V5 Designing Work Systems: Designating the responsibilities of individual jobs and structuring the work of groups in organizations.

W Managing Information and Material Resources

W1 Managing Materials and Facilities: Monitoring the delivery, inventory and flow of materials using tracking systems as well as, identifying and designing facility location/layout to maximize productivity.

W2 Managing Information Resources: Understanding information needs and providing access to efficient tools for project management, data analysis, strategic planning, and process controls.

W3 Performing Administrative Activities: Approving requests, handling paperwork, and performing other daily administrative tasks. Entering, transcribing, recording, or storing either written or electronic information.

W4 Maintaining Quality: Evaluating materials and information produced against a set of standards through the use of measures of quality in order to track system and/or group progress.

X Managing Human Resources

X1 Succession Planning/Recruiting: Examining organizational structure to identify staffing issues needed to achieve strategic objectives. Attracting many qualified applicants for open positions within the organization..

X2 Personnel Decision Quality:

Making good personnel decisions by identifying and assessing the knowledge, skills, and experiences needed to successfully perform a role in the organization.

X3 Managing Personnel Policies: Developing and monitoring policies, programs, and procedures related to work practices and compensation.

X4 Maintaining Safety: Minimizing potential safety hazards and maintaining compliance with company policies, safety laws, and regulations.

Y Enhancing Performance

Y1 Enhancing Task Knowledge: Involving the group in discovering methods to enhance task performance and redirecting the group to achieve better task completion.

Y2 Eliminating Barriers to Performance: Identifying roadblocks and redundancies in work processes. Promoting improvements in task performance.

Y3 Benchmarking: Facilitating communication outside of the organization to identify and integrate the best practices in task design and performance

Y4 Strategic Task Management: Matching the appropriate people and resources in the organization to maximize task performance. Maintaining task performance through times of turbulence.