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Leadership

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10million growth 2004-2054 ageing UK population. Global economic integration ... Leadership is an exercise in deliberate, planned discontinuity. ... – PowerPoint PPT presentation

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Title: Leadership


1
Leadership Vision
  • Robin Middlehurst
  • University of Surrey
  • Leadership Foundation

2
Outline
  • Your context
  • Wider context for HE
  • Leadership and Vision do they matter?
  • Leadership vision meaning, purpose, links
  • Your role as leaders leadership in action

3
Your context (1) leadership challenges
  • Academic challenges
  • Renewing changing curricula
  • Differentiating programmes
  • Setting academic quality standards
  • New directions for research
  • External liaison partnership building
  • Managerial challenges
  • Acquiring resources
  • Internal re-structuring
  • Engaging colleagues with vision strategy
  • Setting performance standards
  • Leading internal change
  • .

4
Your context (2)leadership challenges
Intellect
Political skills
Negotiation skills
Decision-making skills
Communication skills
Influencing skills
People-management relationship skills
Analysis problem-solving skills
Change management skills
Business commercial skills
Personal integrity flexibility
Results-oriented
5
Long-term trendsUK HE
  • Rapid demographic change
  • est. 10million growth 2004-2054 ageing UK
    population
  • Global economic integration
  • massive shift in balance of world economic power
    forecast (Brazil, Russia, India, China to
    overtake G6 by 2040)
  • Faster innovation technological change
  • UK needs to improve skills, stimulate innovation
    foster enterprise (Porter)
  • Pressure on resources global climate
  • US EU 10 of world population, 38 of CO2
    emissions
  • Global uncertainty
  • Poverty, environmental degradation despair are
    destroyers of people, societies, nations
    (Powell)

6
Do leadership vision matter?
7
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11
Research evidence
  • Leaders affect.
  • financial indicators of performance
  • organizations interpersonal climate
  • satisfaction mental well-being of those they
    lead
  • Poor leaders
  • can drive skilled motivated people out
  • People believe
  • that leaders have control, influence events
  • but leaders actions only explain 10 of
    performance differences
  • Best leaders
  • Take charge, but have appropriate humility
  • (Pfeffer Sutton, 2006)

12
What is leadership? What is vision? How are
they linked?
13
Leadership is...
  • The management of attention
  • creating a compelling vision
  • The management of meaning
  • communicating a vision to produce action
  • The management of trust
  • which demands consistency
  • The management of self
  • which requires self understanding, resilience and
    persistence

Bennis, 1994
(Bennis)
14
VIM Leadership
  • Vision
  • Creating meaning through imagery
  • Seeding ideas and testing them
  • Sculpting the skills
  • Inspiration
  • Building trust
  • Engaging and uniting
  • Repeating and reinforcing
  • Momentum
  • Encouraging initiative
  • Galvanising Progress
  • Clearing the way

Landsberg, 2000
(Landsberger)
15
Defining leadership
  • Managers are people who do things right leaders
    are people who do the right things. Only when
    the two converge is an ambitious change agenda
    realisable.
  • Leadership is an activity that seeks to alter the
    consciousness and/or behaviour of a group or
    another individual if successful, it results in
    those being led moving from one position to
    another, spatially, intellectually, emotionally,
    etc.
  • Leadership is an exercise in deliberate, planned
    discontinuity.

Alan Gilbert, President, Univ. of Manchester
16
What is Vision?
  • A graphic image of the future to clarify goals
  • A means of engaging people with an agenda
  • A way of signalling direction of travel
  • A means of achieving focus communicating
    strategic intent
  • A means of encapsulating what is important or
    significant
  • A way of capturing purpose and values
  • .

17
Is vision enough?
  • Vision without action is a daydream,
  • action without vision is a nightmare
  • (adapted from Japanese proverb)

18
Your leadership roles Leadership in action
19
  • Credibility

20
Why should I follow you?
Motives if I dont trust your motives, nothing
else matters Values I want to be led, if at
all, only by a person of principle, not someone
driven by expediency
after David Maister
21
Why should I follow you?
  • CompetenceWhat is your track record of coming
    up with new ways of doing things?
  • StyleI will not accept your guidance and
    critique unless you are supportive and
    encouraging - on the other hand you will also
    need to be continually demanding and stretching
    me

after David Maister
22
Credibility dimensions
  • Using depth breadth of knowledge, experience
    achievements to operate as a major
    decision-making force
  • Gaining attention, support backing of peers
    through ability to command respect
  • Prominence in peer group through force of
    personality
  • Reputation as a dependable colleague

23
  • Capability

24
Capability dimensions
  • Seeing the future
  • Decision-making
  • Planning the way ahead
  • Managing implementation
  • Optimising team effectiveness
  • Creating organisational influence

Azure
25
  • Character

26
Character Dimensions
27
  • Career Tactics

28
Career Tactics
  • Managing the politics of organisational life
    constructively to advance relevant agendas
  • Gauging the organisational mood shrewdly in the
    timing of interventions
  • Maximising personal effort time through
    managing the art of the possible
  • Shifting tactics to meet stakeholder requirements
  • Retaining composure managing emotions

29

A leader is best When people barely know he
exists. Not so good when people obey and acclaim
him. Worst when they despise him. Fail to honour
people and they fail to honour you But of a
good leader, who talks little, When his work is
done, his aim fulfilled, They will all say, We
did this ourselves.
(Lao Tzu, 6th century BC)
30
Creating the freedom to lead
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