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A guide to Integrating The Leadership Experience 4th ed and vLeader 2007

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Title: A guide to Integrating The Leadership Experience 4th ed and vLeader 2007


1
Integrating Leadership Theory and Practice
through Computer-based Simulation
  • A guide to Integrating The Leadership Experience
    (4th ed) and vLeader 2007

John E. Dunning Troy University
2
Integration Discussion
  • Overview of vLeader 2007
  • The Fundamental Frameworks
  • The Leadership Scenarios
  • Strategy for Integrating vLeader 2007
  • Experiential Learning Stages
  • The Five Learning Cycles
  • Support for integration
  • Getting Started

3
The Fundamental Frameworks
  • The Communications Framework
  • The Leadership Framework
  • The Business Framework

4
The Fundamental Frameworks
  • The Communications Framework
  • Everything we say or do, either support, oppose
    or is neutral toward either people, ideas or both

5
How We Communicate in Virtual Leader
Support of a person I think you really get it
Keep going, youre on a roll
Opposition of a person I dont get where you a
re coming from Obviously, you werent very prep
ared for this discussion Neutral opinion of
a person Id like to hear what else you think
Can you go into some more detail? Dialogue
has been simplified by design
for ease of learning to think and lead others at
a strategic level the dialogue are sample exp
ressions of a positive/negative/neutral
statements
Personal Communication
Focus on a person positive neutral negative
6
Your Five Options
  • Before we speak,
  • we unconsciously choose to
  • Support/oppose person
  • Support/oppose an idea
  • Switch topics refocus the conversation
  • Ask a question or be neutral
  • Do nothing listen

Idea
support
oppose
support
oppose
How and when you interact and react will affect
the outcome
Page 5
7
The Fundamental Frameworks
  • The Leadership Framework
  • There are three core principles of leadership
    utilized to productively mobilize people to do
    the right work
  • Power
  • Tension
  • Ideas

8
Three-to-One Principles
Power
Formal Authority
Work
Work
Complete the Right Work
Groups Trust Opinion
Personal Influence
Ideas
Successfully Introduce Ideas
Ideas
Uncover Hidden Ideas
Prevent The Wrong Work
Tension
Relax
Moderate
Excite
9
Three-to-One Principles
  • Power
  • Those who exercise power well do the following
  • Partner with authority
  • Partner with competence
  • Introduce ideas
  • Challenge opponents
  • Confer credibility to another person

10
Three-to-One Principles
  • Ideas
  • To foster creativity and innovation leaders need
    to encourage active participation from all group
    members
  • Some strategies for generating ideas include
  • Significantly increasing or decreasing tension
  • Listen to the discordant voice
  • Listen to the quiet voice
  • Uncover underlying issues

11
Three-to-One Principles
  • Tension
  • Tension like stress needs to be moderated.
    Approaches to moderate tension can be associated
    with leadership styles
  • Directing (authoritative, telling, autocratic)
  • Participating ((selling, democratic,
    collaborative)
  • Delegating (hands off, laissez-faire)
  • A wide range of tactics support ways to increase
    of decrease tension, consistent with each
    leadership style

12
The Business Framework
  • Assess the situation and characters
  • Plan your work Work your plan
  • Strategies Tactics
  • Styles
  • Skills
  • Make decisions aligned with your strategic
    goals
  • Financial Performance
  • Customer Satisfaction
  • Employee Morale

13
The Business Framework
  • Focus on the right work, prevent the wrong work
  • Leaders will use their influence to implement
    decisions, facilitate change and pursue
    organizational goals
  • In a meeting they can focus on completing the
    right work by
  • Supporting it directly
  • Bringing in other people that support it
  • Oppose competing ideas
  • Keep tension at a productive levels
  • Avoid a false sense of accomplishment

14
The Business Framework
  • At the conclusion of every meeting the student is
    provided with reports on
  • Leadership effectiveness
  • Business Results that include
  • Employee Morale
  • Customer Service
  • Financial Performance
  • After meeting report (what others are saying)

15
The Leadership Scenarios
  • The simulation includes a series of practice
    meetings to learn the principles and five
    meetings to apply the principles
  • Meeting One Setting Expectations
  • Meeting Two Team Building
  • Meeting Three Challenging the Status-Quo
  • Meeting Four Merger of Cultures
  • Meeting Five Crisis Management

16
The Virtual Leader Perspective
  • These are not
  • real people
  • real meetings
  • real conversations
  • they dont talk like we do…..
  • dialogue is simplified to learn a New
    Perspective….
  • But they do have real opinions, agendas and
    strategies
  • However
  • Real scenarios do include the opinions,
    behaviors, agendas and strategies in Virtual
    Leader
  • Real characters are affected by the ideas and
    people involved in the discussion
  • Real conversations are supporting, opposing and
    neutral comments toward people and ideas

positive
negative
17
The Virtual Leader Perspective
  • You will learn to rise above the specifics of the
    conversation, whether it be verbal or written,
    and recognize
  • what ideas are being discussed
  • What opinion each person has of the ideas and
    each other
  • The more you focus on reactions, interactions,
    and behaviors, the more strategically and
    effectively you will be thinking

18
Meeting One - Setting Expectations
19
Meeting One Setting Expectations
  • Setting
  • Your first day in the office as a new manager of
    a Call Center
  • Things are not as they seemed
  • You should have asked more questions before
    taking the job
  • Your first meeting is with one of your
    subordinates
  • How do you set expectations?

20
Meeting Two - Team Building
21
Meeting Two Team Building
  • Setting
  • Your first staff meeting
  • You begin to realize the reasons for low morale
  • The Challenge
  • You have seemingly contradictory information from
    your direct reports and top management
  • How do you get everything moving forward and get
    buy into critical ideas?

22
Meeting Three - Challenging the Status Quo
23
Meeting Three - Challenging the Status Quo
  • Setting
  • You are in the conference room to discuss company
    plans that will impact your call center
  • The meeting is with your supervisor, the vice
    president and key staff members
  • The Challenge
  • Your boss has ideas that will perpetuate the
    current problems
  • How do you tell your boss that he is wrong
    without losing support?

24
Meeting Four Merger of Cultures
25
Meeting Four Merger of Cultures
  • Setting
  • You are a corporate retreat
  • You find out your company is going through a
    merger
  • You are the lowest ranking person in a room full
    of high powered opinionated people
  • Your Challenge
  • How do you influence the decision process with
    those who dont have the same priorities?

26
Meeting Five Crisis Management
27
Meeting Five Crisis Management
  • Setting
  • You are in the corporate headquarters
  • A fire destroyed a major part of company overseas
    operations
  • The future direction of the company is at stake
  • Your Challenge
  • How do you influence outcomes to ensure the truth
    is told to the press, and communicate a positive
    vision by encouraging a decision to rebuild and
    move the operation to the states?

28
Strategy for Integrating vLeader 2007
  • The Leadership Concepts and Theories discussed in
    The Leadership Experience, 4th Edition can be
    applied in the vLeader 2007 Scenarios
  • This Guide and associated presentations walks
    the instructor and student through the process

29
Strategy for Integrating vLeader 2007
  • The Four Stages of Experiential Learning
  • Conceptualize (review leadership theories)
  • Plan (strategies and tactics for each scenario)
  • Experience (scenario play)
  • Reflect (class discussion)
  • Integration of the text and simulation takes five
    experiential learning cycles

30
The Four Experiential Learning Stages
Conceptualize (Leadership Theories, Models and Pr
inciples)
Class Lecture and Discussion
Plan (Scenario Strategy Tactics) Team Discussi
ons
Reflect Team Class Discussion
Experience vLeader 2007 Simulation
31
The Five Learning Cycles
  • For each Experiential Learning Stage, there are
    Five Learning Cycles
  • Each cycle relates to a vLeader Scenario
  • Each cycle covers two classes and one on-line
    activity
  • Class Meeting
  • Discuss the leadership theories (Conceptualize)
  • Plan the application and strategy for the
    Simulation
  • On-line Activity
  • Complete the Simulation (Experience)
  • Class Meeting
  • Reflect on the key learning points through team
    and class discussion

32
Support for the Integration
  • This Guide provides
  • Chapter summaries relating key theories and
    concepts to scenario play
  • Sample syllabi with weekly activities
  • Presentations detailing five learning cycles
  • Learning Objectives
  • Text and vLeader cross reference
  • Planning strategies and tactics
  • Scenario play guidance
  • Reflection worksheets

33
Support for Integration
  • Purchase of vLeader 2007 includes the following
  • Pre-Work Folder
  • Background articles on the simulation
  • Planning worksheets
  • Simulator Deployment Folder
  • Facilitator slides and notes
  • Virtual Leader Workbook
  • Start-up instructions

34
Support for Integration
  • Purchase of vLeader 2007 includes the following
  • Extras Folder (Library)
  • Assessment questions
  • Competencies worksheets
  • Insiders Guide
  • Scenario videos
  • Technical support
  • Articles

35
Support for vLeader 2007
  • vLeader resources are available that focus on
    simulation and leadership principles. These are
    included with the purchase of the vLeader 2007
    CD-ROM
  • The Virtual Leader Workbook
  • The Virtual Leader Library
  • Articles

36
Getting Started
  • Load the vLeader 2007 CD-ROM
  • Review the following articles fro the Pre-Work
    Folder on the Virtual Leader CD-ROM
  • The New Core of Leadership http//simulearn.net/pd
    f/tdmarch03.pdf
  • Using Leadership to Implement Leadership
    http//simulearn.net/pdf/Using20Leadershipto20I
    mplement20Leadership.pdf
  • Review the Virtual Leader demo
    www.simulearn.net/leadershipsimulationsdemo.html

37
Getting Started
  • Complete the Self-Paced Introduction from the
    vLeader Workbook pages 1-8
  • Review Facilitator Slides and Notes
  • Provides insight to Scenario Play

38
Summary
  • vLeader 2007
  • Utilizes a communications, leadership and
    business framework
  • There are five leadership scenarios
  • Strategy for Integration
  • The text theories, concepts and models can be
    applied in the various scenarios
  • Integration will involve the four stages of
    experiential learning
  • Five learning cycles will be used to complete the
    integration

39
Cycle 1 (Scenario One)
  • Chapter 1 What Does it Mean to Be a Leader
  • Chapter 2 Traits, Behaviors, and Relationships
  • Meeting One Setting Expectations

John E. Dunning Troy University
40
Learning Objectives
  • Understand the full meaning of leadership and see
    the leadership potential in yourself and others
    (Ch 1)
  • Recognize the traditional functions of management
    and the fundamental differences between
    leadership and management (Ch 1)
  • Recognize autocratic versus democratic leadership
    behavior and the impact of each (Ch 2)
  • Understand how the theory of individualized
    leadership has broadened the understanding of
    relationships between leaders and followers (Ch
    2)

41
Learning Objectives
  • Experience Gained from Scenario One play
  • Recognize how to build partnerships for greater
    effectiveness
  • Recognize how to assimilation new leaders
  • Learn how to improving direct-report
    relationships
  • Recognize how active listening increases employee
    satisfaction/performance
  • Recognize how to foster creativity to increase
    productivity and business results

42
Experiential Learning
  • Stage One Conceptualize
  • Chapters 1 2
  • Stage Two Plan
  • Discuss Scenario One Strategies Tactics
  • Stage Three Experience
  • Play Scenario One Key Learning Points
  • Stage Four Reflect
  • Discuss scores and worksheets

43
Stage One - Conceptualize
  • Class Lecture and Discussion
  • Chapter 1 The Nature of Leadership
  • Exhibit 1.1 What Leadership Involves
  • Exhibit 1.3 Comparing Leadership Management
  • Chapter 2 Traits, Behaviors, Relationships
  • Autocratic versus Democratic Leadership
  • Exhibit 2.2 Leadership Continuum
  • Exhibit 2.5 Stages of Development of
    Individualized Leadership

44
Stage Two - Plan
  • Team Planning Meeting
  • Review the following handouts from the
    attachments
  • vLeader 2007 Suggestions Scoring Screens
  • List of vLeader Resources
  • Discuss Scenario One Strategies Tactics
  • Use Cycle 1 Scenario One Handout

45
Stage Three - Experience
  • Play Scenario One
  • Complete Scenario One Key Learning Points

46
Stage Four - Reflect
  • Team Discussion
  • Review and discuss individual scores
  • Compute team score
  • Discuss application of Exhibits 1.1, 2.2 and 2.5
    to Scenario One
  • Class Discussion
  • Review the recorded session on Scenario 1
    http//www.simulearn.net/video/Session
    1/index.html

47
Summary Cycle 1
Conceptualize (Chapters 1 2) Class Lecture and
Discussion
Plan (Scenario Strategy Tactics) Team Discussi
ons
Reflect Team Class Discussion
Experience Scenario One
48
Cycle 2 (Scenario Two)
  • Chapter 2 Traits, Behaviors, and Relationships
  • Chapter 3 Contingency Approaches
  • Chapter 4 The Leader as Individual
  • Meeting Two Team Building

John E. Dunning Troy University
49
Learning Objectives
  • Understand how the theory of individualized
    leadership has broadened the understanding of
    relationships between leaders and followers
    (reinforced) (Ch 2)
  • Understand how leadership is often contingent on
    people and situations (Ch 3)
  • Apply Hersey and Blanchards situational theory
    of leader style to the level of follower
    readiness (Ch 3)
  • Explain the path-goal theory of leadership (Ch 3)

  • Use the Vroom-Jago model to identify the correct
    amount of follower participation in specific
    decision situations. (Ch 3)
  • Apply the concepts that distinguish
    transformational from transactional leadership
    (Ch 4)

50
Learning Objectives
  • Experience Gained from Scenario Two play
  • Recognize how to find common ground with others
  • Recognize how to resolve conflict between two
    employees with different agendas
  • Recognize the need to form an alliance with
    individuals to focus on the right work

51
Experiential Learning
  • Stage One Conceptualize
  • Chapters 3 4
  • Stage Two Plan
  • Discuss Scenario Two Strategies Tactics
  • Stage Three Experience
  • Play Scenario Two Key Learning Points
  • Stage Four Reflect
  • Discuss scores and worksheets

52
Stage One - Conceptualize
  • Class Lecture and Discussion
  • Chapter 3 Contingency Approaches
  • Exhibit 3.4 Hersey Blanchards Situational
    Theory Exhibit 3.5 Leader Roles
  • Exhibit 3.6 Path Goal Situations Preferred
    Leader Behaviors
  • Exhibit 3.7 Vroom-Jago Contingency Model
  • Chapter 4 The Leader as individual
  • Discussion on Transactional Leadership

53
Stage Two - Plan
  • Team Planning Meeting
  • Discuss Scenario Two Strategies Tactics
  • Use Cycle 2 Team Planning Handout
  • From Chapter 2
  • Look for the Vertical Dyad Linkage and
    Leader-Member Exchange
  • From Chapter 3
  • Look for the application of the contingency
    models of leadership (Hersey Blanchard and
    Vrooms)
  • From Chapter 4
  • Look for evidence of Transactional Leadership

54
Stage Three - Experience
  • Play Scenario Two
  • Complete Cycle 2 - Scenario Two Key Learning
    Points

55
Stage Four - Reflect
  • Team Discussion
  • Review and discuss individual scores
  • Compute team score
  • Discuss individual assessments on the Key
    Learning Points
  • Class Discussion
  • Review the recorded session on Scenario 2
  • http//www.simulearn.net/Sessions/Session2/index.h
    tml

56
Summary Cycle 2
Conceptualize (Chapters 3 4) Class Lecture and
Discussion
Plan (Scenario Strategy Tactics) Team Discussi
ons
Reflect Team Class Discussion
Experience Scenario Two
57
Cycle 3 (Scenario Three)
  • Chapter 4 The Leader as Individual
  • Chapter 6 Courage and Moral Leadership
  • Chapter 7 - Followership
  • Meeting Three Challenging the Status-Quo

John E. Dunning Troy University
58
Learning Objectives
  • Apply the concepts that distinguish
    transformational from transactional leadership
    (reinforced) (Ch 4)
  • Apply the principles of stewardship and servant
    leadership (Ch 6)
  • Recognize your followership style and take steps
    to become a more effective follower (Ch 7)
  • Apply the principles of effective followership
    including responsibility, service, challenging
    authority, participating in change, and knowing
    when to leave. (Ch 7)

59
Learning Objectives
  • Experience gained from Scenario Three play
  • Apply the principles of managing up the
    organization
  • Understand how to empower others by asserting
    controversial but best ideas
  • Understand the technique of forming a team (an
    alliance) to increase productivity
  • Apply influence and persuasion to focus on the
    right priorities

60
Experiential Learning
  • Stage One Conceptualize
  • Chapters 4 6
  • Stage Two Plan
  • Discuss Scenario Three Strategies Tactics
  • Stage Three Experience
  • Play Scenario Two Key Learning Points
  • Stage Four Reflect
  • Discuss scores and worksheets

61
Stage One - Conceptualize
  • Class Lecture and Discussion
  • Chapter 4 The Leader as individual
  • Discussion on Transactional Leadership (review
    from previous assignment)
  • Chapter 6 Courage and Moral Leadership
  • Exhibit 6.5 The Continuum of Leader-Follower
    Relationships
  • Focus on Stage 2 Participation

62
Stage Two - Plan
  • Team Planning Meeting
  • Discuss Scenario Three Strategies Tactics
  • Use Cycle 3 Scenario Three Team Planning Handout
  • From Chapter 4
  • Look for evidence of Transactional Leadership
    What is the overall impact of supporting Rosa and
    Oli on the sales call idea
  • From Chapter 6
  • Look for evidence of Stage 2 (Corey) actions on
    the Continuum of Leader-Follower Relationships

63
Stage Three - Experience
  • Play Scenario Three
  • Complete Cycle 3 - Scenario Three Key Learning
    Points

64
Stage Four - Reflect
  • Team Discussion
  • Review and discuss individual scores
  • Compute team score
  • Discuss individual assessments on the Key
    Learning Points
  • Class Discussion
  • Review the recorded session on Scenario 2
  • http//www.simulearn.net/Sessions/Session2/index.h
    tml

65
Summary Cycle 3
Conceptualize (Chapters 4 6) Class Lecture and
Discussion
Plan (Scenario Strategy Tactics) Team Discussi
ons
Reflect Team Class Discussion
Experience Scenario Thee
66
Cycle 4 (Scenario Four)
  • Chapter 7 Followership
  • Chapter 9 Leadership Communication
  • Chapter 10 Leading Teams
  • Meeting Four Merger of Cultures

John E. Dunning Troy University
67
Learning Objectives
  • Apply the principles of effective followership
    including responsibility, service, challenging
    authority, participating in change, and knowing
    when to leave. (Reinforced) (Ch 7)
  • Use key elements of effective listening and
    understand why listening is important to leader
    communication (Ch 9)
  • Use communication to influence and persuade
    others (Ch 9)
  • Effectively communicate during times of stress or
    crisis (Ch 9)
  • Handle conflicts that inevitably arise among
    members of a team. (Ch 10)

68
Learning Objectives
  • Experience gained from Scenario Four play
  • Adapt to and assess new priorities
  • Assimilate new leadership
  • Use conflict management techniques
  • Influence and persuade the group to focus on the
    right priorities
  • Manage tension to productive levels

69
Experiential Learning
  • Stage One Conceptualize
  • Chapters 6, 7, 9 10
  • Stage Two Plan
  • Discuss Scenario Four Strategies Tactics
  • Stage Three Experience
  • Play Scenario Four Key Learning Points
  • Stage Four Reflect
  • Discuss scores and worksheets

70
Stage One - Conceptualize
  • Class Lecture and Discussion
  • Chapter 6 Courage and Moral Leadership
  • Exhibit 6.5 The Continuum of Leader-Follower
    Relationships
  • Focus on Stage 3 Empowerment
  • Chapter 7 Followership
  • Review strategies for managing up
  • Exhibit 7.3 Ways to Influence Your Leader

71
Stage Two - Plan
  • Team Planning Meeting
  • Discuss Scenario Four Strategies Tactics
  • Use Cycle 4 Scenario Four Team Planning Handout
  • From Chapter 6
  • Look for evidence of Stage 3 (Corey) actions on
    the Continuum of Leader-Follower Relationships
  • From Chapter 7
  • Look for opportunities to manage up
  • These include generating new ideas, building
    factions and partnering with authority,
    challenging your managers ideas without
    alienating him, and passing ideas to support
    organizational goals.

72
Stage Three - Experience
  • Play Scenario Four
  • Complete Cycle 4 - Scenario Four Key Learning
    Points

73
Stage Four - Reflect
  • Team Discussion
  • Review and discuss individual scores
  • Compute team score
  • Discuss individual assessments on the Key
    Learning Points
  • Class Discussion
  • Review the recorded session on Scenario 3
  • http//www.simulearn.net/Sessions/Session4/index.h
    tml

74
Summary Cycle 4
Conceptualize (Chapters 6 7) Class Lecture and
Discussion
Plan (Scenario Strategy Tactics) Team Discussi
ons
Reflect Team Class Discussion
Experience Scenario Four
75
Cycle 5 (Scenario Five)
  • Chapter 9 Leadership Communication
  • Chapter 10 Leading Teams
  • Chapter 12 Leadership Power and Influence
  • Meeting Five (Crisis Management)

John E. Dunning Troy University
76
Learning Objectives
  • Use communication to influence and persuade
    others (Reinforced) (Ch 9)
  • Effectively communicate during times of stress or
    crisis (Reinforced) (Ch 9)
  • Use power and politics to help accomplish
    important organizational goals (Ch 12)
  • Identify types and sources of power in
    organizations and how to increase power through
    political activity (Ch 12)

77
Learning Objectives
  • Experience gained from Scenario Five play
  • Influence and persuade the group to focus on the
    right priorities
  • Manage tension to productive levels
  • Use conflict resolution strategies

78
Experiential Learning
  • Stage One Conceptualize
  • Chapters 9, 10 12
  • Stage Two Plan
  • Discuss Scenario Five Strategies Tactics
  • Stage Three Experience
  • Play Scenario Five Key Learning Points
  • Stage Four Reflect
  • Discuss scores and worksheets

79
Stage One - Conceptualize
  • Class Lecture and Discussion
  • See Guide pages 15-19
  • Chapter 9 - Leadership Communications
  • Review discussion on non-verbal communications
  • Chapter 10 Leadership Power Influence
  • Exhibit 10.6 A Model of Styles to Handle
    Conflict

80
Stage One - Conceptualize
  • Class Lecture and Discussion
  • Chapter 12 Leadership Power Influence
  • Exhibit 12.2 - Five Types of Leader Power
  • Exhibit 12.3 Responses to the Use of Power
  • Exhibit 12.6 Seven Principles for Asserting
    Leader Influence

81
Stage Two - Plan
  • Team Planning Meeting
  • Discuss Scenario Five Strategies Tactics
  • Use Cycle 5 Scenario Five Team Planning Handout
  • From Chapter 9
  • Use concepts of effective listening and
    notn-verbal communication
  • From Chapter 10
  • Review your balance between assertiveness and
    cooperativeness to resolve conflict and reach a
    collaborative solution

82
Stage Two - Plan
  • Team Planning Meeting
  • From Chapter 12
  • Observe your use of position power and personal
    power and how this impacts group opinion and
    personal influence
  • Observe the results on vLeader Screens 2, 4 7

83
Stage Three - Experience
  • Play Scenario Five
  • Complete Cycle 5 - Scenario Five Key Learning
    Points

84
Stage Four - Reflect
  • Team Discussion
  • Review and discuss individual scores
  • Compute team score
  • Discuss individual assessments on the Key
    Learning Points
  • Class Discussion
  • Review the recorded session on Scenario 5
  • http//www.simulearn.net/Sessions/Session5/index.h
    tml

85
Summary Cycle 5
Conceptualize (Chapters 9, 10 12) Class Lectur
e and Discussion
Plan (Scenario Strategy Tactics) Team Discussi
ons
Reflect Team Class Discussion
Experience Scenario Five
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