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POSTHEROIC LEADER: A NEW DEFINITION OF LEADERSHIP

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Leader must create a team of key subordinates jointly responsible for department ... Leader must develop subordinates' abilities to share management of units ... – PowerPoint PPT presentation

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Title: POSTHEROIC LEADER: A NEW DEFINITION OF LEADERSHIP


1
POSTHEROIC LEADER A NEW DEFINITION OF LEADERSHIP
  • HDCS 4393/4394 InternshipDr. Shirley Ezell

2
Introduction
  • Leadership watchers have observed a fundamental
    reorientation away from the heroic model and an
    alteration in leadership focus.
  • Shared responsibility and control have taken the
    place of the individual hero carrying the
    burden alone.

3
Introduction (Cont.)
  • This leadership style has some critical
    components
  • Leader must believe in the concept.
  • Leader must create a team of key subordinates
    jointly responsible for department success.
  • Manager must work to develop management
    responsibility in subordinates.
  • Leader must develop subordinates abilities to
    share management of units performance.

4
I. Model is Manager as Developer
  • Model is based on premise that skills have to be
    learned.
  • Common goals must be accepted.
  • When expectations change, the norms must be
    modified.
  • Over time a team can be built.
  • The image of the leader is like a coach, working
    hard to bring the team along.

5
A. How Does it Work?
  • Leader drops mindset of total personal
    responsibility.
  • Leader thinks how can a problem be solved in a
    way that further develops my subordinates
    commitment and capabilities.
  • Leader throws some problems back to subordinates.
    Example I think you have a good handle on the
    difficulty, so why dont you take a first cut and
    come back in 2 days?

6
B. Benefits of the Manager as Developer
  • Chance is increased that tasks will be
    accomplished at a high level of quality.
  • Task Excellence is generally a result because
    members are more likely to seize new
    opportunities as they develop. They uncover
    problems and difficulties early, and share
    expertise and feel committed to make it happen.
  • Organizations have a high rate of change and this
    provides increased opportunities for innovation.

7
B. Benefits of the Manager as Developer
  • Responses to new conditions are quicker.
  • Members operating with this model are often aware
    of problems before the leader.
  • Members are often interface with clients,
    suppliers, and other units and get ideas.
  • Developer leadership approach causes increased
    feelings of responsibility.
  • Overall results show increased subordinate
    motivation.

8
C. Model in Action
  • This model can fail when members do not have
    managerial skill and technical knowledge.
  • It can help members anticipate problems of
    coordination and over time responsiveness
    increases as members strive for excellence.
  • Results often show that responsibility develops
    best when people can exert influence.

9
C. Model in Action (Cont.)
  • There must be continuous development of
    individual skills. Examples are using university
    executive programs to train individuals, use of
    taskforces and permanent lateral moves of
    employees to different geographical locations.
  • And it must balance organizational and individual
    needs.
  • Must determine and build a common department
    vision.

10
C. Model in Action (Cont.)
  • Need interactions among all 3 components
  • A. Leader must help group function better.
  • B. Group develops trust and maturity.
  • C. Members pulling together strengthen vision.
  • Key Concept The unusual thing about manager as
    developer is the model is both the description of
    the state and the description of how to achieve
    the state.
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