LEADERSHIP Project Management and Leadership 2017

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1 LEADERSHIP Project Management and Leadership 2017

3 When the best leader's work is done the people say: We did it ourselves. Lao Tzu (604BC 531BC) A lot of times, people don't know what they want until you show it to them Steve Jobs ( )

4 LEADERSHIP 1. Is a process 2. Involving influence 3. That occurs in a group context 4. Is directed towards goal attainment (mod. NORTHOUSE 2004)

5 LEADERSHIP An influence process generated when acts of leading (e.g. influencing) are combined with acts of following as individuals work together to attain mutual goals. LEADING LEADERSHIP INFLUENCE OUTCOMES FOLLOWING (mod. UHL-BIEN et al. 2013, p.282)

6 FOLLOWERSHIP A process through which individuals choose how they will engage with leaders to co-produce leadership and its outcomes. FOLLOWER ROLE ORIENTATION is defined as the beliefs followers hold about the way they should engage and interact with leaders to meet the needs of the work unit. (UHL-BIEN et al. 2013, p )

7 PROACTIVE BELIEFS PASSIVE BELIEFS FOLLOWERSHIP CLIMATE vs. BELIEFS AUTHORITARIAN EMPOWERING Passive followers act as traditional obedient followers Passive followers experience stress Proactive followers act passively, but this creates dissonance and dissatisfaction Proactive followers act as constructive partners in coproducing leadership (UHL-BIEN et al. 2013, p )

8 LOW CRITICAL THINKING HIGH FOLLOWERSHIP THINKING vs. PARTICIPATION PASSIVE PARTICIPATION ACTIVE ALIENATED FOLLOWERS EFFECTIVE FOLLOWERS SHEEP YES PEOPLE (KELLEY 1988)

9 LOW RELATIONSHIP INITIATIVE HIGH FOLLOWERSHIP RELATIONS vs. PERFORMANCE POLITICIAN PARTNER SUBORDINATE CONTRIBUTOR LOW PERFORMANCE INITIATIVE HIGH (ROSENBACH et al. 2012)

10 ALL CULTURES CONVERGE ON DECISIVENESS and FORESIGHT (+) IRRITABILITY and RUTHLESSNESS (-)

11 HIGHLIGHTS: 1. LEADERSHIP IS AN INFLUENCE PROCESS 2. LEADERSHIP NEEDS FOLLOWERSHIP TO EXIST 3. EVERYONE LIKES DECISIVE LEADERS WITH FORESIGHT

12 ALL LEADERS NEED TO REMEMBER THE SIX CONDITIONS: 1. REAL TEAM 2. COMPELLING PURPOSE 3. RIGHT PEOPLE 4. CLEAR NORMS OF CONDUCT 5. SUPPORTIVE CONTEXT 6. COMPETENT COACHING THE THREE PROCESSES: 1. A TEAM S LEVEL OF EFFORT 2. APPROPRIATENESS OF STRATEGIES 3. DEGREE OF USING COMPETENCIES (HACKMAN 2011, p.163)

13 QUALITIES OF EXCELLENT LEADERS 1. KNOWLEDGE OF THEORY 2. PRACTICAL SKILLS 3. EMOTIONAL MATURITY 4. PERSONAL COURAGE (HACKMAN in MESSICK & KRAMER 2005, pp )

14 TO FACE THE REALITY OF ORGANIZATIONAL LIFE 1. Stop confusing the normative with the descriptive 2. Watch actions, not words 3. Sometimes you have to behave badly to do good 4. Know the environment you are in 5. Stop the either-or thinking 6. Forgive, but remember (PFEFFER 2015, pp )

15 HIGHLIGHTS: 4. REMEMBER RULE 5. MATURE 6. FACE THE REALITY

16 IMPRESSION MANAGEMENT a conscious or subconscious process in which people attempt to influence the perceptions of other people about a person, object or event. They do so by regulating and controlling information in social interaction.

17 The Tourist (2010)

18 NONVERBAL COMMUNICATION NONVERBAL COMMUNICATION Communication through sending and receiving wordless cues. Body language (kinesics) Distance (proxemics) Physical environments/appearance Voice (paralanguage) Touch (haptics) Chronemics (the use of time) Oculesics (eye contact, frequency of glances, blink rate, VDR, etc.)

19 NONVERBAL COMMUNICATION ACTING AND SPEAKING WITH POWER* Set the stage play a role Take your time in responding Express anger to create a high-status image Use humor only when you have established your competence Interrupt and be not interrupted Use short, forceful gestures *Use at your own risk (PFEFFER 2010, p )

20 NONVERBAL COMMUNICATION NONVERBAL EXPRESSION OF POWER (BELIEFS) Touch themselves less, touch others more Use more arm and hand gestures Have closer interpersonal distances Are more expansive in their body positions and movements Interrupt more during speaking Use more filled pauses (such as umm and ahh) Are more expressive Gaze more overall Have more postural relaxation Smile less (CARNEY et al. 2005, pp )

21 NONVERBAL COMMUNICATION NONVERBAL EXPRESSION OF ACTUAL POWER Open position Interpersonal distance (negative) Facial expressiveness Loudness Successful interruptions Vocal variability (negative) Posed emotion encoding (HALL et al. 2005, pp )

22 NONVERBAL COMMUNICATION NONVERBAL BEHAVIOR IN A JOB INTERVIEW Nonverbal behavior (NVB) is important Positive NVB correlates with positive evaluation by a recruiter Eye contact, gazing and smiling are ambiguous Speaking time: Conscientiousness/Intelligence controversy (mod. KOSTIC 2015, p )

23 NONVERBAL COMMUNICATION YOUR POSTURE MATTERS Sitting in an upright posture induces pride (STEPPER & STRACK 1993) Hunched physical postures elicit feelings of helplessness (RISKIND & GOTAY 1982) Fist clenching increases men s self-ratings on power-related traits (SCHUBERT & KOOLE 2009) Expansive (versus contractive) postures leads to increases in pain tolerance (BOHNS & WILTERMUTH 2011), stress resilience (CARNEY et al. 2014) and in job interview performance (CUDDY et al. 2014). (mod. HALL et al. 2015, p.325)

24 HIGHLIGHTS: 7. NONVERBAL DISPLAYS OF POWER CAN CAUSE MENTAL AND BODILY CHANGES

25 LEADERSHIP IN SCIENCE

26 LEADERSHIP IN SCIENCE LEADING IS HARD IN SCIENCE [The] combination of science, an oblique and unpredictable activity, and scientists, highly trained solo contributors who are also human beings, is notoriously hard to lead well. Few are able to strike that balance without making painful mistakes. (SAPIENZA 2004, p.4)

27 LEADERSHIP IN SCIENCE AN EFFECTIVE LEADER A person who is capable of developing and maintaining an enthusiastic, energetic, and creative group of scientists and of administering the laboratory or research-and-development (R&D) organization successfully. A good manager must always be a good leader. (mod. SAPIENZA 2004, p.3-4)

28 LEADERSHIP IN SCIENCE EFFECTIVE LEADERS ARE DESCRIBED AS 1. Caring, compassionate, supportive, enthusiastic, motivating (31%) 2. Possessing managerial skills, such as communicating effectively and listening well, resolving conflict, being organized, holding informative meetings (26%) 3. Being a good role model, mentor, and coach (17%) 4. Being technically accomplished to lead a scientific effort (15%) (SAPIENZA 2004, p.7-8)

29 LEADERSHIP IN SCIENCE WORST LEADERS IN SCIENCE ARE 1. Publicly humiliating subordinates, abusive, providing only negative feedback (20%) 2. Unable to deal with conflict (17%) 3. Selfish, exploitive, dictatorial, or disrespectful (16%) (SAPIENZA 2004, p.5)

30 HIGHLIGHTS: IN SCIENCE 8. LEADERS IN SCIENCE ARE STILL EXPECTED TO BE LEADERS

Never document again: Patient refuses Chaplain or Social Work visit

04/991 Chaplain Gordon Robertson, LBSW, BCC Houston Hospice - Texas Medical Center 1905 Holcombe Blvd. Houston, Texas 77030 Never document again: Patient refuses Chaplain or Social Work visit Patient has