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CHAPTER 11 STRATEGIC LEADERSHIP Creating a Learning Organization and an…
CHAPTER 11
STRATEGIC LEADERSHIP
Creating a Learning Organization and an Ethical Organization
Leadership: Three Interdependent Activities
Setting a Direction
Designing the Organization
Nurturing a Culture
Elements of
effective leadership
Overcoming Barriers to Change
Organizations at all levels are prone to inertia and are slow to learn, adapt, and change because
Vested interests in the status quo - risk-averse and resistant to change
Systematic barriers
Behavioral barriers
Political barriers
Personal time constraints
Using Power Effectively
Organizational bases of power
Legitimate power
Reward power
Coercive power
Information power
Personal bases of power
Referent power
Expert power
Emotional Intelligence: A Key Leadership Trait
Three broad sets of capabilities (traits) of successful leader
Technical skills
Cognitive abilities
Emotional intelligence
Five components of EI
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
Traits of ineffective leader, not recommended
Allow passion to close their minds to other possibilities
Over-identify with others or confuse empathy with sympathy
Create a culture of fear and micromanagement
Become overly critical
Creating a Learning Organization
5 Key Elements
Inspiring and Motivating People with a Mission or Purpose
Empowering Employees at All Levels
Accumulating and Sharing Internal Knowledge
Gathering and Integrating External Information
Challenging the Status Quo and Enabling Creativity
Creating an Ethical Organization
4 elements to become a highly ethical organization
Role models
Corporate credos and codes of conduct
Reward and evaluation systems
Policies & procedures