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How do managers acquire the power needed for leadership?Làm thế nào người quản lý có được quyền lực lãnh đạo?. How do managers acquire the power needed for leadership?Làm thế nào người q

Hội Thảo Kỹ Năng Quản Lý

Workshop on Management and Leadership

Bui X Tung

Shidler College of Business University of Hawaii, USA

Outline (Nội dung)

 Leadership and Influence

 Decision making and problem solving

 Change Management

 Human Resource Management

 Empowerment and persuasion

 Planning, time management, delegation

 Recruitment, retention and personnel development

 Negotiation

(Đội ngũ tham gia soạn thảo)

 Elaine Bailey, University

 Kem Lowry, Uni of Hawaii

 Deb Fennell, Dart Energy

 Thomas Little, Inc

Part I Leadership and Influence

(Kỹ Năng Quản Lý

& Ảnh hưởng)

Our Agenda

(Nội dung)

 Learning to understand the effect of paradigms on persons,

organizations and cultures and how they frame the conceptions

of leadership

 Distinguishing between “Transactional” and

“Transformational” leadership paradigms

 Demonstrating the effect of paradigms and style on one’s

conception of leader effectiveness and organizational

effectiveness

Leadership as a Democratic Ideal

(Kỹ năng quản lý theo quan niệm dân chủ)

concept of a free and responsible citizenry participating in accountable ways to

advance the individual and common well

being

citizenry?

Transformational Leadership

(Kỹ năng quản lý chuyển hoá)

 Transformational Leadership emerged with its

emphasis on change and forward movement and the development of followers as full human beings

 Three Approaches

1 Burns, Kotter, and Kouzes and Posner, propose the leader is

to develop a vision and to align constituents and followers around that vision through the use of persuasive

communication, inspiration, and empowerment

2 Heifetz and Laurie, Lipman-Blumen, sees leader’s role as

tapping into the collective wisdom of the group to co-create

a shared vision, create connections between personal

Principled Centered / Servant Leadership

( Lãnh đạo theo nguyên tắc trung/ Lãnh đạo theo Tinh thần

phục vụ )

 A third school of contemporary leadership

 Covey’s theory of Principle-Centered Leadership

 Greenleaf’s concept of Servant Leadership

 Return to leadership’s historic roots as an ethical discipline

 Growing recognition that modernization does not automatically lead to human progress in the form of greater freedom, justice and equality

 Greenleaf proposes true leaders are first attracted to a moral cause and become leaders in service to that cause Their responsibility

as leaders is to serve the needs of their followers.

The “Learning” Leader

(Người quản lý luôn học hỏi, tiếp thu)

 1990s, Peter Senge, in the Learning Organization

proposes:

 organizations must engage in continuous learning to keep pace

with global change

 learning disabilities prevent most organizations from

accomplishing effective learning and leadership

 proposed methods for overcoming these disabilities include

 see organizational patterns and relationships,

 question the deeply held assumptions that underlie organizational practice,

 seek systemic solutions to problems, rather than blame targets

Emerging Leadership and Global Awareness

(Kỹ năng quản lý & Nhận thức chung)

 Requires leaders to confront the issues of freedom, equality

and justice on a massive scale in pluralistic and diverse

nations and organizations

 Diffuse technology and the growth of global corporations can

promote human well-being or create new levels of disparity that contribute to poverty, poor health, and global conflict

 Ethical choices that leaders make have repercussions for eras

to come

New Leadership Options

(Những kỹ năng quản lý mới)

 Leadership must emphasize talent and environment by:

 Creating a learning environment

 Reducing fear that interferes with collaboration and

communication

 Diversified where people value difference as competitive advantage

 See problems as opportunities

 Leverages the organization mission and manages talent

Your Paradigmatic Options (Lựa chọn cho bản thân một kiểu quản lý)

 What are your assumptions about leadership and its

competitive strategic advantage?

 What are the opportunities your assumptions bring to the

leadership and the organizational situation?

 How will you be able to solve problems more

effectively better using your paradigm?

When YOUR Paradigm Is Not THEIR

Paradigm

(Khi kiểu quản lý của bạn không phù hợp với những người

khác)

There Are Three Kinds Of People in

Leadership

(Có 3 mẫu người lãnh đạo)

 Those who MAKE things happen

 Those who WATCH things happen

 Those who WONDER what happened

Builds enduring value & greatness through a

blend of personal humility and

professional will

LEVEL 4 EFFECTIVE LEADER

Catalyzes commitment

to and vigorous pursuit

of a clear and

LEVEL 3 COMPETENT MANAGER

Organizes people/resources toward effective and efficient pursuit of predetermined goals

LEVEL 2 CONTRIBUTING TEAM MEMBER

Contributes personal capabilities to achievement of

Matching Style and Group Maturity

Work Task Resource Use

ADVISE

SHOW

1 2

3 4

What do we need to improve as

leaders?

(Với vai trò là một người lãnh đạo cần cải thiện những

gì?)

“Leaders bring people together to

make things happen …

and do ”

Building Effective Business

HOW DO YOU MAKE A DIFFERENCE…

(Làm thế nào để tạo ra sự thay đổi…)

I Now…

A Leadership Formula

(Công thức Quản lý)

B = C + E + A

The Leadership Goal

(Mục tiêu quản lý)

its ability to create in the business system the drive and commitment

to achieve real, tangible value for all of the business’ customers

through all of the business’

processes, services and products

and the people who operate them ”

Facing the Future

(Định hướng trong tương lai)

How do you build a balanced environment achieving both business

Your Leadership

Strategy

(Chiến lược quản lý)

What steps will you take to apply the

principles from this seminar to your

organization to achieve your balanced

leadership system potential?

Don Shula’s C.O.A.C.H.-ing Rules

(Các nguyên tắc C.O.A.C.H.-ing của Don Shula)

• Overlearning: practice for perfection

• Audible-ready: change when needed

• Consistency: predictable performance

The Model?

(Chọn mô hình nào?)

The Coach

The Leader’s Six

3 Design and articulate

a plan for success

4 Give clear, creative, consistent feedback on performance

5 Lead by example

6 Create a credible environment that builds confidence &

enthusiasm

 Challenge the person to rise to the level of your

performance vision and behavior expectation

 Guide the performance effort

 Change what the person sees and believes about the significance of his or her performance and contribution

2 Set and Communicate Priorities and

Responsibilities

(Đặt ra các ưu tiên và trách nhiệm và chuyển tải chúng)

 Each person needs to know:

1 What you expect.

2 How he or she might operate in achieving the

goals.

3 Who and what can help is available.

4 What are the rules for success.

5 How to judge progress and success.

3 Design and articulate a SMARTO

plan for success

(Xây dựng và trình bày kế hoạch SMARTO)

Establish priorities that are…

 Specific and clear

4 Give clear, creative, consistent

feedback on performance

(Có phản hồi rõ ràng, đồng nhất, sáng tạo về việc thực hiện

công việc)

 Agree on what you both expect

 Let the person perform “don’t hover”

 Encourage and monitor the progress

according to agreed criteria and the person’s

need

 Check the “numbers”

 Celebrate the person’s success

6 Create a credible environment that builds

confidence & enthusiasm

(Tạo một môi trường làm việc đáng tin cậy tăng cường niềm tin và

lòng nhiệt tình của nhân viên)

 Positives promote Performance – the team with the best players almost always win

 Build momentum – Encourage BHAGS

 Grow “GO” options

 Don’t treat everyone the same – be fair

and particular with the differences you discover and that they earn and deserve

 Celebrate Success

 Positives promote Performance – the

team with the best players almost always win

 Build momentum – Encourage BHAGS

 Grow “GO” options

 Don’t treat everyone the same – be fair

and particular with the differences you discover and that they earn and deserve

 Celebrate Success

The Leader’s Charge (Trách nhiệm của người lãnh đạo)

 “Fill the mind, spirit and behavior of your people with the belief that you are about a serious and worthy endeavor… and make

it so.”

T Little

Part II Power and Politics

Power and Politics

Power and Politics

What is power?

(Định nghĩa quyền lực)

 Get someone to do something you want done.

 Make things happen in the way you want.

 What you have when you exercise power.

 Expressed by others’ behavioral response to your exercise of power.

What is power?

(Định nghĩa quyền lực)

 Derives from organizational sources.

 Types of position power.

 Success in accessing and utilizing rewards

depends on manager’s skills.

 Availability varies from one organization and manager to another.

What is power?

(Định nghĩa quyền lực)

 Also known as formal hierarchical authority.

 The extent to which a manager can use

subordinates’ internalized values or beliefs that the “boss” has a “right of command” to control their behavior.

 If legitimacy is lost, authority will not be

accepted by subordinates.

 Places an individual in the position of:

 Influencing how inputs are transformed into outputs.

 Controlling the analytical process used to make choices.

What is power?

(Định nghĩa quyền lực)

 The access to and/or control of information.

 May complement legitimate hierarchical power.

 May be granted to specialists and managers in the middle of the information system.

 People may “protect” information in order to increase their power.

What is power?

(Định nghĩa quyền lực)

 The formal right conferred by the firm to speak

as a representative for a potentially important group composed of individuals across

departments or outside the firm.

 Helps complex organizations deal with a variety

of constituencies.

What is power?

(Định nghĩa quyền lực)

 Derives from individual sources.

 Types of personal power.

 Expert power.

 Rational persuasion.

 Referent power.

What is power?

(Định nghĩa quyền lực)

 The ability to control another person’s behavior

by convincing the other person of the

desirability of a goal and a reasonable way of achieving it.

 Much of a supervisor’s daily activity involves rational persuasion.

 Can be enhanced by linking to morality and

ethics and long-term vision.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 A considerable portion of any manager’s time is directed toward power-oriented behavior.

 Power-oriented behavior is action directed at

developing or using relationships in which other people are willing to defer wholly or partially to one’s wishes.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 Three dimensions of managerial power and

influence.

 Upward.

 Lateral.

 Effective managers build and maintain position

power and personal power to exercise downward, upward, and lateral influence.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 Increasing centrality and criticality in the

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 Building personal power by:

 Building expertise.

 Advanced training and education, participation in professional associations, and project involvement.

 Learning political savvy.

 Learning ways to negotiate, persuade, and understand goals and means that others accept.

 Enhancing likeability.

 Pleasant personality characteristics, agreeable behavior patterns, and attractive personal appearance.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 Managers increase the visibility of their job performance by:

 Expanding contacts with senior people.

 Making oral presentations of written work.

 Participating in problem-solving task forces.

 Sending out notices of accomplishment.

 Seeking opportunities to increase name

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 Additional tactics for acquiring and using

power and influence

 Using coalitions and networks to alter the flow of information and the analytical context.

 Controlling, or at least influencing, decision

premises.

 Making one’s own goals and needs clear.

 Bargaining effectively regarding one’s preferred goals and needs.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 Common strategies for turning power into relational influence.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 The Milgram experiments.

 Designed to determine the extent to which people obey the commands of an authority figure, even under the belief of life-threatening conditions.

 The results indicated that the majority of the experimental subjects would obey the commands of the authority figure.

 Raised concerns about compliance and obedience.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

 Chester Barnard argued that:

 Authority derives from the “consent of the governed.”

 Subordinates accept or follow a directive only under special circumstances.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

cont.

 For a directive to be accepted as authoritative, the subordinate:

 Can and must understand it.

 Must feel mentally and physically capable of carrying it out.

 Must believe that it is consistent with the organization’s purpose.

 Must believe that it is consistent with his or her personal interests.

How do managers acquire the power needed for leadership?

(Làm thế nào người quản lý có được quyền lực lãnh đạo?)

cont.

 Directives that meet the four criteria will be

accepted as authoritative since they fall within the

“zone of indifference.”

 Directives falling within the zone are obeyed.

 Directives falling outside the zone are not obeyed.

 The zone is not fixed over time.

What is empowerment, and how can

managers empower others?

(Thế nào là Trao quyền? Cách thức người quản lý trao

quyền cho người khác?)

 The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work.

 Considers power to be something that can be shared by everyone

working in flatter and more collegial organizations.

 Provides the foundation for self-managing work teams and other

employee involvement groups.

What is empowerment, and how can

managers empower others?

(Thế nào là Trao quyền? Cách thức người quản lý trao

quyền cho người khác?)

 Traditional view.

 Power is relational in terms of individuals.

 Empowerment view.

 Emphasis is on the ability to make things happen.

 Power is relational in terms of problems and