The document discusses effective leadership traits and provides details on three important dimensions: the Change Agent, Communications Champion, and Corporate Culture Advocate. It describes the responsibilities of the Change Agent in creating vision, aiding transformation, and helping employees embrace change. It outlines how the Communications Champion encourages open dialogue and seeks to break down barriers to communication. It also explains that the Corporate Culture Advocate must continuously manage and monitor corporate culture to address any counter cultures that may develop.
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Understanding Effective Leaders and Managers Traits
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2. The Complete Circle of Management Strategist Change Agent Communication Champion Relationship and Networking Builder Corporate Culture Advocate Promoter of Corporate Culture Customer Service Ambassador Ten Dimensions of An Effective Leader Team Developer Technology Advocate Diversity and Inclusion Champion
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9. The Responsibilities of the Change Agent Creating a vision of the desired outcome Aiding in the transformation period; developing specific steps to execute change Helping employees embrace new behaviors and accept new ways of conducting business Bringing awareness for the need for change; Understanding the environment and recognizing disequilibrium
I. Introduction In today’s increasingly complex and dynamic world, high-quality leadership is more critical than ever before. In order to stay competitive and in some cases, such as ours, the industry must commit to a long-term process of developing the skills of the present leaders and attracting and retaining future leaders.
The Breakdown Promoted based on experience only: A. While there’s nothing wrong with that in and of itself.... Managers often come with lots of field experience, but little if any formal leadership training. B. Relying solely on experiences in the field, managers are often forced into unfamiliar territory, such as strategic planning and corporate culture alignment. Climbing the next rung... For Instance: The story of one person’s leadership development: “Congratulations, here are the keys.” His supervisor informed him that he had been promoted by throwing him a bulky set of keys. It is a story that many in can relate to. He had received the keys to the office, but not the keys to becoming an effective leader . Requires Orientation Shift Weiner and Mahoney analyzed executive succession effects in 193 companies over a 19-year time span. The researchers reported that-- leadership accounted for approximately 44% of the variance in profit margins and 47% of the variance in stock prices and productivity.
III. Based on extensive research, we can now point to 10 core leadership “dimensions” that apply across the entire industry. Facilitated by Johnson & Wales University. Executives convened to discuss job-related tasks and responsibilities. The focus groups provided verbal snapshots of leadership characteristics. The University was able to gather an exhaustive list of tasks and responsibilities tied to middle, senior, and top levels of management.
IV. Dimensions are alive. They are dynamic and fluid, and move with an organization as it changes They are more like leadership “role definitions,” rather than narrow job descriptions Dimensions join the abilities that specify how to carry out that role Competencies are The collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple functions and responsibilities. “ behavioral model identifies competencies as a set of knowledge and skills related to the job clinical model involves personal identifiers such as motivation .” Competencies are used as tools
The Dimensions model expresses today’s realities identifying a continuum of roles ( thus the circles) linked to effective leadership in the Proj. Mgmt. Arena
There are many forces that drive change: competition, customers, technology, and shareholders Organizations must face constantly moving and changing environments and thus operate in a continual state of flux. The Change Agent
The latter two: are particularly important because most employees do not react positively to change. Change is often associated with high levels of uncertainty organizations dealing with change are typically under stress. When operating practices have had a long bureaucratic history the instability of change can cause employees to become defensive and rigid. Change is typically greeted with skepticism and discomfort, rather than viewed as a chance to initiate improvements. This can lead to overt or covert inertia, when individuals or groups resist change. The tension and dissension may ultimately result in a breakdown in communication and cooperation. The degree to which the Change Agent is able to manage change, develop consensus, and sustain commitment will determine the success of any initiative.
The Change Agent builds consensus while appreciating that employees must understand and embrace the organization’s direction and purpose in a way that relates to their own jobs. Open communication to ensure support and cooperation for successful change. Making employees aware of the reasons for change gives employees a sense of “being in the loop Change that is jointly directed builds trust among associates and helps employees conceptualize their new roles Without involvement or a solid understanding for the need to change, the rallying cry “if it ain’t broke, don’t fix it” becomes louder and louder. The Change Agent therefore actively engages employees in the change process to create a sense of organizational cohesiveness, shared vision and purpose.
Communication is required for organizations to run smoothly; without it, organizations would be disjointed, individualistic, and uncoordinated. Without effective communication, employees are left guessing, causing employees to be reactive rather than proactive (Albrect). Communication Champion plays a central position in the organizational communication structure. Through effective written and oral communication skills, the Communication Champion manages the daily workflow recognizes progress and achievement offers solutions to obstacles assures multifunctional teams receive consistent communication messages
The Communications Champion invites open and honest dialogue, creating an environment where communication is encouraged and rewarded. She/He encourages everyone to express their ideas and establishes vehicles and processes for exchanging information to ensure that everyone’s viewpoints are heard. This creates a level of mutual trust in the organization. In the same vein *Communication Champion also actively tries to break down barriers to effective communication such as, defensive listening, filtering, and information overload. recognizes that communication is a joint process and excels at both sending and listening skills Sending skills involve the ability to make one understood by others. The Communication Champion communicates in an appropriate, articulate, and clear way . Listening skills involve active listening. The Communication Champion takes time to actually hear what people are saying . Recognizes that communication travels in different directions throughout the organization. recognizes that effective upward, downward, and lateral communication is an essential element to the organization’s performance.
Organizational culture refers to the shared understanding of beliefs, assumptions, and expectations held by members of the organization. It’s the way in which members perceive the environment, its rules, and its behavioral norms, roles and values .
Leaders develop culture so they must “walk the walk and talk the talk” . As we are Constructing the company’s culture remember it involves identifying, instilling, and supporting the values that assist company operations . The Corporate Culture Advocate fosters a culture that helps individuals and teams work together effectively This is done by clearly defining a meaningful organizational philosophy based on shared values; developing policies and procedures that support that philosophy; and, modeling values and beliefs by their own actions. Identifying and demonstrating the importance of shared values is crucial to overall organizational effectiveness because it instills a sense of community, and creates social order within the organization
In an organizational setting, more than one culture may exist. Although typically one culture dominates, subcultures may develop across functions and through levels of the organization. Some will accept the dominant culture but also adhere to a separate set of values. This is especially true in the our environment, where the organizations are functionally structured. Functional cultures often coexist within the dominant company culture. Patterns like this can create boundaries throughout the organization and polarize employees. With little incentive to work in partnership, tensions between subcultures build, potentially crippling the company . It is therefore important to promote the cultural alignment toward the common purpose.
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