ADVANCING THE CONVERSATION_Leadership Role vs. Behavior

Transcript

1. ADVANCING THE CONVERSATION… LEADER ROLE VS.LEADERSHIP BEHAVIOR
3. Amy Edmondson, “you have to distinguish between:” Leader, as a Role Leadership, as a Behavior
6. The Consequences of Bad Leadership • In business, a bad leader significantly affects subordinates by reducing their engagement—their enthusiasm for their jobs and the meaning and purpose people find at work. • 2013/2017 Global surveys report that a staggering 70 percent of employees are not engaged at work, and according to de Vries (2016), only 4 percent of these employees have anything nice to say about their bosses. • 2013 Gallup reports, in the United States alone, lower engagement translates into an annual productivity loss of around $500 billion. 2017 Gallup reports estimate that actively disengaged employees cost the U.S. $483 billion to $605 billion each year in lost productivity. ✓ Disengaged employees are also more likely to quit their jobs. ✓ Employee turnover incurs a huge burden, including separation costs, damaged morale, and productivity losses associated with the time and resources needed to find and train newcomers. ✓ Between 10 and 30 percent of the employees’ annual salary is lost to turnover costs. ✓ The figure is even higher for replacing leaders since top executive-search firms will charge around 30 percent of the leader’s annual salary on top ✓ When disengaged employees do decide to stay, they are more likely to misbehave, for example, abusing staff, bending the rules, and committing fraud
7. The latest 2017 Gallop report indicates: • 22% of employees strongly agree the leadership of their organization has a clear direction for the organization. • 15% of employees strongly agree the leadership of their organization makes them enthusiastic about the future. • 13% of employees strongly agree the leadership of their organization communicates effectively with the rest of the organization.
8. Leader, as a Role: Competencies
10. Leader, as a Role: “Traits and Qualities”
12. I. Our Inability to Distinguish Between Confidence and Competence II. Our Love for Charismatic Leaders. Most Leaders are Charming and Entertaining III. Our Inability to Resist the Lure of Narcissist Individuals
13. Leadership Traits To Avoid Good leadership Traits Over-Confidence Competence Charismatic (Seduction) Humility Narcissism: “Lacking Empathy and Self-Control Ending up Acting Without Integrity and Indulging into Recklessness Risks” Integrity Qualities That Make People Better leaders
14. • The most inept individuals will also make the least accurate evaluations of their talents, grossly overestimating where they stack up against their peers. • Expertise increases self-knowledge, which includes awareness of one’s limitations Leadership, as a Behavior • Meanwhile, the most competent people will exhibit much self-criticism and self-doubt, especially relative to their expertise. • The implications of these findings are clear: the more you know, the more aware you are of what you know and what you don’t. • Conversely, the less you know, the less aware you are of your limitations and the more overconfident you will be.
15. If we want to improve the competence level of our leaders, we should first improve our own competence for judging and selecting leaders .
16. Thank You! End of Presentation
17. Appendix
22. Premise: What if these two observations are causally linked? Observation #1: Most leaders are bad Observation #2: Most leaders are male In other words, would the prevalence of bad leadership decrease if fewer men, and more women, were in charge?