Lecture 1-1.1: The Challenge of Everyday Leadership

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Из курса от партнера University of Illinois at Urbana-Champaign

Foundations of Everyday Leadership

1259 оценок

University of Illinois at Urbana-Champaign

Foundations of Everyday Leadership

1259 оценок

Курс 1 из 7 — Specialization Strategic Leadership and Management

In this course you will learn about the “head and heart” of everyday leadership, individual decision making, group decision making, and managing motivation. The objectives are to understand why and how leadership skills are so critical to organizational success, and learn the foundations of effective leadership skills. Learners: • Understand why and how leadership skills are so critical to organizational success • Know how to use leadership skills to work more effectively with others, and are able to organize teams to work more effectively together • Will be able to apply the foundations of effective leadership skills to everyday situations faced by leaders. This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and onlinemba.illinois.edu.

Из урока

Module 1: Head and Heart of Everyday Leadership

This module will examine what critical levers an everyday leader has available (the management of information and the management of motivation) to accomplish a leader’s core tasks (making and implementing decisions), and why inclusiveness may be the most important skill in a leader’s toolbox.

Lecture 1-1.1: The Challenge of Everyday Leadership4:33

Lecture 1-1.2: The Tasks of Everyday Leadership6:06

Lecture 1-1.3: The Levers of Everyday Leadership10:23

Lecture 1-1.4: Leading in a Virtual World12:41

Познакомьтесь с преподавателями

Gregory Northcraft
Professor of Business Administration and Harry J. Gray Professor of Executive Leadership
College of Business, University of Illinois at Urbana-Champaign
Jack Goncalo
Professor
Department of Business Administration
Jeffrey Loewenstein
Associate Professor of Organizational Behavior
Department of Business Administration

Welcome to the first lesson in my course, the head and

the heart of everyday leadership.

Today we will take the first step in the journey,

to learning how to become a more effective leader.

Today's business environment is what I call a fast environment.

In a fast environment, things happen very quickly.

In particular, your organization might find itself encountering threats and

opportunities.

And to be a successful organization, you have to react quickly and

effectively to those threats and opportunities.

That's what it means to be fast.

Technology is really changing the extent to which being

an effective organization is about being a fast organization.

Technology has effectively shrunk the world,

which means yours competitors can come from anywhere.

I grew up in Toledo, Ohio in the late 60's.

And when I was growing up in Toledo,

45 minutes north of me was the center of the American automotive industry, and

for a long time the American automotive industry thought they had a monopoly.

They thought they were the only people who would ever sell cars in the United States.

Well, in the late 60's and early 70's a few Japanese companies, particularly

Toyota and Honda, started to make inroads into the American automotive market.

And unfortunately, Detroit did not react very quickly.

If you want to be a successful organization,

if you want to be a successful industry,

you have to be able to react quickly in a fast business environment.

Technology is not only changing the breadth of competition,

it's also changing the speed of competition.

Because technology has made it faster to connect to people anywhere in the world

and that can bring customers but

also competitors from almost anywhere into your backyard very, very quickly.

So that means to be a successful organization you have to be an agile

organization.

That means you have to be quick to respond to those threats and opportunities.

And agility is, at the end of the day, a social process.

That means agility comes from managing the work force more effectively.

Taking advantage of the resource represented by the people around you.

The best managers achieve agility by influence that gets people working

together effectively.

And we can think of that as a very basic definition for the idea of leadership.

Leadership is about getting people to work together more effectively.

Here are some leaders that you're probably familiar with in today's worlds.

Oprah Winfrey, Joan of Arc, Steven Jobs, Martin Luther King, General George Patton.

All of these are individuals who have displayed exceptional leadership, and

they come from a variety of different industries,

a variety of different walks of life.

And I think, even more importantly, some have exhibited

exceptional leadership in the context of a very strong authority position.

So George Patton was very important in the US army.

Steven Jobs was one of the heads of one of the most

important computer companies in the United States.

But some of these other leaders have experienced and

have exhibited leadership without having authority to go with it.

And that really brings up a very important distinction,

the distinction between leaders and managers.

Managers rely on their authority to implement, to get things done.

In effect, they can implicitly coerce the people around them.

When authority figures ask you to do things,

you often do them because if you don't, you may lose your position.

Leaders on the other hand, rely on persuasion implement.

They try to convince you that what they want you to do is something that will

make you better off, is something that you should want to do anyway.

We can think of a couple of different ways in which leaders accomplish this.

Transformational leaders achieve this by making the goal the reward.

So whatever goal they are trying to achieve, they make you feel that,

that's in your best interest for you to achieve it as well.

Transactional leaders, on the other hand, reward you in exchange for

achieving the goal that they are intending.

But at the end of the day, what this means is that leaders get followers to

want to do what the leader needs them to do.

And that's really the essence of good leadership.

You don't have to rely on authority,

you get people to want to do the things that you need them to do.

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