Leadership Practices for Student Organizations: Transforming Values into Actions - Prof. E, Study notes of Business Management and Analysis

Download Leadership Practices for Student Organizations: Transforming Values into Actions - Prof. E and more Study notes Business Management and Analysis in PDF only on Docsity! HRE 2723—Student Leadership Challenge I. Chapter 1—Introduction: Getting Extraordinary Things Done in Organizations a. How student leaders mobilize others to want to get extraordinary things done in organizations i. Practices they use to transform values into actions, visions into realities, obstacles into innovations, separateness into solidarity and risks into rewards ii. Abundance of challenges is not the issue 1. How you respond matters iii. Most significant contribution is the long-term development of people, communities, and institutions so they can adapt, change, proper and grow b. Leadership is a process i. Leadership development is self-development c. You make a difference i. Challenge the belief that leadership is reserved for only a handful of people 1. Identifiable set of skills and abilities available to all 2. Leaders come from anywhere and everywhere 3. Need to have commitment and consistency ii. When doing their best, leaders exhibit an set of practices 1. Good leadership is an understandable and universal process 2. Can be learned II. Chapter 2—The Five Practices of Exemplary Leadership a. People who guide others along pioneering journeys follow rather similar paths b. Leadership is not about personality, it is about behavior c. Model the Way i. Behavior wins respect ii. Clarify values by finding your voice and affirming shared ideals 1. Figure out what is important and why iii. Stand up for beliefs 1. Speak and act on behalf of larger community 2. Deeds are more important than words iv. Set the example through daily actions showing commitment 1. Align actions and shared values v. Actions speak louder than words vi. Earning the right and the respect to lead through direct involvement and actions d. Inspire a Shared Vision i. The dream or vision is the force that invents the future ii. Envision the future by imagining exciting and ennobling possibilities 1. Desire to make something happen, change the way things are, create something no one else has ever done before 2. Clear image of future pulls them forward iii. Enlist others in a common vision by appealing to shared aspirations iv. Leaders cannot command commitment, they can only inspire it 1. Leadership is a dialogue not a monologue e. Challenge the Process i. Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve ii. Experiment and take risks by constantly generating small wins and learning from experience f. Enabling Others to Act i. Foster collaboration by building trust and facilitating relationships ii. Strengthen others by increasing self-determination and developing competence g. Encourage the Heart i. Recognize contributions by showing appreciation for individual excellence ii. Celebrate the values and victories by creating a spirit of community III. Chapter 3—Model the Way a. Must earn coworkers’ trust and respect in order to establish credibility i. Went above and beyond job requirement to earn respect ii. Credibility is the foundation of leadership b. Clarify Values i. Clearly articulate deeply held beliefs ii. Become proud of what you do iii. Strong beliefs about matters of principle, unwavering commitment to clear set of values, and passion about values 1. Most admired leaders are those who believe strongly in something and are willing to stand up for their beliefs a. Must first know what your beliefs are 2. Fully examine values and assumptions that drive you a. Communicate beliefs 3. Values—enduring beliefs about how things should be accomplished a. Moral compass b. Set boundaries for your decisions iv. Everything you say and do tells others how you view the world c. Set the Example i. Leaders practice what they preach 1. Serious about their duty to represent values and standards and to live up to them to the best of their abilities ii. Become role models for what the whole group stands for iii. Spend time and attention wisely 1. Signal-sending opportunities, such as showing up on time, offer a chance to make visible and tangible to others your personal commitment to your group and its values 2. Mindful of signals sent and how they are sent iv. Everyone else in your group also sends signals about what’s valued, and they also set an example IV. Chapter 4—Inspire a Shared Vision a. It takes time for “my vision to become our vision” b. Vision comes from relationships with others i. Understand the hopes and dreams of constituents and forge a unity of common aspirations c. Envision the Future i. Begin with imagination—passion, feeling, concern, or inspirations that something is worth doing ii. People only want to follow those who can see beyond today’s problems and clearly visualize a brighter tomorrow iii. Sense of meaning and purpose must come from within 1. Self-motivated—work towards a goal even with no personal reward 2. Externally controlled—likely to stop trying when rewards/punishments are removed ii. Working together helps foster a positive working environment that allows for interaction to stimulate new and better ideas vi. Positive face-to-face interactions are critical for collaboration to occur 1. Before using technology, think of who you are communicating with and what message you are discussing 2. Treat each relationship as if it will last a lifetime and will be important to your future success and the success of others a. Invest time and effort into building and nurturing web of relationships b. Best leaders are in the middle of human networks 3. Must get people interacting c. Strengthen others i. Instill confidence in fellow students 1. Recognize own abilities 2. Take ownership and responsibility for group’s success a. Enhance competence and confidence in abilities b. Listening to ideas and acting on them c. Involving them in important decisions d. Acknowledging and giving credit for contributions ii. Create a climate where people are fully engaged and feel in control of their own lives 1. Make decisions on own beliefs 2. Develop abilities to complete a task and builds a sense of self-confidence 3. Share experiences so others may learn from them iii. Leaders become most powerful when they give their power away 1. Shared power results in higher performance and greater fulfillment 2. Demonstrate trust and respect for others iv. Choice, discretion and accountability fuel people’s sense of power and control over their lives 1. More freedom of choicemore personal responsibility 2. Hold yourself accountableothers will hold themselves accountable a. And vice versa 3. All members must do their part for the group to function effectively v. Know to organize work to build up constituents’ skills and experience 1. Share info and resourceshone and develop skills and competencies 2. Place them at center of solving critical problemsallows them to figure out what needs to be done for themselves 3. Build structure for each member to play a key role in completing the project 4. By coaching, helping them learn to use their skills and talents, and to learn from experience a. Makes a lasting difference VII. Chapter 7—Encourage the Heart a. Responsible for encouraging, inspiring, and pushing the team through words and actions to achieve a closer integration of mind, body and soul i. Personal encouragement goes a long way ii. Caring is at the heart of leadership iii. Recognize people’s contributions and celebrate the group’s values and victories b. Recognize contributions i. Acknowledging good results and reinforcing positive performance 1. Shapes an environment in which everyone’s contributions are noticed and appreciated 2. Give personal best ii. Starts with expecting the best 1. Becomes a self-fulfilling prophecy 2. Frame into which people fit reality 3. Play an important role in developing people and drawing out highest potential a. Willing and excited about challenges 4. Focus positive expectations on outcomes and make sure that there are some consistent norms a. Standards refer to both shorter-term goals and the longer-term values that form the basis for goals iii. People do well when they have a challenging goal and receive feedback on their progress 1. Help become self-correcting 2. Understand place in big picture 3. Determine what they need from others 4. See who might benefit from assistance iv. Become a source of positive encouragement 1. Recognize contributions, no matter how small 2. Helps everyone to feel important 3. Tells people they are making progress, are on the right track, and are living up to the standards a. Needs to be personalized because it shows leaders are paying attention to specific achievements i. Reemphasizes cherished values and encourages team members to consciously practice them b. Sometimes the simple fact that you noticed a contribution will outweigh the size of the gesture c. Even small words of encouragement have the ability to restore confidence v. People are more willing to follow someone they like and trust 1. Put whole heart and attention into everything 2. Take time to inquire and observe c. Celebrate the values and victories i. Significant occasions on which respect and gratitude are publicly proclaimed 1. Renew group’s sense of community a. Create a sense of belonging and team spirit b. Build and maintain the necessary social support 2. Recall values and history that bind you together a. Every gathering is a chance to renew commitment b. Make explicit the connections between shared values and actions that exemplify the values c. Link principles to practices in a way that’s memorable, motivating, and uplifting ii. To work, they must be honest expressions of commitment to certain key values and the hard work and dedication of people who have lived those values 1. Make actions visible to peers a. Difficult to deny or revoke b. Strengthen commitment of people involved by increasing visibility 2. We’re all in this together and dependent on one another iii. Be out there with your constituents 1. Be accessible 2. Makes you more real, more genuine, more approachable, and more human 3. Credibility goes up iv. Personalizing recognition is even more crucial when it comes to encouraging the heart