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Fostering
Collaboration
LDR500 – Organizational Leadership
Leadership is a relationship, and how leaders act to
facilitate collaboration makes a difference in how
people behave
•
Leaders make the commitment to Foster Collaboration by engaging in these essentials:
•
– Create a climate of trust
•
– Facilitate relationships
•
As organizations become increasingly diverse and globally dispersed, collaborative skills are
essential to navigating the conflicting interests and natural tensions that arise.
2
Create a Climate of Trust
Trust is the central issue in human relationships
Without trust, you
cannot lead
There IS NO
RELATIONSHIP
without trust
Trust must be
reciprocal and
reciprocated
3
Invest in Trust
• Studies demonstrate that trust
strongly predicts personal, team,
a n d o rg a n i z a t i o n a l p e r f o r m a n c e .
• People who are trusting are more
likely to be happy and
psychologically adjusted than are
those who view the world with
suspicion and distrust.
• Tr u s t e d c o m p a n i e s s i g n i f i c a n t l y
outperform their counterparts in
achieving key business goals —
including customer loyalty and
retention, competitive market
position, ethical behavior and
actions, predictable business and
financial results, and profit growth
• This motivates to go beyond
compliance and inspires to reach for
the best in themselves.
4
Be the First to Trust
•Building trust is a process that begins when someone (either you or the other party)
is willing to risk being the first to open up, to show vulnerability, and to let go of
control.
•Leaders go first.
•Trust cannot be forced.
•Humans are hardwired to trust, and without it would be unable to function
effectively in the world
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Show Concern for Others
•The concern you show for others is one of the clearest and most unambiguous
signals of your trustworthiness.
•However, people need to see in your actions—actions such as listening, paying
attention to their ideas and concerns, helping them solve their problems, and being
open to their influence.
•Demonstrating empathy goes a long way in building trust
•When people believe that you have their interests at heart—that you care about
them—they’re more likely to be open to your influence.
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Share Knowledge and Information
Competence is a vital
component of trust and
confidence in a leader
People want to know that their
leaders are individuals they
believe know what they are
talking about and what they are
doing
You can convey your insights and know-how,
share lessons learned from experience, and
connect team members to valuable resources and
people
This leads to team members’ trust in one another
and the increase of their performance
However, if you display a reluctance to trust, and
withhold information—or if you’re overly
concerned about protecting your turf and keeping
things to yourself—you’ll dampen their trust and
their performance
Managers who create
distrustful environments
tend to take self-protective
postures
They are directive and
hold tight to the reins of
power
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People work together most effectively when they trust one
another
Setting a common goal becomes almost instinctive
Facilitate
Relationships
To create conditions in which people know they can count
on each other, a leader needs to develop cooperative goals
and roles, support norms of reciprocity, structure projects to
promote joint efforts, and encourage face-to-face
interactions.
8
Develop
Cooperative Goals
and Roles
•A team, by definition, must have shared goals that provide a specific reason for being together
•Common purpose binds people into cooperative efforts
•Without the sense that “we’re all in this together”—that the success of one depends on the success of the
other—it is virtually impossible to create the conditions for positive teamwork
•If you want individuals or groups to work cooperatively, you have to give them a good reason to do so,
such as a goal that can be accomplished only by working together.
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Develop Cooperative
Goals and Roles
Developing Cooperative Relationships Raises Leadership Effectiveness Ratings
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Support Norms
of Reciprocity
There must be a sense of reciprocity. If one partner always gives and the other
always takes, the one who gives will feel taken advantage of, and the one who
takes will feel superior
11
Structure Projects to Promote Joint Effort
People are more likely to
cooperate if the payoffs for
working together are greater
than those associated with
working by themselves
Many people who grow up in Westernized
countries that emphasize individualistic or
competitive achievement have the perception
that they will do better if everyone is
rewarded solely based on his or her
individual accomplishments.
They are wrong
You need to get people to
realize that by working
together they can complete a
project faster than by thinking
about any short-term (or
individual) victories resulting
from doing their own thing,
complaining, blaming, or
competing with others for
scarce resources
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Encourage Face-to-Face and Durable Interactions
•Group goals and roles, shared identity, reciprocity, and promoting joint effort are all essential for
collaboration to occur
•Also vital are positive face-to-face interactions
•Durable relationships make the impact of today’s actions on tomorrow’s dealings that much more
pronounced
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•“You can’t do it alone” is the mantra of exemplary leaders—and for
good reason
Foster
Collaboration
•Exemplary leaders Foster Collaboration by building trust and
facilitating relationships
This means you must:
Extend trust to others, even if they haven’t already extended it to you
Spend time getting to know your people and find out what makes them tick
Show concern for the problems and aspirations others have
Listen, listen, and listen some more
Structure projects so that there is a common goal that requires cooperation,
making sure that people understand how they are interdependent with one another
Find ways to get people together face to face and increase the durability of their
relationship
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Leadership Styles
Which style is best?
15
What the heck does leadership look like these days?
Leadership style is the manner and approach of
providing direction, implementing plans, and
motivating people.
From the perspective of employees, it is both
explicit and implicit patterns of behavior
performed by their leader
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Kurt Lewin – 1939
authoritarian or autocratic – the leader tells his or her
employees what to do and how to do it, without
getting their advice
participative or democratic – the leader includes one
or more employees in the decision making process,
but the leader normally maintains the final decision
making authority
delegative or laissez-faire- the leader allows the
employees to make the decisions, however, the leader
is still responsible for the decisions that are made
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Bad Leadership Style
Although good leaders use all three
styles, with one of them normally
dominant, bad leaders tend to stick with
the one style, normally autocratic.
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Authoritarian or Autocratic Leadership
This style is used when leaders tell their employees what
they want done, how to accomplish it without waiting for
advice.
Use only when you have all the information to solve the
problem, you are short on time, and/or your employees are
well motivated.
Yelling or being demeaning is not authoritarian, it is just
bossing around and has no place in a leader’s repertoire.
Authoritative should be used on rare occasions.
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Participative or Democratic Leadership
This style includes one or more employees in the decision
making process. The leader maintains the final decision making
authority.
Using this style is not a sign of weakness, rather it is a sign of
strength that your employees will respect.
Normally used when you have part of the information, and
your employees have other parts. A leader is not expected to
know everything—this is why you employ knowledgeable and
skilled people.
Even if you have all the answers, gaining different perspectives
and diversity of opinions normally provide greater creativity
than insularity.
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Delegative or Laissez-faire Leadership
In this style, the leader allows the employees to make the
decisions. Again, leader is still responsible for the decisions
that are made.
Used when employees are able to analyze the situation and
determine what needs to be done and how to do it. You
cannot do everything! You must set priorities and delegate
certain tasks.
This is not a style to use so that you can blame others when
things go wrong-it is a style to be used when you fully trust
and have confidence in the people below you. Do not be
afraid to use it, however, use it wisely!
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A good leader uses all three styles, depending on what
forces are involved between the followers, the leader,
and the situation.
Using an authoritarian style on a new
employee who is just learning the job.
The leader is competent and a good
coach.
The employee is motivated to learn a
new skill.
The situation is a new environment
for the employee.
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Using a participative style with
a team of workers who know
their jobs.
The leader knows the problem,
but does not have all the
information.
The employees know their jobs
and want to become part of
the team.
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Using a delegative style with a worker who knows more
about the job than you.
You cannot do everything and the employee needs to
take ownership of her job! In addition, this allows you to
be more productive.
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Using the three styles…….
Using all three:
Telling your employees that a procedure is not working correctly and a new one
must be established (authoritarian).
Asking for their ideas and input on creating a new procedure (participative).
Delegating tasks in order to implement the new procedure (delegative).
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Transformational Leadership
The leadership frameworks discussed so far are all useful in different
situations, however, in business, transformational leadership is often
the most effective style to use.
Transformational leaders have integrity and high emotional
intelligence. They motivate people with a shared vision of the future,
and they communicate well. They’re also typically self-aware,
authentic, empathetic and humble.
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Positive and Negative Approaches
Positive leaders use rewards, such as education, independence, etc. to
motivate employees, while negative employers emphasize penalties.
The negative approach has a place in a leader’s repertoire of tools in
certain situations, however, it must be used carefully due to its high
cost on the human spirit.
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Positive and Negative Approaches
Negative leaders act domineering and superior with people. They
believe the only way to get things done is through penalties, such as
loss of job, days off without pay, reprimanding employees in front of
others, etc.
They believe their authority is increased by frightening everyone into
higher levels of productivity. Yet, what normally happens when this
approach is used is that morale falls, which leads to lower
productivity.
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People who continuously work out of the negative are bosses,
while those who primarily work out of the positive are considered
great leaders.
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It’s not a “one size fits all”
You must adapt your approach to fit the situation.
This is why it’s useful to develop a thorough
understanding of other leadership frameworks and
styles; after all, the more approaches you’re familiar
with, the more flexible you can be.
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WHILE THERE ARE MANY TRAITS THAT MAKE UP A
STRONG LEADER, SOME OF THE KEY
CHARACTERISTICS ARE:
Honesty & Integrity: are crucial to get your people to believe you and buy in to the journey you are
taking them on
Vision: know where you are, where you want to go and enroll your team in charting a path for the
future
Inspiration: inspire your team to be all they can by making sure they understand their role in the
bigger picture
Ability to Challenge: do not be afraid to challenge the status quo, do things differently and have
the courage to think outside the box
Communication Skills: keep your team informed of the journey, where you are, where you are
heading and share any roadblocks you may encounter along the way
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SOME OF THE COMMON TRAITS SHARED BY STRONG
MANAGERS ARE:
Being Able to Execute a Vision: take a strategic vision and break it down
into a roadmap to be followed by the team
Ability to Direct: day-to-day work efforts, review resources needed and
anticipate needs along the way
Process Management: establish work rules, processes, standards and
operating procedures
People Focused: look after your people, their needs, listen to them and
involve them
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THE 5 BASES OF POWER HISTORY
• IN 1959, SOCIAL PSYCHOLOGISTS JOHN FRENCH AND BERTRAM RAVEN IDENTIFIED
FIVE BASES OF POWER:
• LEGITIMATE
• REWARD
• EXPERT
• REFERENT
• COERCIVE
COERCIVE
• COERCIVE POWER IS CONVEYED THROUGH FEAR OF LOSING ONE’S JOB, BEING DEMOTED,
RECEIVING A POOR PERFORMANCE REVIEW, HAVING PRIME PROJECTS TAKEN AWAY, ETC.
• THIS POWER IS GOTTEN THROUGH THREATENING OTHERS. FOR EXAMPLE, THE VP OF SALES WHO
THREATENS SALES FOLKS TO MEET THEIR GOALS OR GET REPLACED.
• OR, A PERSON ACHIEVES COMPLIANCE FROM OTHERS THROUGH THE THREAT OF PUNISHMENT. A
MILITARY DICTATOR HAS COERCIVE POWER.
REWARD
• REWARD POWER IS CONVEYED THROUGH REWARDING INDIVIDUALS FOR
COMPLIANCE WITH ONE’S WISHES. THIS MAY BE DONE THROUGH GIVING BONUSES,
RAISES, A PROMOTION, EXTRA TIME OFF FROM WORK, ETC.
• FOR EXAMPLE, THE SUPERVISOR WHO PROVIDES EMPLOYEES COMP TIME WHEN THEY
MEET AN OBJECTIVE HE/SHE SETS FOR A PROJECT. OR, A PERSON IS ABLE TO
COMPENSATE ANOTHER – FINANCIALLY OR OTHERWISE – FOR COMPLYING WITH HIS
OR HER DEMANDS. A PARENT HAS REWARD POWER OVER HIS CHILDREN.
LEGITIMATE
• LEGITIMATE POWER COMES FROM HAVING A POSITION OF POWER IN AN
ORGANIZATION, SUCH AS BEING THE BOSS OR A KEY MEMBER OF A LEADERSHIP
TEAM. THIS POWER COMES WHEN EMPLOYEES IN THE ORGANIZATION RECOGNIZE
THE AUTHORITY OF THE INDIVIDUAL.
• THE CEO OF YOUR COMPANY, FOR EXAMPLE, HAS LEGITIMATE POWER.
PERSONAL POWER – EXPERT
• EXPERT POWER COMES FROM ONE’S EXPERIENCES, SKILLS OR KNOWLEDGE. AS WE GAIN
EXPERIENCE IN PARTICULAR AREAS, AND BECOME THOUGHT LEADERS IN THOSE AREAS, WE
BEGIN TO GATHER EXPERT POWER THAT CAN BE UTILIZED TO GET OTHERS TO HELP US MEET OUR
GOALS.
• FOR EXAMPLE, THE PROJECT MANAGER WHO IS AN EXPERT AT SOLVING PARTICULARLY
CHALLENGING PROBLEMS TO ENSURE A PROJECT STAYS ON TRACK. A PERSON HAS THE
KNOWLEDGE AND SKILLS TO OUTPERFORM OTHERS; HER GOOD JUDGMENT IS RESPECTED AND
RELIED UPON. A SPECIALIST PHYSICIAN HAS EXPERT POWER.
PERSONAL POWER – REFERENT
• REFERENT POWER COMES FROM BEING TRUSTED AND RESPECTED. WE CAN GAIN REFERENT POWER
WHEN OTHERS TRUST WHAT WE DO AND RESPECT US FOR HOW WE HANDLE SITUATIONS.
• FOR EXAMPLE, THE HUMAN RESOURCE ASSOCIATE WHO IS KNOWN FOR ENSURING EMPLOYEES ARE
TREATED FAIRLY AND COMING TO THE RESCUE OF THOSE WHO ARE NOT.
• OR, A PERSON IS STRONGLY LIKED AND ADMIRED BY OTHERS AND OFTEN EXERTS A CHARMING
INFLUENCE. A CELEBRITY HAS REFERENT POWER.
PERSONAL POWER VS. GIVEN POWER
• THE MOST RESPECT IS GARNERED ON THOSE WHO HAVE PERSONAL SOURCES OF
POWER. THERE IS MORE RESPECT FOR THESE INDIVIDUALS THAN FOR THOSE WHO
HAVE POWER SIMPLY BECAUSE THEY ARE THE BOSS IN THE BUSINESS.
• IT HAS BEEN SHOWN THAT WHEN EMPLOYEES IN AN ORGANIZATION ASSOCIATE
THE LEADERSHIP’S POWER WITH EXPERT OR REFERENT POWER, THEY ARE MORE
ENGAGED, MORE DEVOTED TO THE ORGANIZATION AND THEIR ROLE WITHIN IT.
POWER IN SUMMARY
• IN TODAY’S BUSINESS WORLD, THE MOST EFFECTIVE LEADERS MOSTLY USE A MIX
OF EXPERT AND REFERENT POWER, THOUGH MANY HAVE LEGITIMATE AND
REWARD POWER AS WELL.
• AND THINKING ABOUT YOUR OWN SOURCES OF POWER STRATEGICALLY IS
IMPORTANT IF YOU WANT TO INFLUENCE YOUR COLLEAGUES, CLIENTS, AND OTHER
CONSTITUENTS IN A POSITIVE WAY.
POWER IN SUMMARY
• A RELIABLE FORM OF POWER IS EXPERT, BECAUSE IT AFFORDS THE INDIVIDUAL THE
MOST CONTROL.
• YOU DON’T HAVE TO WAIT AROUND TO BE HANDED A TITLE (AS IN LEGITIMATE),
AND YOU DON’T HAVE TO RELY ON FLUCTUATING CIRCUMSTANCES (AS IN
REFERENT).
• EXPERT POWER CAN BE SECURED PURELY THROUGH HARD WORK ON YOUR PART.
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