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the leadership experience

Questions and Answers of The Leadership Experience

Find an example of someone you consider to be a transformational leader and write a communication profile that includes the following information:1. The individual’s name, title, current position,
10. One of your employees has a personal blog. Apparently, he uses this blog regularly to lambast his fellow workers, pointing out their flaws and mocking their mistakes. Another employee found the
9. You are a member of a hiring committee for a nonprofit organization, focusing on environmental issues. The committee has narrowed its search down to the “perfect candidate.” However, when one
8. As part of a team developing a new software product, you discover that a teammate accepted an expensive gift from your Japanese partner while in Japan working out the details of your agreement to
7. Your company policy states that you cannot accept gifts of more than $50 value. One of your best clients offers you tickets to a professional soccer match worth $150. Since you really want to
6. A good friend of yours has applied for a job at your company and has given your name as a reference. At previous jobs, your friend has had problems with poor performance, but you really like him
5. You have a friend who sends you political cartoons and jokes attacking political parties, governments, and leaders through e-mail at work. You sometimes forward these to your friends. Is this
4. You regularly use the Internet to shop and buy gifts. During the workday, you spend your down time looking for good deals and doing your shopping while at work. Is this ethical or not?
3. As a researcher, you prepare research reports for your company. The company has a rotating work schedule, which allows you to work three days at the office and two at home. Since you are a very
2. Your close friend and colleague tells you that she is going to take the per diem and pocket the extra money in the scenario in #1. What should you do, if anything? Should you report her?
1. You have to travel to New York for a conference. Your company will cover your food expenses and has given you the option of taking a per diem of$75 or submitting itemized receipts ($75 maximum per
In Word or Excel, create a table or grid similar to this one to develop your personal leadership communication plan. Using a table or grid format will help you track your progress more easily. Be
Answer the following questions to help you develop your goals before moving to the plan in Part 3:1. What communication leadership roles would you like to play in the future(at your organization or
Using the following assessment table, score your own abilities in each of the general leadership communication areas and then answer the questions that follow it1. What do you consider your greatest
What Is Leadership Communication?
4. Acting with intention regarding uncertainty – what does that mean to you?
3. To what degree do you attempt to remove the paradox (i.e. to create clear answers to problems)?
2. How do you share these ambiguities within the management team?
1. How do you typically tackle ambiguity in strategy?
3. Which position does my organization/ management team/ employees/ the situation need me to occupy right now so that we can succeed?
2. Which positions are unfamiliar to me? Which tools could be useful for me here? Are there colleagues, superiors, or former managers that could provide inspiration?
1. Which positions are particular easy for me to occupy? Which leadership tools do I use in that position?
7. What solution can we create that will include these elements? What type of metaphor or image describes this solution? (Centralized templates with decentralized options for adjustment. In this case
6. What should the solution be able to accomplish? (What should remain decentralized, what should centralization accomplish?)
5. For each alternative: What limitations are there in this solution?
4. For each alternative: What are the requirements for choosing this solution?
3. Which problems will each alternative answer?
2. Which alternatives do we have? (The dilemma: Should we centralize or decentralize the manager training program?)
1. Formulate the problem (How do we train the leaders within the entire corporation?)
8. What do I think will happen to the group dynamic if we can collectively manage these paradoxes?
7. Which brave step do I need to take in order to achieve this result?
6. What do I hope will result from discussing this ambivalence?
5. What kind of courage do I need to have in order to share the ambivalence that I am experiencing?
4. How much do I trust my own management group?
3. How can I discuss this pressure with my management/ board of directors/shareholders in a way that ensures that I remain visible, but also allows them to take complexity into account?
2. How does this affect my decisions?
1. What type of organizational pressure am I currently feeling (i.e. between the political and operational level, or between shareholder interests and professionalism)?
5. What type of ambivalence do I have in regard to taking the next step?
4. What are the taboo subjects in the organization?
3. What is difficult to do clearly, in regard to senior management/ employees/each other? (For example, knowledge- sharing, borrowing employees, assisting with each other’s projects, etc.)
2. What do we achieve when we communicate in that way? What is positive?What is negative?
1. Which communication patterns can we see in the organization right now?
6. What does that mean for my leadership behavior?
5. To what degree should we all place focus there? To what degree should I attempt to focus on the “opposite” end of the paradox?
4. Which leadership position do I need to strengthen in order to support the strategy as much as possible?
3. Which leadership adjustments should the management team make in order to succeed with our strategy?
2. Which leadership focus do we have right now? What kind of result does this focus provide?
1. How can we best describe the task we need to complete in the near future?
5. How do you discuss this in your management team?
4. Which leadership positions should you “turn up” in order to match the organization’s challenge?
3. What is the relevant challenge for the organization at the moment?
2. How does that contribute to the organization’s results?
1. What are the preferred leadership positions in your management team?
6. How can you talk to your managers and employees about the fact that paradoxes are a necessary part of the processes of change?
5. Does your communication include complexity, or do you avoid ambiguity when speaking to your employees?
4. How do you provide this clarity?
3. Where are the employees looking for clarity?
2. How does this affect the employees?
1. What are the relevant processes of change within your organization?
6. Keeping the company’s vision/ strategy in mind, where should we focus in order to succeed?
5. Which strategy does the company need to succeed in the near future?
4. How do we notice this culture?
3. What kind of company culture is created by this focus?
2. Where has that led the organization?
1. If we look at the diagram of the organizational paradoxes, where does it seem our focus has been lately?
5. How do you work with these paradoxes?
4. Which of Lego’s 11 paradoxes can you recognize in your daily work?
3. How often do you share that complexity with your colleagues?
2. How often do you talk about the complexity and difficulties of solving strategic problems that you meet in the management team?
1. Which contradictory demands are presented to you as a manager?
5. Which opportunities and limitations do you see in your way of understanding employee motivation?
4. Which assumptions do you have about what motivates your employees?
3. What are the important leadership virtues to you?
2. What consequences does that have for your role as a manager?
1. Which paradigm does leadership lean toward most in your company?
7. Identify one or more case studies that resonate with you to learn more from the practice of others. What are some of the key lessons you want to bring to your efforts?
6. What aspects of your institution’s culture, traditions, norms, or practices might be capitalized upon to build a shared leadership approach?
a. What additional resources or support might be required? What faculty, staff, midlevel, and/or senior leaders have areas of responsibility related to the problem that might lend support?
5. What will you need to succeed?
a. Are there existing structures, committees, or initiatives you might leverage to bring people together? What assets already exist—people, funding, processes, programs, etc.? Are there new or
4. What assets do you have?
3. Who/what departments or units might have a stake in solving the problem? How can you bring them into working with you? Do you have existing partner(s) or allies that are already working with you?
2. What kind of leadership structure do you think might work best for the problem or area you are targeting?Coleadership, team leadership, distributed leadership, or a hybrid structure with elements
1. Can you identify a particular complex problem or challenge that your campus (or your department/division) is invested in solving that might be a strong candidate for a shared leadership approach?
3. The practice of shared leadership can develop over time. If you can identify existing examples of shared leadership on your campus, how have they evolved since they began?What can you learn from
2. How can shared leadership work within a distributed network? What challenges have you faced in using this model across institutions either within other higher education institutions or with
1. This case illustrates ways to set up a broader network across a collection of different institutions. Do you know if your institution is a part of any multi-institution collaborative efforts like
4. How can you use various forms of communication to generate buy-in and build a sense of urgency about the issue you are addressing?
3. Shared leadership includes “shared dialogue” in which the core group benefits from interaction with the broader community. Do you have a way to do that now and, if not, what already exists
2. What changes could you make at your own institution, depending upon your current role, to provide a more supportive environment for working together and leading in more productive ways?
1. The context for practicing shared leadership can be set by the senior administration, in this case by a newly appointed president. Has that stage been set at your institution and, if so, how and
3. How might you use a tool like a leadership academy to build capacity for shared leadership on your campus? Are there existing leadership development programs you can identify that you could
2. Given the changing nature of the problems and opportunities that are emerging, how effectively is your institution reviewing its traditional ways of decision-making, distributing resources, and
1. Pressing problems like the prospect of severe budget cuts can generate some fresh thinking and create solutions including the use of shared leadership. If you have a wicked problem to address, how
4. Design your more effective approach by using a data-driven approach to problem-solving. Once the improvements are in place, gather data on how the newly designed process is working and assess
3. Once you have figured out what exists now, it is time to imagine a simpler, more streamlined way to reduce the number of steps or signatures needed and work on the inefficiencies in the process
2. Begin by mapping out the processes that are currently in place, what Educational Lean calls the “value stream,” in order to figure out the specific steps that are required to deliver the value
1. The focus is generally on the student experience. Gather data on how well the current system is working. Define exactly what value will mean for the people who will be affected by the changes you
4. Often experiments like this one can become a basis for a broader use of shared leadership (see chapter 13). Can you think of any centers or programs on your own campus that you can learn from or
3. How does this account of the challenges that this center faced and how the group dealt with them relate to your own situation?

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