Professional Documents
Culture Documents
It is imperative to Check es
am
the J
eg
4 Resonance of a leader / r
Leader G Employee
manager with the Perception / Belief/
to wards
Other elements of Customer Manag Attitudes/
Values
Interactions for their er
Fit with the Organizational
Objective/Strategy.HS Holdings 45 Member Global Team
Banking System 7-France, 16-India
We shall try to see 11-UAE & 11-US
Alignment
In the next slide we with
External
made an attempt to at Source
least assess
The resonance fit TIC, Technology Integration Company
Between
Resonance Fit between
Organization & Leader/Manager
Organization Greg James
[Strategy & Industry]
1. Sun Controlled all of the 1. Specialized in
elements (Technology, technology, a star engineer
Product, Services etc). in technical elite. Rose
Global Talent:- Choses through development
employees based on talent projects to managing
or leadership rather than teams.
location.
A. What instances of leadership do you see (or want to see) in Gregs beha
B. Are there instances of managerial behavior in Greg?
C. How are the two different?
D. Are there any commonalities?
01) Managers and Leaders: Are
- Recruitment: Efforts
(Page 8, Para 2,3)
- Opportunity identified
by Lawry (Page-5, Last 2
by Abraham Zaleznik
Para)
They Different?
- Recruitment: Global
Team & Open Work (Page
Commonality of a Leader & Manager in 8, Para
the 2,3,4)
Attribute
Uniqueness of a Leader or Manager in the Attribute
Top Possible Prevailing
Leadership/Managerial Traits in Greg (From
Case-A)-2/2
A. What instances of leadership do you see (or want to see) in Gregs beha
B. Are there instances of managerial behavior in Greg? How are the two diff
C. Are there any commonalities?
01) Managers and Leaders: Are
- Adjective Rich
by Abraham Zaleznik
50
Exhibit-4: Surveys of Satisfaction
with Open Work for Greg James's
Fallacy with
Survey:-
Integrating Europe
& Middle East
Of Concern:-
Distance Collaboration
HR Practices
Employee Satisfaction
50
Management Support
WorkSpace Effectiveness
16-India
7-France
11-UAE
Conflict (Interpersonal) and
management issues in global
collaboration
India
US
France
UAE
Favorites. n Mismatch responsibility Influence
-30% less on customer (Developing
Water Cooler than US. technology relationship
Conversation customization requires more
(Non US Job Security & Innovation time).
Team). Because of than
LAW. maintenance. Feel
Unfair Work disconnected.
Load ( France Country Interpersonal
& US). Based Benefit Issue Rahul & Require more
Vacation. Ahmed. Face-to-Face.
Perceived as
Sub-group on
What Trait of Leadership in Greg posses (From
Case-A) that showed the results in Case-B
Self awareness Less evident in case substance
(Debatable)
Self regulation Less evident in case substance
(Debatable)
Motivation Being driven A passion for the work
to achieve for itself and for new
the sake of challenges
achievement Optimism in the face
02) What Makes a Leader?
of failure
Empathy Considering Expert in attracting
others and retaining talent
feelings, Sensitivity to cross
by Daniel Goleman
avoidance.
This high-level perspective helps you mobilize people to do
03) The Work of Leadership
adaptive work.
Protect leadership voices from below.
Listen to whistle-blowers, creative deviants, and others
exposing contradictions within your company.
Their perspectives can provoke fresh thinking. Ask, What is
this guy really talking about? Have we missed something?
Maintain disciplined attention.
Encourage managers to grapple with divisive (tending to cause
disagreement or hostility between people) issues, rather than
indulging in scapegoating or denial.
Laurie
Leadership
Deepen Trait required
the debate to unlock by Greg James
polarized, superficial conflict.
Demonstrate collaboration to solve problems.
Our Learning
What did Greg probably do as a leader?
Evidence: Case A
The way Greg assessed &
Reflected on the issues
Except over Exhibit-4
by Robert Goffee and Gareth Jones
04) Why Should Anyone Be Led by
Evidence: Case B
The way he
Responded
You?
on the issues
Our Learning : Case-B
How did Greg Understood Emotions of others?
04) Building the Emotional Intelligence
of Groups by V U Druskat and S B Wolff
Evidence:
Case-B
Page-1, Para 3
Page-2, Para
1,2,3
Case-B
Does not show
Evidence of
integrating
HS Holding or TIC
Our Learning : Case-B
How did Greg create Awareness of Emotions?
04) Building the Emotional Intelligence
of Groups by V U Druskat and S B Wolff
Evidence: Case-B
Page-1, Para 2,3
Page-2, Para 1,2,3
Evidence: Case-B
Page-1, Para 2,3
Page-2, Para 1,2,3
DELEGATING SUPPORTIVE
US STYLE (Ideal) STYLE (Ideal)
HIGH MOTIVATION LOW COMPETENCE
HIGH COMPETENCE LOW MOTIVATION
UAE
(Debatab
le)
SITUATIONAL LEADERSHIP STYLES
Thank
You