Leadership Skills ② (IIMA)

Treat Leadership

Organization in new era
・digital times (disrupt work, more flexibility)
・knowledge work (creative, innovation)
・New-Age Talent (1980-1995 MIllennials, 1996- Z)

Leadership
influencing an individual or group of individuals to achieve a common goal

Task-orientation

・Is primarily concerned with efficiently accomplishing a task.
・Includes the following four behaviors: 
   vision-setting, monitoring, problem-solving, and buffering

"Leaders should be an umbrella for employees"

Relation-orientation

・Is primarily concerned with developing strong interpersonal relationships with subordinates and enhancing their well-being
・It built on open, two-way communication
・comprises inspiring, supporting, and recognizing behaviors

Empowerment

1. Consulting
       Do we take the advice of subordinates while executing a project?

2. Delegation
       Giving team members the freedom to do things
       NO by directing or micro-managing

・Enables creation of time
 ・Frees up time for the leader
・Different from abdication
・Requires trust and is interactive; is built over time
・Motivating high-performers

Authenticity

・doing what you preach, doing what is right, and having the courage to choose what is right over what is easy and fast.
・Most importantly, it means practicing values that you hold dear and encourage in others
・Setting high standards: humility, integrity, courage, and hard work

Team- Building

google が成功したチームを調査した結果、Psychological safetyが重要だった。
・Conversational turn-taking
    members speak for roughly the same time
・Social sensitivity
   skilled at intuiting how other members may be feeling
   modify their behavior accordingly
・comprises behaviors that facilitate conflict resolution among team members, encourage cooperation, and develop identification with the work team.
・Leaders must increase the frequency of interactions and create a psychologically safe environment for participation.

leadership style

subordinate types
type1:  high commitment, low competence 
freshers
type2: low commitment, low competence
unsure
type3 high competence, low commitment
unfair treated
type4: high competence, high commitment
star performance

different subordinate types need different treatment

Educate Treatment Style

type1:  high commitment, low competence  Educate
freshers
・high task-orientation（仕事の手順、何が必要か教える）
・moderate relation-orientation（taskベースのコミュニケーション）
・low empowerment（チェックが必要）
・High authenticity
・High team-building

type2: low commitment, low competence Exucute
unsure
・high task-orientation（何をすべきか明確に教える）
・high relation-orientation（時間を取る、問題が何か探る）
・low empowerment（注意深く見守る必要がある）
・High authenticity
・High team-building
それでもやる気がない場合はクビにすることも考える必要がある

type3 high competence, low commitment Energize
unfair treated
・Moderate task-orientation（仕事の仕方を教える必要はない）
・high relation-orientation（彼らの不公平感、モチベーションがなぜ低いか知る）
・Moderate empowerment（適度な権限移譲）
・High authenticity
・High team-building

type4: high competence, high commitment Empower
star performance
・low task-orientation
・Moderate relation-orientation
・High empowerment
・High authenticity
・High team-building

Understanding your leadership style

Managing high performers
・相応の対応をする
・有能な人が傲慢になったり、チームを阻害するような人にならないようにする。

Managing demotivated individuals
・新人
　マネージしやすい。適切な教育が必要。
　たまに話し合い、彼らが大丈夫と感じているのかチェックする。
・確信が持てない部下
　話合い、何が起こっているのか見る。
　タスクの重要性を強調し、教育する必要がある。
　努力しても改善しない場合、決断が必要
・不当に扱われている部下
　話合い、問題を探る。
　信頼し、責任を与える。