Organizational Behavior: Linking Individuals and Groups to Organizational Contexts
Richard T. Mowday and Robert I. Sutton (Department of Industrial Engineering and Engineering Management, Stanford)
Annual review of Psychology, 1993, pp. 195-229
The best lean tool a manager can have is a good pair of shoes for walking his or her value streams. The reason: Managers and executives must learn to think "horizontally" across functions in order to understand and improve the flow of value to customers. This means un-learning the traditional "vertical" thought process based on organizational charts and optimizing departments.
A good practical way to learn horizontal thinking is to take a walk -- a value-stream walk -- on a regular basis. Womack will provide practical tips and a framework, based on his years of learning by walking real-world value streams, for what managers and executives should do when they take value-stream walks.
Hooijberg, Hunt and Dodge (1997) called for more attention to be paid to values in leadership research, especially to the role of integrity
Hypothesis: Integrity has a positive association with effectiveness for all raters.
Direct reports will see an especially strong association between
integrity and leadership effectiveness.
Hypothesis stated that Integrity would have a positive association with effectiveness for
all raters. Based on the literature we certainly expected this hypothesis to be true. The results,
however, show a statistically significant association for the managers themselves and their peers,
but not for the direct reports and bosses.
Strategic leaders must put in place structures, systems and processes that support and encourage the development of leaders within the organization.
Strategic leaders must design and implement appropriate organizational strategy, structure, and systems in order to reach, align and gain commitment from those who cannot be touched personally – thereby allowing all members to contribute meaningfully to their organization’s overarching goals.
Being there even when you are not: Leadership through strategy, structure, and systems
Robert Hooijberg, James G Hunt, John Antonakis, Kimberly B Boal, Nancy Lane
Emerald Group Publishing, 01-Jan-2007 - Leadership - 334 pages
Whereas most of the leadership literature has focused on direct, interpersonal leadership, few researchers have examined indirect leadership or the leadership of organizations. Of course, direct, personal leadership plays an important role at all levels of the organization. However, we focus here on how leaders use strategy, structures, and systems to create the conditions that stimulate others to meaningfully contribute to the overarching goals of the organization. We therefore explore the role of the strategic leader as an "architect." In this role as strategic architect, we examine how top-level leaders create organizations wherein leadership is developed, knowledge is created and disseminated, meaning is shaped and shared, and where the vision cascades to all corners of the organization. We also explore the "darker" side of leader discretion to show the deleterious consequences of leader power. Finally, we examine the complex nature of organizations and the roles of leaders in adapting the organization to the environment in which it operates. The six major sections in this book coincide with these aspects of the leader's architectural focus. The first chapter in each section provides a short theoretical introduction. Following the theory chapters are application chapters, highlighting the practical implications of the theory with real-life examples. The sixth section explores the relationship between complexity theory and strategic leadership
Google Book Link with Preview facility http://books.google.co.in/books?id=pBU2nbSjvQQC
Liz Wiseman is the president of The Wiseman Group, a leadership research and development center headquartered in Silicon Valley. She advises senior executives and leads strategy and leadership forums for executive teams worldwide. A former executive at Oracle Corporation, she worked as the vice president of Oracle University and for seventeen years as the global leader for human resource development. She holds a BS in business management and a master's in organizational behavior, each from Brigham Young University.
Table of Contents
Foreword by Stephen R. Coveyix
1The Multiplier Effect1
2The Talent Magnet33
5The Debate Maker133
7Becoming a Multiplier195
Appendix A: The Research Process229
Appendix B: Frequently Asked Questions237
Appendix C: The Multipliers245
Appendix D: Multipliers Discussion Guide249
The Multipliers Assessment252
Elizabeth Wiseman (Liz Wiseman) is president of Wiseman Group. In the research she did along with her colleagues, she came up with the model of leaders as multipliers and diminishers. Multipliers use 95% of the capability of their followers where as diminishers use an average of 48%. Thus a multiplier leaders almost doubles the productivity of his followers by 100%.
They say, the multiplier uses five disciplines. As a talent magnet, he attracts talented people and uses them at their highest point of contribution. As a liberator, he creates an environment that allows people's best thinking and work. As a challenger he defines an opportunity that causes people to stretch. As a debate maker, he drives decision through rigorous debates.As an investor, he invests in the success of his followers and gives people the ownership for results.
Presentation by Liz Wiseman, and Greg McKeown, Coauthors at Google Talks on Multipliers