Self-leadership and trust, potency, and commitmentAn important assumption of our model is that team members are strongly influencedby the interactions that they have with one another within the team environment,which can potentially impact team members’ collective thoughts, behaviors, beliefs,and attitudes. According to Weick (1979), a singular human act invites a response by aparty affected by the change (the interact), which then calls for a response by the firstindividual (the double interact). In cybernetics research, this process would becharacterized as a simple feedback loop, in which an activity initiates a chain ofactivities that impact the original situation. Accordingly, we articulate how theexpression of effective self-leadership on the part of team members can result in animportant shift from individual-level independence concerning work attitudes toteam-level homogeneity in members’ levels of trust, potency and commitment.Trust. Trust is defined as an individual’s or group’s belief that another individual orgroup will make efforts to uphold commitments, will be honest, and will not takeadvantage given the opportunity (Cummings and Bromiley, 1996). Trust has been citedas the variable with the strongest potential influence on interpersonal and groupbehavior (e.g. Golembiewski and McConkie, 1975). As a result, understanding thedeterminants of trust in teams can be an important key to fostering team effectiveness.Texto Integral
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A Importância Educacional da Autoliderança e da Liderança Distribuída
http://terrear.blogspot.com/2009/07/importancia-educacional-da.html
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July 27 2009, 4:16pm | Comments »
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Sistema de Liderança: mapeando a paisagem
http://terrear.blogspot.com/2009/07/sistema-de-lideranca-mapeando-paisagem.html
In Systems Thinkers in Action Michael Fullan (2004) argued that:. . . a new kind of leadership is necessary to break through the status quo. Systematicforces, sometimes called inertia, have the upper hand in preventing system shifts.Therefore, it will take powerful, proactive forces to change the existing system (tochange context). This can be done directly and indirectly through systems thinkingin action. These new theoreticians are leaders who work intensely in their ownschools, or national agencies, and at the same time connect with and participate inthe bigger picture. To change organizations and systems will require leaders to getexperience in linking other parts of the system. These leaders in turn must helpdevelop other leaders within similar characteristics. (p. 7)These quotations share three implicit assumptions. The first is that if we are ever toachieve sustainable education change it must be led by those close to the school; thesecond is that this must have a systemic focus; and the third is that ‘SystemLeadership’ is an emerging practice.Texto Integral
July 27 2009, 4:07pm | Comments »
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Liderança numa Organização Aprendente
http://terrear.blogspot.com/2009/07/lideranca-numa-organizacao-aprendente.html
Individuals and their actions are the basis of a learning organization. The culture of the organization, including its history, vision and mission, and both official and informal policies and procedures, forms the context for individual activities and their impacts.
Senge described five disciplines: 1.) Systems Thinking; 2.) Personal Mastery; 3.) Mental Models; 4.) Building Shared Vision; and 5.) Team Learning as the foundation of a learning organization.
A similar view is expressed by Watkins & Marsick, 1993. Some basic characteristics are that learning takes place in individuals, teams, the organization, and even the communities with which the organization interacts. Learning is a continuous, strategically used process - integrated with, and running parallel to, work. Learning results in changes in knowledge, beliefs, and behaviors. Learning enhances organizational capacity for innovation and growth. The organization has embedded systems to capture and share learning. A comprehensive view of a learning organization is that it is an organization in which learning begins at the level of the individual, proceeds through the level of the team, and is internalized, codified and stored at the level of processes and systems so well established that everyone who comes in contact with them is able to participate in them in a consistent manner. Ten Action Steps you can take as an individual are to:
1.) Assess Your Learning Culture; 2.) Promote the Positive; 3.) Make the Workplace Safe for Thinking; 4.) Reward Risk-Taking; 5.) Help People Become Resources for Each Other; 6.) Put Learning Power to Work; 7.) Map Out the Vision; 8.) Bring the Vision to Life; 9.) Connect the Systems; and 10.) Get the Show on the Road (Kline & Saunders, 1993).
Fonte
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- aprendizagem
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- liderança
July 27 2009, 3:51pm | Comments »
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O QUE É ENTÃO A AUTOLIDERANÇA?
http://terrear.blogspot.com/2009/07/o-que-e-entao-autolideranca.html
A autoliderança diz respeito ao processo através do qual os indivíduos controlam o seu próprio comportamento, influenciando-se e liderando-se a si próprios através da utilização de estratégias comportamentais e cognitivas específicas(3,4), que estabelecem a direcção e motivação necessárias para um desempenho eficaz na organização(7).As estratégias utilizadas na autoliderança podem ser agrupadas em três categorias(8):- Estratégias focalizadas no comportamento como, por exemplo, a auto-observação, formulação de objectivos individuais e a autocrítica.- Estratégias de recompensas naturais como, por exemplo, focalizar a atenção nos aspectos positivos da tarefa minimizando os efeitos negativos desta.- Estratégias de pensamento construtivo, nomeadamente avaliando crenças disfuncionais, confrontando-as com os aspectos que nos fazem interpretá-las como disfuncionais.A concretização destas estratégias de autoliderança por parte dos colaboradores está geralmente associada a resultados positivos que podem actuar como mecanismos que potenciam o desempenho individual, do grupo e da organização. Algumas das consequências(8) da adopção da autoliderança compreendem:›Maiores níveis de compromisso com a tarefa, com os objectivos, com a equipa e com a organização.›› Um maior sentimento de independência, controlo e autonomia.›› O aumento da criatividade e inovação.›› O aumento da confiança com os outros.›› O aumento de emoções positivas e de satisfação com o trabalho.›› O empowerment psicológico.›› A auto-eficácia.Gomes e Caetano (2009). Liderar em tempos de mudança: promover a autoliderança. Formar, 68, Jul, Ag. Set. Lisboa: IEFPFonte
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July 27 2009, 3:29pm | Comments »
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10 notas finais de um seminário
http://terrear.blogspot.com/2009/07/10-notas-finais-de-um-seminario.html
Procurando fazer uma súmula de algumas ideias-chave sobre o seminário "Culturas de Liderança, de Responsabilidade e de Compromisso" enuncio dez tópicos:1. Humildade. Porque se sabe que nunca se sabe tudo. Porque se sabe que o erro (de diagnóstico, de previsão...) sempre espreita. Porque se sabe enfim que a racionalidade é limitada e que há múltiplas inteligência à espera de poderem emergir.2. Escuta. A escuta é uma das variáveis-chave da gestão. Porque os outros são imprescindíveis para a acção, para a melhoria dos procedimentos e dos resultados. Sem a valorização da escuta ficaremos desligados da realidade e morreremos.3. Confiança. A confiança alimenta-se da valorização do outro. Da valorização das diferenças. Porque o real é complexo e inacessível a uma visão monista. Porque "tudo é diferente de nós e por isso é que tudo existe".4. Activação do querer individual e colectivo. Porque sem a vontade pouco ou nada se faz. O querer é a base imprescindível do agir, do aprender. Daí que uma dasmais relevantes tarefas políticas seja a do fazer querer as pessoas.5. Promoção do saber centrado na acção concreta. Porque os problemas só se resolvem com os saberes situados e contingentes.6. Empowerment. Agir de modo a potenciar o acesso e o exercício do poder por parte das pessoas. Gerar capacidades para desejar intervir.7. Modelo de governação. Já não fundado no mando e no controlo burocrático (consabidamente ineficaz e infeliz), mas nas pontes, nas redes, nas chaves, nos andaimes, na ideia de arquipélago.8. Liderança ao serviço dos outros, das aprendizagens. Liderança distribuída para alavancar os muitos quereres muitas vezes dispersos e balcanizados.9. Mais responsabilidade (pessoal e organizacional) e menos julgamentos e prestação de contas.10. Compromisso. Porque sem essa vontade e essa liberdade só mudam as aparências.E aqui temos todo um programa de acção para o governo da educação portuguesa.
July 27 2009, 12:38pm | Comments »
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Do servant-leaders help satisfy follower needs? An organizational justice perspective
http://terrear.blogspot.com/2009/07/do-servant-leaders-help-satisfy.html
While theoretical work has discussed the link between servant-leadership and the satisfaction of follower needs, empirical research has yet to examine this relationship. The present article seeks to fill this void by reporting on a survey study (n = 187) linking servant-leadership to follower need and job satisfaction through the mediating mechanism of organizational justice. Drawing on the multiple needs model of justice, self-determination theory, needs-based theories of job satisfaction, and the servant-leadership literature, we find support for a theoretical model linking servant-leadership to job satisfaction with organizational justice and need satisfaction as mediators of this relationship.Keywords: Servant-leadership; Organizational justice; Need satisfaction; Job satisfactionFonte
July 26 2009, 4:09pm | Comments »
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Servant Leadership as a Humane Orientation
http://terrear.blogspot.com/2009/07/servant-leadership-as-humane.html
Bass (2000) contrasted servant leadership with transformational leadership by showing that servant leaders focus on the well-being of the followers even to the detriment of the organization, whereas transformational leaders do what they do for the followers in order to have the followers benefit the organization. Patterson (2003) and Winston (2003) built upon Bass’ insights and developed a two-part model of servant leadership in which, according to Patterson, servant leaders, through a construct called agapao love (a moral love toward followers), develop a sense of humility in working with other people and seek to behave for altruistic reasons rather than self-serving reasons. In addition, Patterson posited that from humility and altruism, servant leaders seek to understand the follower’s vision or calling and, in the process of this, build a sense of trust in the follower. Following the development of trust, the servant leader then empowers and serves the follower to achieve the follower’s vision in the organization. Winston (2003) built upon Patterson’s work and showed how the servant leader’s service impacts the follower’s agapao love and increases their self-efficacy and commitment to the leader. Followers, according to Winston (2003), would then behave for intrinsic motivational reasons since the followers seek to achieve their own vision within the organization and, in so doing, develop an identity with the leader and begin to act out of altruistic rather than self-serving reasons, thus leading to the follower’s service to the leader which impacts the leader’s agapao love and completes the circular model. Texto integral
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July 26 2009, 3:55pm | Comments »
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Operational Themes of Servant Leadership
http://terrear.blogspot.com/2009/07/operational-themes-of-servant.html
The Servant Leadership Emphases
Graham (1991) Inspirational, Moral
Buchen (1998) Self-Identity, Capacity for Reciprocity, Relationship Builders, Preoccupation with the Future
Spears (1998a) Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment, Community Building
Farling et al. (1999) Vision, Influence, Credibility, Trust, Service
Laub (1999) Valuing People, Developing People, Building Community, Displaying Authenticity, Provides Leadership, Shares Leadership
Russell (2001a) Vision, Credibility, Trust, Service, Modeling, Pioneering, Appreciation of Others, Empowerment
Patterson (2003) Agapáo Love, Humility, Altruism, Vision, Trust, Empowerment, Service
Note. Adapted from “Development and Validation of Servant Leadership Behavior Scale,” by S. Sendjaya, 2003, Proceedings of the Servant Leadership Research Roundtable, Retrieved July 15, 2004, from http://www.regent.edu/acad/cls/2003ServantLeadershipRoundtable/
Fonte
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July 26 2009, 3:44pm | Comments »
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Servant Leadership Behaviour Scale
http://terrear.blogspot.com/2009/07/servant-leadership-behaviour-scale.html
Journal of Management Studies, Vol. 45, Issue 2, pp. 402-424, March 2008Abstract: This paper examines the development and initial validation of a multidimensional measure of servant leadership behaviour (Servant Leadership Behaviour Scale). Both qualitative and quantitative studies are reported to establish preliminary psychometric properties for the new 35-item, six-dimension measure. The resultant servant leadership model is characterized by its service orientation, holistic outlook, and moral-spiritual emphasis, thereby extending current models of servant leadership and existing works on contemporary leadership approaches. Theoretical contributions, practical implications, and future research directions are discussed in the concluding section of the paper.
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- liderança
July 26 2009, 3:41pm | Comments »
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A Organização Virtuosa - O Valor da Felicidade no Trabalho
http://terrear.blogspot.com/2009/07/organizacao-virtuosa-o-valor-da.html
Happiness, according to the Greeks, is not primarily rooted in receiving sensual pleasure,honors or money; although these may be a contributing part of a greater pattern of positive factors. Rather, happiness derives from three key defining characteristics:1. Freedom. Happiness mostly results from an individual’s ability to make choices. Happy people are those who can think independently and are free to choose. Accordingly, they control alarge measure of their own fate. That is why TCS, TDI and other best places to work give their employees a great deal of autonomy and discretion. (Consistent with his times, Aristotlebelieved that children, slaves, and women could not achieve true happiness because they lacked the freedom necessary to control their lives. Overcoming this has been one of greatstruggles of humankind ever since. Companies like TCS and TDI with mature diversity policies have helped in the struggle.)2. Knowledge. Happiness requires information, knowledge and the ability toreason. If workers are allowed tomake important decisions they need to know about the business, how the world works and something about human psychology. Importantly, theyneed to know how to make intelligent decisions by means of practical reasoning.This is one reason why TCS and TDI have open books and providetransparent information to their employees. It is also the justification for these companies’ exceptional commitment to communications, education and training.3. Virtue. Happiness requires moral character. Interestingly, neither TCS nor TDI have formal ethics or character development programs, yet each has been given prestigious ethics andrelated awards. Ethics and character building permeate everything they do. Moral training comes in large part from the corporate visions and foundational principles that all employeeslearn, assimilate and continue to practice. This moral guidance, coupled with the responsibility to make decisions, helps develop the moral character and intellectual expertise necessary to make good decisions. Making good decisions results in authentic and justifiable pride—selfesteem,self-respect, self-approval, self-admiration, self-actualization. All of this is essential for reducingthe negative effects of stress, for enhancing one’s ability to cope and strong feelings of self-efficacy. For 388 ORGANIZATIONAL DYNAMICS Aristotle this type of pride was the‘‘crown’’ of the virtues because ‘‘it enhances them and is never found apart from them.’’ Importantly, exercising the virtues is a person’s route to true happiness. Aristotle wrote over 2000 years ago. In recent years a group of psychologists, stimulated in part by his thought, have sought to bring more modern tools to bear on the pursuit of happiness.Texto Integral
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- liderança
- felicidade
July 26 2009, 3:19pm | Comments »
