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BEYOND SELF ACTUALIZATION:
LEADING CHANGE
"THE TIME CLOCK DOESN'T MAKE US TICK“
Steven M. Fullmer, PMP
Reflection
“Leaders Allow Others to
Make a Contribution”
Warren Bennis
“The illiterate of the future are
not the ones who cannot read
and write. They are the ones
who cannot learn, unlearn
and relearn”
Alvin Toffler
WE LIVE IN A VERY NEEDY WORLD
ONE FULL OF POTENTIAL
TO PROVIDE FOR THE NEEDS
OF OTHERS
David Viney (2010)
Frederick Winslow
Taylorism (1880-1930)
•Analysis and synthesis of workflow
•Application of science to process
and management
•Transformation of craft into mass
production
•Knowledge transfer from
talented and intelligent workers
into tools, processes, and
documentation
Maslow
(1908-1970)
Frederick Herzberg
Dual Factor Theory (aka motivation-hygiene)
Satisfaction and Dissatisfaction
Not a continuum
Increase satisfaction
Nature of the work opportunities
Gaining status
Assuming responsibility
Achieving self-realization
Reduce dissatisfaction
Focus on job environment
Policies
Procedures
Supervision
Working conditions
(1923-2000)
Douglas McGregor
(1906-1964, MIT)
Theory X and Theory Y
Management Attitude not attributes.
Two separate continuums
McGregor + Maslow
Theory Y – create the most symbiotic
manager/worker relationship
Self Actualization
morality, creativity, spontaneity,
problem solving, lack of prejudice,
and acceptance of facts.
Esteem
self esteem, confidence,
achievement, respect of others, and
respect by others.
Theory Z
(1981)
Dr. William Ouchi “Japanese Management”
"Wa" in Japanese.
Promoting partnerships/group work.
Participative management
Strong company philosophy,
Corporate culture
Long-range staff development,
Consensus decision-making
Influences
W. Edwards Deming’s 14 points
W.J. Reddin Managerial Effectiveness
Evolution of Understanding
Social Psychology
Sociology, Psychology
Scientific/empirical investigation
B = f(P, E)
Behavior as fxn of person in environment
Group Dynamics
Intra and intergroup behavior
(often historical)
anthropology, political science,
epidemiology, education,
social work, business, and
communication
Analytical Results
Other than “I’m Right!” we don’t think alike
The Four Temperaments/Four Humours (Greek)
Jung and Freud
Myers-Briggs Type Indicator (Jungian)
Minnesota Multiphasic Personality Inventory
(Top Security clearance anyone?)
William Moulton Marston's DISC (Inscape, Thomas Int.)
(Dominance, Influence, Steadiness, Conscientiousness)
Keirsey's personality types theory (Temperament Sorter model)
Hans Eysenck's personality types theory
Katherine Benziger's Brain Type theory
Belbin Team Roles and personality types theory
The 'Big Five' Factors personality model
FIRO-B® Personality Assessment model
The Birkman Method®
French and Raven
(1960)
Five Forms of Power
Coercive
Reward
Legitimate
Referent
Expert
Authority defined by Influence;
Driven by perception.
Learn to understand!
Leadership’s Goal
Supervise
Manage
Lead
Coach
Micromanage
Process
Example
Guide
Proximal
Organization
Followers
Self starters
Controlling
Needs
Confident
Actualized
Find a model YOU can use
Blake-Mouton
Tribal Leadership
Stage
Mood
Theme
5
Innocent
Wonderment
“Life is Great”
4
Tribal Pride
‘We’re Great”
3
Lone Warrior
“I’m Great (and you’re not)”
2
Apathetic Victim
“My Life Sucks”
1
Despairing Hostility
“Life Sucks”
from Tribal Leadership by Dave Logan, John King, and Halee Fischer-Wright
(2008)
Dilbert as PM
Core Values, Triads, Exchange of Ideas
Strategy, tactics,
goals
One-on-one
relationships
Different (self)
languages
Philosophy/value
driven
Stable, partnerships
Collaborative
Employee Whisperer?
Reward and Punishment
Reward for Right Actions
Don’t Punish for Failing Desired Actions
Be Consistent
Training Investment
John C. Maxwell
(1947-present)
“If you develop solid relationships with people,
you can produce, you can be an effective leader.”
• Zig Zigler
• Jim Rohn
• Stephen Covey
• Tony Robbins
• John C. Maxwell
To lead others,
we must
constantly work
on ourselves and
for others.
Whose NEEDS
be addressing
should you
Next?