Leadership is not exercised within a vacuum. It is manifest within a context of a society or organization. In this century, high performing leadership is essential because we function within a more ...complex environment, a knowledge culture. Leaders today need competence to operate effectively within a national culture, a global business culture, and an organizational culture. These various cultures influence a leader's behavior and decisions.
Prologue Harris, Philip Robert
Developing High Performance Leaders,
2013, 2012
Book Chapter
Have you ever thought of organizations as energy exchange systems? Behavioral scientists suggest this as a new way to look at the institutions with which we are affiliated. This dynamic view helps us ...to envision our corporation, agency, or association as a system for the exchange of natural and human energy, both physical and psychic. Our image of the organization not only affects our behavior and performance, but also that of our co-workers and clients. If we are to encourage high performance by people, perhaps we should begin by revising obsolete notions we have about the enterprises in which we are involved. In any event, this is the conceptual model we offer as the backdrop for the messages in this book.
In these turbulent times, we are transiting to a high performance work environment within a knowledge culture. As a result, management is involved in continuous planned change of the organization and ...its people. Change must be built in to both institutional and individual systems, so that we learn to operate on the basis of a new work norm - ultra-stability. Whereas the maintenance of stability was characteristic of the more static industrial age, the meta-industrial work culture demands a more dynamic leadership, which establishes innovation as standard operating procedure. This is especially true with reference to the practice of management.
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For example, the field of human resource management is changing its focus on a people function to one of organizational effectiveness. The shift in HR mindset is toward business activities, such as reorganization, mergers, and acquisitions; transforming organizational culture and leadership succession; health and global HR delivery services; and partnering with organizational leaders and colleagues. Changing labor demographics calls for internal and external consulting skills attuned to such issues, as well as innovation in developing human capital in terms of knowledge building and professional development. The economic downturn alters perspectives on engaging employees so as to retain high potential and performing employees, overcome their resistance to change, and develop talent.
Again, we consider what leadership is, but now within a productive work environment. Leaders are more than excellent executives or managers: they make things happen to achieve organizational goals ...and influence planned change and organizational renewal. Some leaders may be found among the rank and file without an important title. And not all high performers are leaders. But what makes a HPL is the first question we address in this chapter - in the form of a briefing that offers only an overview. Next, we look at what contributes to a creative and productive work environment - one that "turns people on" and stretches their capacities. What can leaders do with the organizational climate and culture, as well as their own management style, to stimulate high performing workers? Finally, what are the ethical responsibilities of leaders? These are the key questions to be addressed in the Input section of this learning module. Examination of HPL profiles show how real people exercise leadership, so another example is provided below in Exhibit 2.1.
Effective communication is essential to high performance. Yet in several surveys of corporations conducted by the American Management Association during recent decades, management communication was ...consistently identified as the number one difficulty in business life. This chapter will focus upon the important issue of human interaction at work. Our capacity to communicate in diverse and complex ways sets humans apart from other species. Since communication is the key to organizational excellence and high performance, special attention will be paid to this subject.
To improve performance and productivityintheworkplace,thehighperformance leader does more than shape a creative environment. Managers must endeavor to understand and motivate people, beginning with ...themselves. Thus, our first objective in this chapter will be to better comprehend human behavior, then to learn how to energize personnel, especially by one's managerial or leadership style.
High performing leaders use their time effectively, especially with meetings, whether face-to-face or electronic. A meeting is a human encounter between two or more people. It is the means by which ...people exchange with one another, whether socially or for political and business purposes. A meeting is a junction; a place where we get together to get things done. Meetings can be used to clarify, negotiate, prepare, or solve problems.
Culture is a concept that enables leaders to gain insights and knowledge. It is like a jewel - hold it to the sunlight, and turn it slowly for myriad applications. Culture has a critical effect on ...the behavior and performance of people, individually and in groups. International traders appreciate this. Only in the past four decades, however, have executives and managers begun to appreciate the significance of corporate culture. This chapter will offer insights to would-be HPLs about this vital subject in the context of the work environment, so that we may better understand ourselves and provide leadership in a more diverse work force.
Epilogue Harris, Philip Robert
Developing High Performance Leaders,
2013, 2012
Book Chapter
To be a leader in this information society, dominated by knowledge and service workers, an executive or manager promotes a learning environment within the organization. As a thinking leader, he or ...she facilitates continuous self-development, both personal and professional. Beginning with oneself as the model, this responsibility is extended outward to all who report to that person, as well as to their own family members.
