Week 9 presentation.v2

talent management
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Week 9 presentation.v2

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  1. TMA Method to Talent Management

    Slide 2 - TMA Method to Talent Management

  2. Blue/ Red Ocean Strategy

    Slide 3 - Blue/ Red Ocean Strategy

    • Srinivasan (2009) described the red ocean and blue ocean competitive strategies, both of which are focused on externalities, in each case it is focused on the competition.
    • The red ocean strategy is to attack the competition at the heart of where and how they do business while the blue ocean strategy recommends avoiding direct contact with the competition. Neither may be an easy strategy to implement especially in light of the need for extreme flexibility in an unknown environment.
    • Srinivasan, M. S. (2009). Rethinking corporate strategy- A conscious perspective. Vilakshan: The XIMB Journal of Management, 6(1), 119-130.
  3. Transformational Leadership

    Slide 4 - Transformational Leadership

    • Transformational leadership and charisma tend to draw followers to a leader but this not always necessarily a positive influence on a group, in part due to the manipulative side of transformational leadership (DeCelles & Pfarrer, 2004).
    • Carmeli, and Sheaffer (2009) described the negative effect transformational leadership can have on an organization because of a leader’s personality traits.
    • Personality factors described in the five-factor model (Goveia, 2008). Because transformational leadership can be destructive to a workgroup, organizations must understand the impact of a charismatic, transformational leader on the group (Conger, 2009).
    • Carmeli, A., & Sheaffer, Z. (2009). How leadership characteristics affect organizational decline and downsizing. Journal of Business Ethics, 86(3), 363-378.
    • Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider’s perspective on these developing streams of research: Leadership Quarterly, 10(2), 145-179.
    • DeCelles, K., & Pfarrer, M. (2004). Heroes or Villains? Corruption and the charismatic leader. Journal of Leadership and Organizational Studies, 11(1), 67-77.
    • Goveia, T. (2008). Big ego, big office. Canadian Business. 81(21), 24.
  4. Personality Factors

    Slide 5 - Personality Factors

    • Of the five personality traits reviewed by the five-factor model, neuroticism is perhaps the most likely to have a negative impact on the workgroup (Carmeli, & Sheaffer, 2009).
    • Because charismatic, transformational leaders can inspire employees and act as a motivator, these same employees may look to model the traits they perceive as being desirable.
    • Transformational leaders must recognize the impact that their actions can have on followers who want to emulate the success of these leaders and monitor the one personality factor that can significantly diminish their effectiveness.
    • Carmeli, A., & Sheaffer, Z. (2009). How leadership characteristics affect organizational decline and downsizing. Journal of Business Ethics, 86(3), 363-378.
  5. Followership

    Slide 6 - Followership

    • The conscientious trait is most likely linked to the transformational leader’s desire to develop their followers into future leaders (Angus-Leppan, et al, 2010).
    • This desire further inspires followers to do their best work for the overall good of the organization at the direction of the leader. This follower perception that the leader has their best interests in mind presents an advantage to the transformational leader.
    • Angus-Leppan, T., Metcalf, L., & Benn, S. (2010). Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership. Journal of Business Ethics, 93(2), 189-213.
  6. Engage your Team - Create a Culture of Engagement

    Slide 7 - Engage your Team - Create a Culture of Engagement

  7. Leadership Variables

    Slide 8 - Leadership Variables

    • Time is a factor in follower development, workgroup performance and relationship building.
    • Mossholder, Niebuhr, & Norris (1990) describe the “variables which may covary with the passage of time—supervisory and/or subordinate experience, ability, and skill—have been suggested to exert an influence on relationships between leader behavior and follower satisfaction and performance” (p. 380).
    • This dyadic duration takes into account the five-factor model’s leader personalities and the relationship between leader and follower. It describes the mutual benefits both parties receive as leaders inspire and followers deliver results.
    • Mossholder, K., Niebuhr, R., & Norris, D. (1990). Effects of duration on the relationship between leader behavior perceptions and follower outcomes. Journal of Organizational Behavior, 11(5), 379-388.
  8. Characteristics of high-performance teams, how to build strong teams, improving team processes, introducing diversity in teams, and team communications

    Slide 9 - Characteristics of high-performance teams, how to build strong teams, improving team processes, introducing diversity in teams, and team communications

    • Further Reading….
    • ‘The Five Dysfunctions of a team’- Patrick Lencioni.
    • This book presents a narrative using a fictional life cycle of a team. It’s an enjoyable read as it takes the form of a fiction novel while describing several pitfalls to watch for within a team including personality conflicts while offering suggestions along the way to overcome these pitfalls.
    • ‘10 Simple Secrets of the World’s Greatest Business Communicators’- Carmine Gallo
    • This book offers many directives on how to improve communications whether they are written, professional presentations, and other communicative interactions. While I typically shy away from titles involving ‘Top 10 Secrets…., etc.’., this book hits the mark and while many suggestions may seem obvious, it’s always good to be reminded of a strategy for improvement!