Module 4 Summary

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来自 University of Illinois at Urbana-Champaign 的课程

Applications of Everyday Leadership

604 个评分

University of Illinois at Urbana-Champaign

Applications of Everyday Leadership

604 个评分

课程 2（共 7 门，Specialization 战略领导与管理）

This course covers the following topics: negotiation, feedback and coaching, conflict management, and leading change. The objectives are to learn how to use leadership skills to work more effectively with others, how to use leadership skills to organize others to work more effectively together, and to apply the foundations of effective leadership skills to everyday situations faced by leaders. Learners: • Will be able to negotiate effectively and influence others • Provide feedback and coaching that is appropriate and influential • Will be able to manage conflict and lead change This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and onlinemba.illinois.edu.

从本节课中

Module 4: Leading Organizational Change

This module will highlight what it takes for everyday leaders to successfully lead a change initiative, why others are likely to resist change, how everyday leaders can use inclusiveness to make the implementation of change more successful, and how everyday leaders can manage potential chaos during the unfolding over time of a change initiative implementation.

Module 4 Summary3:05

与讲师见面

Gregory Northcraft
Professor of Business Administration and Harry J. Gray Professor of Executive Leadership
College of Business, University of Illinois at Urbana-Champaign
Jack Goncalo
Professor
Department of Business Administration
Jeffrey Loewenstein
Associate Professor of Organizational Behavior
Department of Business Administration

[ Music ]

>> Leadership is not an individual sport,

it's a team activity.

>> No wonder I'm so terrified!

[Laughter]

>> No, I mean, we've had quite a lot of conversation, and,

you know, and really important conversations about motivation

and -- and information, putting those two things together

in order to arrive at new ways in which to proceed,

and then get new things done, and that's --

that's incredibly important.

But all the -- the attention we place on the role of the leader,

I thought it might be fitting to end this conversation

with a discussion of relationships, right,

and that we don't do it all by ourselves,

it's not me, me, me, the leader.

You're not -- you're not a leader.

And that, in effect, you know, if you generate a purpose

and a larger vision about the broader goals

and milestones you want to -- you want to reach,

then it's about inspiring and motivating people to --

to want to implement that and bring that through.

And so the way I think about that, usually is, you know,

what is the system

of professional relationships you have in your team

and organization in order to gather good information

and to motivate implementation.

So, you know, you take that nework idea and you apply it

within your team and your organization,

and you can think about, you know, the head and the heart.

So, how do I gather information for my system

of professional relationships?

Am I talking to the same people all the time or do I really need

to get myself to talk to different people?

And...

>> So, you know, are you in a group

that is talking only to themselves, right?

[Laughter] Can you branch out and get new

and better information that will allow you

to make good decisions?

>> Exactly.

So if I have a broader network of people in my organization,

I'll have more information flow, I'll have a better understanding

of the interests, the commitments, the values,

the concerns, across the organization.

So I'll make a higher-quality decision

that better fits the organization.

And then, if I not only have far-flung correspondence,

but also a close group that interacts and engages

with one another, then we can build the, you know,

the solidarity, the sense of -- of unified purpose, to carry out

and implement those decisions.

And so that means, as a leader, one of the jobs you have

to undertake is a long-term series

of relationship development processes so that we reach

out to people, learn who they are, understand and appreciate

where they're coming from, so that you'll have the information

and you'll have the commitment of people to then carry

out all these decisions, and, you know, implement the change

that you're after in your organization.

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