Leadership in Engineering

Transcription

1 Leadership in Engineering Professor Vernon Ireland Director of Project Management Engineering Week 16 August, Strategy Politics/ communication Future Finance Distribution/ transition Transacting Change Production with People Marketing Production Design 2

2 The key to all of the past theories are in the work of a group of Scandinavian researchers who have found that leadership is composed of three major components: Leadership for change or innovation a vision of the future Leadership for production or preserving the present Leadership for people (Ekvall & Arvonen) 3 A leader who aims for change or innovation has the following characteristics: Consistently pushes for development Initiates new projects Experiments with new ways of doing things Shares plans and thoughts about the future Offers ideas about new and different ways of doing things Makes quick decisions when necessary Encourages thinking along new lines Likes to discuss new ideas Is willing to take risks in decisions Sees possibilities rather than problems Gives thoughts and develops plans for the future 4

3 A leader who aims for production or consistency has the following characteristics: Gives clear instructions Follows and controls work closely Makes a point about of following rules and principles Plans carefully Is very exacting about plans being followed Defines and explains the work requirements clearly to subordinates Creates order Analyses and thinks before deciding Sets clear goals Is very clear about who is responsible for what 5 A leader who aims for people has the following characteristics: Shows regard for subordinates as individuals Is considerate Allows his/her subordinates to decide Relies on his/her subordinates Is friendly Is just in treating subordinates Creates an atmosphere free from conflict Creates trust in other people Is flexible and ready to rethink his/her point of view Has an open and honest style 6

4 Transaction with people The post-box leader In-trays and out-trays Administration is separate from people Transforming people Raising people to higher levels of moral commitment This job is really important for the customer and the company Attracting additional commitment Based on a personal relationship Significantly to please the leader 7 Having the right answers The John Wayne type of leading the charge Always knows what's right Asking the right questions Providing direction but allowing people to find their own answers Feeling valued and using your own abilities, which you value, are key elements 8

5 Emotional intelligence Bodily control of aspects such as heat are automatic, based on a closed loop - bring it back to a steady state Emotional stability is based on an open loop People in love can reinforce pleasant sensations in each other by words, gestures and touches. In the same vein, people who hate each other can reinforce emotions of fury and dislike just by contact. Groups who reinforce almost blind support for a sporting team or a pop-star. 9 Emotional intelligence Leaders must touch the emotions of the follower and this is done by initially connecting with an emotion or mood of the follower By using laughter and gestures, and by providing optimism. The Emotionally Intelligent leader acknowledges emotions of the group and expresses them for the group but then they guide them in the right direction, which provides a mutual comfort level 10

6 - Emotional intelligence Self awareness Emotional self awareness Accurate selfassessment Self-confidence Reading one s own emotions and recognising their impact; using gut sense to guide decisions Knowing one s strengths and limitations A sound sense of one s own self worth and capabilities 11 - Emotional intelligence Self management Emotional self-control Transparency Adaptability Achievement Initiative Optimism Keeping disruptive emotions and influences under control Displaying honesty and integrity; trustworthiness Flexibility in adapting to changing situations or overcoming obstacles The drive to improve performance to meet inner standards of excellence Readiness to act and seize opportunities Seeing the upside in events 12

7 - Emotional intelligence Social awareness Empathy Organisational awareness Service Sensing others emotions, understanding their perspective, and taking an active interest in their concerns Reading the currents, decision networks, and politics at the organisational level Recognising and meeting the follower, client or customer needs 13 - Emotional intelligence Relationship management Inspirational leadership Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration Guiding and motivating with a compelling vision Wielding a range of tactics for persuasion Bolstering others abilities through feedback and guidance Initiating, managing and leading a new direction Resolving disagreements Cultivating and maintaining a web of relationships Cooperation and team building 14

8 - Personal Knowledge Possible areas of skill are: Divergent thinking Direction setting Inductive skills Primarily VISIONARY Foresight Strategy Innovation Entrepreneurship Politics Communication Finance Marketing 15 - Personal Knowledge Possible areas of skill are: Aiming for predetermined goals Convergent skills Deductive skills Producing order Primarily CONTROL oriented - quality focus Monitoring achievement Coping with complexity Promoting order and consistency Project planning skills Production definition skills Process definition skills Process monitoring skills 16

9 Leadership by Engineers Australia Focus on : The community Business Members Community: I think EA has badly failed to focus on the needs of the community, especially when we have major crises in most areas of infrastructure throughout Australia. Some members of the community said to me during my period as President of the Sydney Division last year that they expect engineers to be taking a lead on transport and water as Engineers understand these issues. 17 Leadership by Engineers Australia Businesses The Professional development Scheme is a major credit to Engineers Australia and much more needs to be done to ascertain how EA can assist business and government. Organisations are where the power and resources are and EA needs much closer relations to businesses and government corporations. Members In my view the largest reason why the percentage of membership is so low (in the 30-40% range in my understanding) is the value proposition EA offers to members is so poor. I think a major thrust should be placed on improving the value proposition EA offers to members and potential members. Develop Engineering Business Intellectual Property 18