Leadership Styles and Corporate Culture

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4.5 часов курса
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Your success as a leader or entrepreneur depends on your ability to display those quality that are essential at different periods of growth or decline. Leadership is not one thing. It is addressing the needs for growth and motivation for the age in which you, or your company, lives. This course will help you recognize the life cycle stage of your company and the style of leadership that will help your company succeed and, therefore help you succeed!

The leader who succeeds as an entrepreneur may fail as the company matures. The successful manager in a large and mature company may be a complete failure in the early days of a company. And the style of leadership required to create a revolution in a corporations culture may be a disaster in a period of stability. Understanding your style, and the style needed by your organization, is critical to your success.

During this course you will assess your own leadership style, the dominant style of your organization, and place your organization on the life cycle curve. You will understand the attributes of leaders who can renew and rescue a company from what may appear to be the inevitable decline. And, you will understand the necessary diversity of leadership styles required to maintain a company or culture in a mature state.

  • "Lawrence, That was amazing!!! Here is one barbarian prophet, and historian who thanks you! I have taken 75 Udemy courses thus far. Most of them in business. Your course is one of my favorites! Thanks again! Sincerely, David Coon"
Introductions to Leadership and Life Cycles
You will understand the essential characteristics of emerging and declining organizations and understand the relationship between leadership and culture.
Introduction to Leadership and Life Cycles
Mark Twain said “History doesn’t repeat itself – but it does rhyme.”That is probably an accurate assessment of the value of history. Thereare broad patterns that seem to follow some natural evolution as thereare natural patterns in the birth and growth of infants, animals andeven plants. There can be no exact roadmap drawn from history, but therecan be wisdom derived from the patterns. The culture at the birth of acompany or civilization is of one kind, and that is entirely differentthan the culture at maturity or in decline. The behavior of leaders,their relationships, skills and intentions are different at each age.And wealth varies by stage. Obviously at birtha companyis not richin financial assets. But it may be rich in innovation or in thespiritual quality of dedication to a worthy purpose. In maturity acompany becomes increasingly focused on the refinement of process andbuilds its social capital both in brand equity and internal relations.Material resources are growing, and with that growth the motivations arelikely to shift from the single cause the excited the early followersto a more narrow self -interest. And as financial assets increase andmanagers are increasingly drawn from those who know more about financeand mechanisms of financial control, the innovative spirit declines, andsocial relations fragment. Companies toward their end, likecivilizations, decline in a process of social disintegration, the lossof trust and innovation. The loss of money is only the last sign ofdecay.
What is Leadership?
The important thing to understand is that leaders are diverse, with different styles and skills. But leaders provide that competence and style that is needed in a particular organization and a particular time.What is a leader?
  1. Not Position, but process.
  2. A leader recognizes a challenge, a threat or an opportunity, and responds creatively to that challenge.
  3. Someone who is out front, creating new paths, products, markets, before others.
  4. Someone who Motivates others to arise to challenge by creating a worthy, ennobling purpose for which others will sacrifice.
  5. Someone who develops and implements solutions.
Personalities or Process?
In maturity leaders are subordinate to process and principles. A constitutional democracy puts principles and process above personalities. Cultures and companies in their early stages and in their last stages of decline have leaders who dominate over process and principles.
Synopsis of Barbarians to Bureaucrats
This synopsis contains the major points of my Barbarians to Bureaucrats book and the self-assessments that are presented in the following lectures.
The Culture Curve
You will understand the basic process of wealth creation as companies or cultures grow, and how they destroy wealth as they disintegrate.
Cultures of Command or Collaboraton
In the life cycle of civilizations and companies there is a twin-foldprocess of integration and disintegration. Civilizations or companies,when growing, expand their borders and are integrating different people,ideas, competencies, and cultures. When they cease the process ofintegration and expansion, they start defending their borders andbuilding walls to keep out the energetic barbarians, and the process ofinternal disintegration begins. As the focus shifts from offense todefense, the focus of energy is increasingly internal rather thanexternal. The spirit of unity of purpose increasingly becomes the spiritof self interest and internal division. Soon the body of the culture isengaged in internal warfare and self-mutilation, and the enemy does notso much conquer as to march in to fill the void created by theimpotence of the old culture. Toynbee concluded that the decline ofevery civilization was not at the hands of an external enemy but ratheran act of suicide, the loss of will, and the disintegration of theculture. Whether or not you accept Toynbee's analysis of the rise andfall of civilizations, there are clearly lessons for leaders ofcompanies and countries. You can see these in the emerging periods ofthe Prophet, Barbarian and Builder and Explorer. You can also see thedecay and decline beginning the dominance of the Administrator, theBarbarian and the Aristocrat. You can only hope to see an age of theSynergist, when the best qualities are held in balance.
Wealth Creating Leaders and Life Cycle Stages
You will understand the behavioral characteristics of leaders who grow organizations from early startup to maturity.
The Prophet: In the Beginning was the Word
  1. “Reasonable men adaptthemselves to their environment; unreasonable men try to adapt theirenvironment to themselves. Thus all progress is the result of theefforts of unreasonable men.”George Bernard Shaw “LeanStart-Ups: Human institutions designed to create something new underconditions of extreme uncertainty.” Entrepreneurship is a managementscience.Those that succeed are those who canpivot, within every bad idea is the kernel of a good idea, waiting to berecognized. Most ideas are bad ideas, but move in a direction of whatworks in the marketplace. “Pivots” are the key. “Weachieved failure.”
    1. They reality distortion field that convinces people that they know what customers want. It is usually wrong.
    2. That we can accurately predict the future. This causes you to fail the test of flexibility or adaptation.
    3. Success is following the plan.
    Inthe beginning is the word, the creative act, the spirit of renewal.Creative personalities, including religious prophets, seem to follow apattern of withdrawal-and-return. They disappear into the mountains ordesert. They remove themselves from the distractions of the currentorder and seek some vision of a better future. Their power to inspireothers is only seen on their return when they are intentionallydisruptive. A revolution begins and their followers can hardly be calledan organization, more a group of disciples. It is disruption, notorder. It is the nature of creative personalities. The vision of theseprophets is like a rocket blast, a surge of energy that disturbs the oldand propels movement toward something new. Often these prophets areincapable of doing their work within the framework of the old order, butmust but be exiled to a new land. As new wine must be put in newbottles, so too, may the new wine of innovation require the new bottleof new organization,(Mar 2:22And no man putteth new wineinto old bottles: else the new wine doth burst the bottles, and thewine is spilled, and the bottles will be marred: but new wine must beput into new bottles.)
You may be a Prophet if
  • Your ideas are long range and visionary.
  • You are willing to make great sacrifices in time and energy to see your ideas realized.
  • You tend to withdraw for long periods to work through your ideas.
  • You see challenges others don’t see.
  • Others see you as a bit “different,” (You were not most popular in high school!)
  • You’re probably not very well organized, and you are impatient with details and administration.
Your organization may be in the Prophet stage if…
  • Your leader is a visionary and creative person on whose ideas the company was founded.
  • Your organization is at risk because it has not yet proved its product’s viability in the marketplace.
  • There is more chaos than organization, with things changing daily, reporting relationships unclear, and processes undefined.
  • There is an excitement and deep belief in what you are trying to accomplish.
  • Any background in leadership or management will be helpful, but not required.
Что Вы изучите?
  • To recognize the requirements of different life cycle stages of growth and decline
  • To recognize the leadership styles and behavior associated with different stages of development.
  • To assess your own leadership style.
  • To be able to adjust your style to the needs of your organization.
Lawrence M. Miller, Institute for Leadership Excellence
Lawrence M. Miller, Institute for Leadership Excellence
Best Selling Instructor, Author & Leadership Coach

Larry Miller is now teaching more than ninety thousand students in more than 170 countries on Udemy, is the author of eleven books, and has forty years of experience consulting with major corporations. Several of his courses on management and leadership are best selling courses in their category and have been adopted by major corporations as part of their leadership development and lean culture implementaton process.  

For the past forty years he has worked to improve the performance of organizations and the skills of their leaders. His expertise is derived from hands on experience creating change in the culture of hundreds of organizations. 

He began his work in youth prisons after recognizing that the learning system in the organization had exactly the opposite of its intended effect – increasing, rather than decreasing, dysfunctional behavior. For four years he worked to redesign the prison system by establishing the first free-economy behind prison walls, where each inmate had to pay rent, maintain a checking account, and pay for everything he desired. This was his first organizational transformation. 

He has been consulting, writing and speaking about business organization and culture since 1973. After ten years with another consulting firm, he formed his own firm, the Miller Howard Consulting Group in 1983. In 1998 he sold his firm to Towers Perrin, an international human resource consulting firm and became a Principal of that firm. In 1999 he left that firm to focus on solo consulting projects. 

He and his firm were one of the early proponents of team-based management and worked with many clients to implement Team Management from the senior executive team to include every level and every employee in the organization. The Team Management process created a company of business managers, with every employee focused on continuous improvement of business performance. In addition to directing the overall change process, Mr. Miller personally coached the senior management team of many of his clients. 

The implementation of Team Management led to the realization that the whole-system of the organization needed to be redesigned to create alignment so all systems, structure, skills, style and symbols support the same goals and culture. From this realization he developed the process of Whole System Architecture that is a high involvement method of rethinking all of the systems, structures and culture of the organization. Among his consulting clients have been 3M, Corning, Shell Oil Company, Amoco and Texaco, Shell Chemicals, Air Canada and Varig Airlines, Eastman Chemicals, Xerox, Harris Corporation, McDonald's and Chick-fil-A, Merck and Upjohn Pharmaceuticals, United Technologies, Metropolitan Life and Landmark Communications. 

Mr. Miller has authored eleven books, among them American Spirit: Visions of A New Corporate Culture, which was the text for Honda of America's course on their values and culture; and Barbarians to Bureaucrats: Corporate Life Cycle Strategies, which draws on the history of the rise and fall of civilizations to illustrate the patterns of leadership and evolution in corporate cultures. Most recently he authored Getting to Lean – Transformational Change Management that draws on the best change management practices such as socio-technical system design, appreciative inquiry, and systems thinking or learning organizations to provide a road map to transforming organizations. He has also authored Team Kata - Your Guide to Becoming A High Performing Team,  the core human process of lean organizations. Most recently he published The Lean Coach that corresponds to his course on Coaching Leaders for Success. He has appeared on the Today Show, CNN, made numerous appearances on CNBC, has written for The New York Times and been the subject of a feature story in Industry Week magazine. He was recently the subject of articles in Fast Company and Inc. Magazine.

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