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APPLIED LEADERSHIP
Practical Leadership
Foundations for being Street smart
Robert Kennedy College
04/12/2011
.
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Contents
Contents ................................................................................................................................................. 2
Executive Summary ................................................................................................................................ 3
Introduction - Leadership essentials ...................................................................................................... 4
Academic Foundation Emotional Quotient ......................................................................................... 6
Quintessential Leader ............................................................................................................................. 8
Middle Management Theory ................................................................................................................ 13
The Organization and Position ......................................................................................................... 13
Theory ............................................................................................................................................... 13
References and Bibliography ................................................................................................................ 16
Additional Resources: ........................................................................................................................... 17
Appendix A Leadership styles, Emotional Intelligence (Goleman) .................................................... 18
Appendix B Emotional Intelligence: Factors ...................................................................................... 19
Appendix C Mayer Briggs Personality types ................................................................................... 21
Appendix D Leader Compliance......................................................................................................... 24
Appendix E Leadership Eras.............................................................................................................. 26
Appendix FTuckmans team development Model............................................................................ 27
Appendix G Transformation vs. Transactional Graph ....................................................................... 28
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Executive Summary
The current Global economy need true leaders to take a stance. This article is a
combination of theories and input on leadership on the dos and donts.
Intelligence is what created the world as we know it today. Emotional Intelligence is the core
for leadership success and gaining trust from followers. It is not a new creation but has only
been realized by Goleman.
The concern with leadership is that they need to take a shift from power to a leader-follower
relationship. They need to understand different personalities and situation to execute the
challenges successfully. The main purpose of this article would be to give them the needed
tools and information to understand and develop themselves in their social / emotional
intelligence. Secondly, to understand their followers and build relationships that will be self
sustaining.
Emotional Intelligence is the essential ingredient, but we also looked at other styles that
make use of EQ to impact a certain environment. These include Authentic Leadership theory
and Transactional / Transformational, touching the different eras in leadership.
Any leader need followers to be a success, but need to take them through a process to
change the status quo. Multiple styles and approaches have been discussed to motivate the
quintessential leadership; these include Johari, Social Styles, and Conflict, Transactional
Analysis. The focus was on the characteristics and social understanding and not on the theories
of leadership.
A theory is explained to assist Company X to fill a middle management position with personwith leadership traits. The theory is explained in detail.
I am the Master of my Fate; I am the Captain of my ship Nelson Mandela, Invictus
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Introduction - Leadership essentials
Being a born or bred leader is not what makes them successful, but rather the
emotional maturity. Emotional Intelligence is a fairly new concept that drives manager to
become effective leaders, a team mate to become a captain and a politician to change
the world.
Intelligence is the ability to learn, understand and think in a logical way about things
(Oxford 7th), while Emotion is the part of a persons character that consists of feelings.
(Oxford 7th). Both these factors can be improved and is an essential need to our
survival. Can it be that managers will typically have a stronger intelligent side than
emotional side based on the knowledge and experience while leaders have a stronger
emotional side due to the stimulation they give to their follower to believe in them and
trust them.
Leadership was not created over the last hundred years; it has been around since
the beginning of life. The same goes for Emotional Intelligence, the modern world only
discovered an actual trait we as living creatures have to control and maintain. This
discovery was made by Goleman in his article Leadership that gets results(2000) when
he indicated that control over people (species) is based on a certain level of emotional
advantage the one have over another (follower). The 4 areas he discusses are self
awareness, self management, social awareness and social skill (Appendix A). Various
tools and theories have been compiled to assist a leader to resolve certain issues and
situations. Leadership evolved through different eras (Appendix D), the current are
being the integrative. This is the combination of different previous eras which made a
big impact such as the contingency, transactional, transformational and situation eras.
All these eras is still active around the word depending on the emotional intelligence of
the leaders in different environments.
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The problem with leadership is the situation and personalities involved. This forces a
leader to select a specific style for a specific reason for a specific outcome. Leaders
give their followers a certain authority to keep a balance on the relationship; they can
only achieve this if they can trust the team to act (initiative) communicates (feedback)and pull the result form the followers (not push).
Figure 1 - Leadership Style
If you do not connect with other people and make them feel important, they will not
stick around for long enough to experience your genius! (Drucker, 1999). Followers tend
to trust and believe in those leaders who does not intimidate or manipulate, but rather
stimulate level.
The purpose to understand the need for this article creates the ability to lead.
Ultimately, the need to lead would be to discover oneself (inner emotions) then to
develop the social intelligence to create followers, which will in return re-create more
followers. This is a level 5 leadership attempt which transforms an organization from
good to great(Collins, 2001). Social intelligence, is defined as a set of interpersonal
competencies built on specific neural circuits (and related endocrine systems) that
inspire others to be effective.
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The only way to discover something is to explore - The only way to discover your
strengths is through feedback analysis (Drucker, 1999).Feedback is a simple but
destructive tool for any leader to be highly effective. The leader should pull the feedback
from the follower, without being involved (physically) and maintain the trust.
Academic Foundation Emotional Quotient
Emotional intelligence, according to Time magazine, may be the best predictor of
Success in life.
What type of person are you really? This is a very difficult question to answer for the
average person due to an underdeveloped emotional quotient. If you had to ask any
respected leader the same question, they would give you a simple straight forward
answer (assertive). This is only because they know what they want and that is what
drives them internally, it can be said that they have a strong understanding of
themselves. As mentioned, followers trust and believe their leaders; similarly do leaders
lead themselves as well, because they believe and trust in themselves.
People differ because we are all unique, and even if we have a similar personality
will we differ on the way we handle conflict or our social environment. Mayer Briggs
(Appendix C) is a highly effective method to discover your personality but more
importantly how to spot and understand the personalities of your Piers. What is more
certain than results that assist you in discover the way your (unique) mind operates?
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Figure 2 - Social Style 1
People have different styles and views; Figure 2 indicates the two basic scales to
place a leader. One scale indicates the focus and the other the development. It is good
practice to avoid the other areas that might cause frustration. Never try to be an expert if
you are not, rather focus and build on your strengths and find strong people to do the
other necessary tasks.
Various other theories are available to compliment the EQ theory on leadership. One
of them is the Authentic leadership which is a tool to implement emotions to create a
change in ethical behavior and being transparent, which in return stimulates the
followers because they have the power to communicate information freely.
Transformational and Transactional leadership theories are also very popular
(Appendix G). These theories can be said to have help discover the EQ theory. These
theories allowed the follower to be self driven and created a culture of self awareness
and a social satisfaction which is essential for the EQ environment which is a give and
take initiative. Culture is driven by emotions; optimistic, assertive leaders will develop a
culture with very little effort.
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The social circuit in our brains plays an essential part in our lifes; mirror neurons in
the brain react to certain gestures, when we communicate with people. Could this be
one reason why certain people are followers and some turn out to be leaders due to the
stronger social circuit? Life tend to follow anything that stimulates, direct, create attractand comfort it. Leaders stimulate and give a sense of satisfaction, which builds
relationships; which create motivation; which drive followers to perform better to seek
more satisfaction (comfort) and ultimately become achievers. This is why our social
circuit is the single most important factor to develop the leader within. Emotional
intelligence is the most powerful tool on this planet based on the ability it has to create
or destroy, ranging from relationships to countries, this can be seen when you take a
trip down memory lane (Religion, Economic and Politics). Roughly 90% of our success
is based on how well we handle ourselves on a daily basis related to our piers, to
accomplish the goals as effective, efficient and consistent as possible. This indicates
that we should focus on relationships if we want to succeed in the field of leadership.
Quintessential Leader
Effective leaders will always be focused on what lies ahead (future), because they saw
yesterday as an opportunity to analyze and prepare, to be able to implement today to
create more opportunities tomorrow. It is therefore primary for the leader to adapt his
style when needed to achieve the outcome.
This is done through people, its very seldom that one man wont need a team of some
kind to help him achieve. Primary goal for a leader is for his people to believe in them
before the leader will be able to use them to achieve a common goal and be stimulated.
What does it mean to believe? It means to feel certain(Oxford 7th). The way people
interpret things creates an expectation; this triggers an emotion of some sort which
results in some form of behavior. A good leader does exactly this, because they have
an internal need to be believed in and trusted (emotionally). This is directly related to
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Maslows hierarchy model to achieve. Leaders can satisfy their followers through means
of maintaining some stimulation; the integrated expectancy model is a reliable guideline
to improve the EQ of the leader because they will understand the need and outcome of
the follower.
Figure 3 - Integrated expectancy model
Secondly, the situation will have an effect on the behavior and it is of utmost importance
to understand the situation to use the correct situational leadership style as shown inFigure 4.
Figure 4 - Situational Leadership
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Everyone have a specific social style (Figure 5), to understand the different styles
will contribute to the level of EQ advantage one will have over the followers.
Figure 5 - Social Styles
Leaders need to create change, and change in this perspective is nothing else but
innovation, it is therefore essential for the followers to understand who the innovator is,
whats being innovated and how they will innovate. The best way to innovate
successfully is to make us e of the Johari Window as shown below, the idea would be to
minimize the unknown area between leader-follower and maximize the known to both
parties area. This will improve the whole process and relationship.
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Figure 6 - Johari Window
Any leader will experience conflict more often than achievements. This is basically
due to the leader-follower relationship and/or lack of high EQ. Ideal situation to resolve
is for all parties to collaborate (win-win), but this is not always possible based on the
factors and urgency involved. Alternative option would be for all parties to compromise,
but even then will it be essential to have certain level of higher EQ than the other party.
Factual negotiation is one approach and being focused on the achievement and
rewards another.
Figure 7 - Conflict Styles
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Some of the characteristics that one would have is; Authenticity, Sympathy, Mercy,
Honesty and Mutuality. Strong resistance will only be changed if the parties can agree
to exclude emotions and personal believes and to focus on the achievement.
Lastly, a leader should focus on the transactional styles (Figure 8) to understand the
reactions to expect with their followers and piers. The ideal position to be in would be
Adult to Adult relationship and to maintain that position, or take the stance to restore the
relationship to that level again. The relationship that should be avoided at any cost
would be Parent to Child, especially if the leader finds them in the Child category.
Figure 8 - Transactional Styles
As mentioned, leadership has many options, but the essentials stay the same. A
leader will only be consistently effective if they maintain a high EQ level. This way hewill be able to Form (communicate, integrate) a team, take them through the Storm
phase (innovate and construct) into the norm (security, trust) phase and ultimately get
them to perform (effective, efficient) (Appendix F).
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Middle Management Theory
The Organization and Position
Aiming to be the regional leaders in Mining Utility supplies and manufacturing of
mining equipment. The open cast mining environment showed a steep incline in
production and the need to expand became a reality almost unnoticeable.
Company X is a private company with predicted revenue of $2 million for the
financial year, and employs 24 people. The industry needs a strong leader and some
mines approach the owner to expand his company which will generate proposed
revenue at around $8 million and expect to employ an additional 15 people. A new
position will be created for a unit (production / projects) manager to guide the company
to achieve this goal. This position will report directly to the CEO and will have majority
authority over most other departments such as Supplies and Human resources
(Supervisors and Lower management) and will be directed by the CEO.
The person should have some leadership traits and be able to communicate witharound 5 years experience in a similar line of work. The CEO sat down to develop a
theory which he wants to implements.
Theory
The theory states are used to indicate if the potential candidate has leader abilities
and traits. The Specific Identity (Ignorant, Rejecting, Accepting, Accommodating)
indicate an action that can be taken (last column). The identity is a combination
between three primary factors and trait scoring. The Driving Factors are as follow: 1#
Physical (tangible), 2# Psychological and 3#Emotional. Three divisions
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The candidate will give themselves a mark per factor for every trait. The traits are
sub divided into 3 levels, each with a different factor. After the scorecard has been
completed, one needs to add all the sub unit (Vertical) scores and multiply them with the
given factor. Lastly, add the subtotals together to get the main total. Use the Directiontable to indicate if the candidate is suitable for the position.
Scale: 5 = High, 0 = Low
Physical Psychological Emotional
Factor x1 x2 x3
Self Drive
Self Esteem
Self Aware
Self ManageSub Total
Factor x2 x3 x1
Social Drive
Values
Authority
Responsible
Sub Total
Factor x3 x1 x2
Achievement
Control
Quality
Skills
Sub Total
Total
Figure 9 - Identity Scorecard
Highest Lowest Action Category
1 Physical Psychological Reject Technician
2 Physical Emotional Accept Leader
3 Psychological Physical Accommodate Manager
4 Psychological Emotional Ignore Miss-fit
5 Emotional Physical Accept Leader
6 Emotional Psychological Accommodate Leader / Manager
Figure 10 - Identity Direction Table
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The two left comments are the high and low score to be used. The third column
gives a mental indication on the candidate and the last column indicates the possible
position.
This theory was developed for this specific level of management in a similar
environment only.
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References and Bibliography
Hellriegel, D. Jackson, S. E. (2008). Management 2nd
South African edition. Oxford Southern Africa.
Nel, W.P. (2008). Management for Engineers, Technologists and Scientists. 2nd
Edition. Juta and
Company ltd.
Vanessa Urch, Druskat. Steven B. Wolfs. (2001). Building the Emotional Intelligence of Groups.
Harvard Business Review. R0103E.
Robert Goffee. Gareth Jones. (2000). Why should anyone be Led by You. Harvard Business Review.
R00506.
Daniel Goleman. (2000). Leadership that Gets results. Harvard Business Review. R00204.
Donald, N. Sull. (2006) Why Good companies go bad. Harvard Business Review. Taylor and Franco.
994IO.
Eve Mitleton-Kelly. (2006).A Complex approach to Co-create an Innovative environment. London
school of open economics. Taylor and Franco.
Drucker, Peter, F. (1999). Managing One self. HBR 99204.
Avolio, Bruce. Walumbway, Fredd. Weberz, Todd, J. (2009). Leadership: Current Theories, Research,
and Future Directions. Management Department Faculty Publications, University of Nebraska -Lincoln Year 2009
Selman, J. Leadership and Innovation: Relating to Circumstances andChange. Pdf.
Van Seters, David A. Field, H.G Richard. The evolution of Leadership Theory. Pdf.
Evans, Matt H. Excellence in Financial Management, Chapter 18: Leadership. Pdf.
Marian Iszatt White. Explicating Golemans Leadership Styles Fieldwork Examples from Further
Education, Centre for Excellence in Leadership, Lancaster University, UK.
Bolden, R. Gosling, J. Marturano,A. Dennison, P. (2003). A Review of Leadership Theories and
Competency Frameworks. Edited Version of a Report Chase Consulting and the management
Standard Centre. Centre for leadership studies. University of Exeter.
Cherniss, C. The Business case for Emotional Intelligence. Rutgers University. www.eiconsortium.org.
http://www.eiconsortium.org/http://www.eiconsortium.org/ -
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David M Boje. (2000). Transformational Leadership.
http://cbae.nmsu.edu/~dboje/teaching/338/transformational_leadership.htm.
Emotional Intelligence in the Workplace. (2007). Fasset.
Leadership Style, Mayers Briggs type, Jungian type, MTR-I team role. (Accessed 2011).
http://www.workcoachcafe.com/2009/07/29/7-ways-you-can-put-emotional-intelligence-to-work/
So why does emotional intelligence at work matter?(Accessed 2011).
http://www.canadaone.com/ezine/july04/eq_interview.html
Rock, Michael, E. (1999). Destiny, Quest, StoryTransformative Learning Processes for the New
Organization. http://www.canadaone.com/ezine/nov99/corporate_learning3.html.
Leadership Styles & Patterns: A Sociocultural Perspective. (2006).
http://fathielnadi.blogspot.com/2006/04/leadership-styles-patterns_27.html
Eric Berne's Transactional Analysis - TA theory development and explanation.
http://www.businessballs.com/transactionalanalysis.htm.(Accessed 2011).
Additional Resources:
How to deal with difficult People.
http://www.youtube.com/watch?v=4h7cmuRLwME&feature=related (Accessed 2011).
JACOB GOLDENBERG, SANGMAN HAN, DONALD LEHMANN.Social Connectivity, Opinion
Leadership, and Diffusion.
Stefan H.K. Wuyts, Marnik G. Dekimpe, Els Gijsbrechts, and F. G. M. (Rik) Pieters. (2010). The
Connected Customer.
Charles Handy. (2009).Best Business Books 2009: Leadership.
Warren Bennis, Daniel Goleman, and James O'Toole, with Patricia Ward Biederman.
Transparency: How Leaders Create a Culture of Candor ...
David Rock and Jeffrey Schwartz. (2006).The Neuroscience of Leadership.
JOEL BROCKNER, DANIEL AMES, (2010). Not just holding forth: The effect of listening on
leadership effectiveness.
http://cbae.nmsu.edu/~dboje/teaching/338/transformational_leadership.htmhttp://www.workcoachcafe.com/2009/07/29/7-ways-you-can-put-emotional-intelligence-to-work/http://www.canadaone.com/ezine/july04/eq_interview.htmlhttp://www.canadaone.com/ezine/july04/eq_interview.htmlhttp://www.canadaone.com/ezine/nov99/corporate_learning3.htmlhttp://fathielnadi.blogspot.com/2006/04/leadership-styles-patterns_27.htmlhttp://www.businessballs.com/transactionalanalysis.htmhttp://www.youtube.com/watch?v=4h7cmuRLwME&feature=relatedhttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/582273/Jacob+Goldenberghttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494944/Donald+Lehmannhttp://www.strategy-business.com/article/09407bhttp://www.strategy-business.com/article/09407bhttp://www.strategy-business.com/article/09407bhttp://www.strategy-business.com/article/06207http://www.strategy-business.com/article/06207http://www4.gsb.columbia.edu/ideasatwork/researcharchive/494882/Joel+Brocknerhttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494902/Daniel+Ameshttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494902/Daniel+Ameshttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494882/Joel+Brocknerhttp://www.strategy-business.com/article/06207http://www.strategy-business.com/article/09407bhttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494944/Donald+Lehmannhttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/582273/Jacob+Goldenberghttp://www.youtube.com/watch?v=4h7cmuRLwME&feature=relatedhttp://www.businessballs.com/transactionalanalysis.htmhttp://fathielnadi.blogspot.com/2006/04/leadership-styles-patterns_27.htmlhttp://www.canadaone.com/ezine/nov99/corporate_learning3.htmlhttp://www.canadaone.com/ezine/july04/eq_interview.htmlhttp://www.workcoachcafe.com/2009/07/29/7-ways-you-can-put-emotional-intelligence-to-work/http://cbae.nmsu.edu/~dboje/teaching/338/transformational_leadership.htm -
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Appendix A Leadership styles, Emotional Intelligence (Goleman)
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Appendix B Emotional Intelligence: Factors
The EQ-i :Practical Emotional Architecture
FACTOR COMPETENCY DESCRIPTION WORKPLACE BENEFIT
CORE FACTORS
EMOTIONAL
SELF-AWARENESS
Recognize and understand one'sfeelings and emotions, differentiatebetween them, know what caused themand why.
Promotes successful resolutionand leads to improvedinteraction among staff.
EMPATHYBe attentive to, understand andappreciate the feelings of others, able toemotionally readother people.
Understands duties anddemands being placed oncolleagues creates cohesivefunctioning; understandingothers viewpoints helps makeone a team player.
ASSERTIVENESSExpress feelings, beliefs, and thoughtsand defend one's rights in anondestructive way.
Helps individuals to work morecohesively and share ideaseffectively; integral toleadership.
REALITY TESTING Assess the correspondence betweenwhat is experienced (the subjective) andwhat in reality exists (the objective).
Focuses on practicality and noton unrealistic expectations.
IMPULSE CONTROLResist or deny an impulse, drive, ortemptation to act.
Knows rash actions can becostly; often avoids mistakesby simply taking time to stopand think.
FlexibilityAdjust one's emotions, thoughts, andbehaviour to changing situations andconditions.
High
: perform better in positionswhere tasks are dynamic andchanging. Low: perform betterat more defined tasks requiringreliability and consistency.
SUPPORTING FACTORS
Self-RegardLook at and understand oneself, respectand accept oneself, accepting one's
Builds better work attitudesand behaviours; better self-
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perceived positive and negative aspectsas well as one's limitations andpossibilities.
confidence leading to betterperformance.
Independence
Self-reliant and self-directed in one'sthinking and actions; free of emotionaldependency; may ask for and consideradvice of others, but rarely depend onothers for important decisions or to dothings for them.
People thinking for themselves,yet still listening to and utilizingideas from others whenappropriate.
Social ResponsibilityDemonstrate oneself as a co-operative,contributing, and constructive memberof one's social group.
Contributing to recognizeddepartmental and companygoals; being aware of thegreater good you and yourgroup can contribute to societyas a whole.
OptimismLook at the brighter side of life and tomaintain a positive attitude, even in theface of adversity.
Self-fulfilling prophecy: staffbelieving something ispossible; often make it happen;optimistic attitude that wardsoff stress.
Stress Tolerance
Withstand adverse events and stressfulsituations without falling apart byactively and confidently coping withstress.
Managing reasonableworkloads, establishing clearpriorities, and meeting realisticdeadlines.
PIVOTAL FACTORS
Problem SolvingIdentify and define problems, generateand implement potentially effectivesolutions.
Create viable alternativesolutions, including acost/benefit analysis / long-term implications.
InterpersonalRelationship
Establish and maintain mutuallysatisfying relationships that arecharacterized by intimacy and givingand receiving affection.
Effective communication withinand between departments.
Self-Actualization
Realize one's potential capacities and to
strive to do that which one wants to doand enjoys doing.
Motivate, optimize individual /
team performance; bringingmore life experience to the job.
HappinessFeel satisfied with one's life, to enjoyoneself and being with others, and tohave fun.
Lifts spirits / overallperformance.
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Appendix C Mayer Briggs Personality types
LEADERSHIP STYLE
Myers Briggs type, Jungian type, MTR-i team role
Description When to use When not to use
PARTICIPATIVE LEADERSHIP
ESFJ/ENFJ, Extraverted Feeling (Jung), or Harmonising (MTR-i)
People-oriented, motivator, builds
personal relationships, likeable,
interpersonal skills, cares for
others
Commitment from others
is critical, or sensitive
situations
Decisions need to be forced
through, conflict is being
avoided
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IDEOLOGICAL LEADERSHIP
ISFP/INFP, Introverted Feeling (Jung), or Campaigning (MTR-i)
Value-driven, has passion for key
issues, focuses on important
themes, champions the cause
The group has lost its
sense of identity, or it is
doing too many
unimportant things
There is a problem that
needs to be solved with
dispassionate objectivity
(eg: technical issues)
CHANGE-ORIENTED LEADERSHIP
ENTP/ENFP, Extraverted Intuition (Jung), or Exploring (MTR-i)
Tries things that are new,prototypes, introduces change,
looks for unexpected outcomes,
creates new opportunities,
experiments
The group is 'stuck in arut', or the status quo
needs to be challenged
There are already too manyinitiatives under way and
some stability is needed
VISIONARY LEADERSHIP
INTJ/INFJ, Introverted Intuition (Jung), or Innovating (MTR-i)
Develops long term vision,produces radical ideas, foresees
the future, anticipates what is
outside current knowledge
Radical change isneeded, change is a long
term activity
There are immediatedangers, the group may not
survive in the short term
ACTION-ORIENTED LEADERSHIP
ESTP/ESFP, Extraverted Sensing (Jung), or Activating (MTR-i)
Takes action, produces results,
leads from the front, sets an
example, does what is asked of
others
There is some inertia, or
lack of achievement has
destroyed motivation
The group is being too
expedient, current success
may ebb in the future
GOAL-ORIENTED LEADERSHIP
ISTJ/ISFJ, Introverted Sensing (Jung), or Clarifying (MTR-i)
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Observes, listens, clarifies goals,
establishes realistic expectations,
makes aims crystal clear
The direction is vague or
expectations have not
been articulated
There are already too many
goals or too much
information
EXECUTIVE LEADERSHIP
ESTJ/ENTJ, Extraverted Thinking (Jung), or Conducting (MTR-i)
Organises, makes plans, sets
measurable goals, coordinates
work of different people, manages
resources
There is chaos/lack of
organisation, or there are
no measures of
achievement
There are so many
processes that creativity has
been stifled
LEADERSHIP THEORIST
ISTP/INTP, Introverted Thinking (Jung), or Analysing (MTR-i)
Analyses, uses models, produces
explanations, compares other
situations, engages in intellectual
debate
The situation is complex
or driven by technical
solutions
People's feelings are
paramount, or the group go
round in circular arguments
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Appendix D Leader Compliance
Compliance: Influence Zones
Every directive, request or command issued by a leader is not the same in the eyes of the employee. Some
request involve behaviors the employee would do on his or her own, while directive would not be carried out
under any circumstances. Below is a model that describes the degree of resistance a leader would encounter to
various requests. The lower down on the list, the greater the resistance. The greater resistance, the more power
the leader must have in relation to target to insure compliance.
1. Preference Zone- Behaviors in the preference zone are those behaviors and activities the target
actually enjoys doing and would probably do with any request.
2. Indifference Zone- These behaviors represent activities for which the target has no preference and is
indifferent to. For example, if an employee really does not care if she is assigned to the Boston office or
the Providence office, this decision would lie in the indifference zone.
3. Legitimate Zone- These are behaviors which the target would rather not do but recognizes that it his
or her responsibility, as an employee to do when asked. The represent what is calledAdequate Role
Behavior, which defines the lower limits of acceptance work performance.
4. Influence Zone- Behaviors in the influence zone represent tasks and activities which the target views
as outside his or her normal work duties and responsibilities. To carry out these directives would mean
going beyond job requirements and as such are termsExtra Role Behaviors.While the individual
perceives these activities as extra roles, he or she can be motivated to perform if the proper source of
motivation is tapped by the leader.
5. Non-Influence Zone- These are behaviors in which the target would not engage under any work
related circumstances.
Compliance: Influence Approaches
How does a leader get compliance to a request or directive?
1. Enjoyment- The leader attempts to convince the target of the enjoyment he or she will experience
along with compliance.
2. Coercion- The leader uses or implies threats, frequent checking
3. Reward- The leader offers favors, benefits, or future rewards for compliance
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4. Legitimate- The leader seeks to establish legitimacy of request by claiming the authority or the right
to make it, or by verifying that it is consistent with organizational policies, rule or practices
5. Reciprocity- The leader appeals based on feeling of debt (based on past favors) to the leader
6. Expertise- The leader bases appeal on his/her expertise
7. Loyalty or Identification with leader- The leader appeals to feelings of loyalty and friendship
toward the leader
8. Appeal or challenge to traits- The leader appeals to the individuals traits such team player, hard
worker, or risk taker to gain compliance.
9. Appeal to Values- The leader appeals to the individuals values such as concern for students, concern
for the environment.
10.Appeal to Competencies and Skills- The leader appeals based on affirmation of the individuals
values skills, such as good leader, or best negotiator
11.Appeal to goals- Identification with goal- The leader attempts to show that the request is in the best
interests of the group and its goals.
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Appendix ELeadership Eras
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Appendix FTuckmans team development Model
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Appendix G Transformation vs. Transactional Graph