Emerging Leaders Programme

Luke MinshallDirector

What does the world society expect from Organisations

and Leaders?

10 min discussion

groups of three.

Workshop 1

The world expects …

• Safety• Improve the

environment• To have motives• Innovative ideas• Quality of life• Peace• Provide benefit to life

• Guide us to a better future

• To distinguish right from wrong

• Respect the employees

• Solve our needs today and in the future

“…capacity to establish direction, influence and align others toward a common goal…”

“…motivating people towards action and making them responsible for their performance....”

“…process of influencing groups to achieve common goals…”

Leadership Defined

Leaders are…Leaders are…

… … not not above, or better than followers, rather they create an interactive relationship with followers.

Components of Leadership

Leadership is…

…a process involving influence and goal attainment. It occurs within a group context

Workshop 2

• Spend 5 minutes reflecting on your approach to leadership

• What words best describe your approach?

• How effective is your approach to leadership?

• What common leadership themes have you identified?

ManagementManagementActivitiesActivities

LeadershipLeadershipActivitiesActivities

“Produces order and consistency”

• Planning / Budgeting• Organising / Staffing• Controlling / Problem Solving

“Produces changeand movement”• Establishing direction• Aligning people • Motivating / Inspiring

Major activities of management and leadershipMajor activities of management and leadershipare played out differently; BUT both are essentialare played out differently; BUT both are essential

for an organization to prosper.for an organization to prosper.

Leadership & Management

• Certain individuals have special innate or inborn characteristics or qualities that differentiate them from nonleaders. – Resides in select select

group of group of people

– Restricted to those with inborn talent

Trait definition of leadership:Trait definition of leadership:

LEADERLEADER

• HeightHeight• IntelligenceIntelligence• ExtroversionExtroversion• FluencyFluency• Other TraitsOther Traits

Leadership=Leadership=

FOLLOWERSFOLLOWERS

Trait Vs Process Leadership

• LeadershipLeadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982).– Observed in leadership

behavioursbehaviours

– Can be learned

The process definition of Leadership:The process definition of Leadership:

LEADERLEADER

Leadership=Leadership=(Interaction)(Interaction)

FOLLOWERSFOLLOWERS

Trait Vs Process Leadership

Great ManTheories

Early 1900sEarly 1900s

•Research focusedResearch focused on individualon individual characteristicscharacteristics that universally that universally differentiateddifferentiated leadersleaders from nonleadersfrom nonleaders

Traits InteractingTraits Interacting With Situational With Situational

Demands on LeadersDemands on Leaders

1930-50s1930-50s

• Landmark Stogdill (1948)Landmark Stogdill (1948) study - analyzed and study - analyzed and synthesized 124 trait studiessynthesized 124 trait studies - Leadership- Leadership reconceptualizedreconceptualized as a relationship betweenas a relationship between people in a social situationpeople in a social situation

• Mann (1959) reviewed 1,400 Mann (1959) reviewed 1,400 findings of personality andfindings of personality and leadership in small groupsleadership in small groups - Less emphasis on situations- Less emphasis on situations - Suggested personality traits- Suggested personality traits could be used to discriminatecould be used to discriminate leaders from nonleadersleaders from nonleaders

Revival of Critical Role of Revival of Critical Role of Traits in LeaderTraits in LeaderEffectivenessEffectiveness

• Stogdill (1974)Stogdill (1974) - Analysed 163 new studies- Analysed 163 new studies with 1948 study findingswith 1948 study findings - Validated original study- Validated original study - 10 characteristics - 10 characteristics positively identified with positively identified with leadershipleadership

• Lord, DeVader, & Alliger (1986) Lord, DeVader, & Alliger (1986)

meta-analysismeta-analysis - Personality traits can be- Personality traits can be used to differentiateused to differentiate leaders/nonleadersleaders/nonleaders

• Kirkpatrick & Locke (1991)Kirkpatrick & Locke (1991) - 6 traits make up the - 6 traits make up the “ “Right Stuff” for leadersRight Stuff” for leaders

1970’s - Early 90s1970’s - Early 90s

Innate QualitiesInnate Qualities

SituationsSituations

Personality / BehavioursPersonality / Behaviours

TodayToday

• IntelligenceIntelligence• Self-ConfidenceSelf-Confidence• DeterminationDetermination• IntegrityIntegrity• SociabilitySociability

5 MajorLeadership

Traits

Historical Shifts in Trait Perspective

Studies of Leadership Traits and CharacteristicsStudies of Leadership Traits and Characteristics

StogdillStogdill(1948)(1948)

MannMann(1959)(1959)

StogdillStogdill(1974)(1974)

Lord, Lord, DeVader, & DeVader, &

AlligerAlliger(1986)(1986)

Kirkpatrick & Kirkpatrick & LockeLocke(1991)(1991)

Intelligence IntelligenceIntelligence Intelligence Achievement Achievement Intelligence Intelligence DriveDrive

AlertnessAlertnessInsightInsightResponsibilityResponsibilityInitiativeInitiativePersistencePersistenceSelf-ConfidenceSelf-ConfidenceSociabilitySociability

MasculinityMasculinityAdjustmentAdjustmentDominanceDominanceExtroversionExtroversionConservatismConservatism

PersistencePersistenceInsightInsightInitiativeInitiativeSelf-ConfidenceSelf-ConfidenceResponsibilityResponsibilityCooperativenessCooperativenessToleranceToleranceInfluenceInfluenceSociabilitySociability

MasculinityMasculinityDominanceDominance

MotivationMotivationIntegrityIntegrityConfidenceConfidenceCognitive AbilityCognitive AbilityTask KnowledgeTask Knowledge

Leadership Traits

• IntelligenceIntelligence - Intellectual ability including verbal, perceptual, and reasoning capabilities

• Self-ConfidenceSelf-Confidence - Ability to be certain about one’s competencies and skills

• DeterminationDetermination - The desire to get the job done (i.e., initiative, persistence, dominance, drive)

• IntegrityIntegrity - The quality of honesty and trustworthiness

• SociabilitySociability - Leader’s inclination to seek out pleasant social relationships

Major Leadership Traits

• Intuitively appealingappealing

– Perception that leaders are different in that they possess special traits

– People “need” to view leaders as gifted

• CredibilityCredibility due to a century of research support

• Highlights leadership leadership componentcomponent in the leadership process– Deeper level

understanding of how leader/personality related to leadership process

• Provides benchmarks benchmarks for what to look for in a leader

Strengths of Trait approach

• Fails to provide a definitive list of all leadership traits

– Endless lists have emerged

• Doesn’t take into account situational situational effectseffects

– Leaders in one situation may not be leaders in another situation

• List of most important leadership traits is highly highly subjectivesubjective

– Much subjective experience & observations serve as basis for identified leadership traits

• Research fails to look at traits in relationship to leadership outcomesoutcomes

• Not useful for training & training & developmentdevelopment

Criticisms of Trait approach

Workshop 3

• What do you consider to be your leadership traits?

• Provide examples where you can see your leadership traits in action

• Discuss (10 minutes)

• Primarily a Primarily a framework for framework for assessing leadership assessing leadership in a broad way as in a broad way as behaviour with a task behaviour with a task and a relationship and a relationship dimensiondimension

• Offers a means of Offers a means of generally assessing generally assessing the behaviours of the behaviours of leadersleaders

FocusFocus Overall ScopeOverall Scope

Leadership Style

99

88

77

66

55

44

33

22

11

11 22 33 44 55 66 77 88 99LowLow

LowLow

HighHigh

HighHighConcern for ResultsConcern for Results

Co

nce

rn f

or

Peo

ple

Co

nce

rn f

or

Peo

ple

1, 91, 9 9, 99, 9

1, 11, 1 9, 19, 1

Country Club ManagementCountry Club Management Team ManagementTeam Management

Middle-of-the-RoadMiddle-of-the-Road

5, 55, 5

Impoverished ManagementImpoverished Management Authority-Compliance MgmtAuthority-Compliance Mgmt

The Blake & Mouton Leadership/Management Grid

HighHigh

Developmental Level of FollowersDevelopmental Level of Followers

DelegatingDelegating

LowLow SupportiveSupportiveLow DirectiveLow Directive

S 4S 4

SupportingSupporting

High High SupportiveSupportiveLow DirectiveLow Directive

S 3S 3

CoachingCoaching

High DirectiveHigh DirectiveHigh High SupportiveSupportive

S 2S 2

DirectingDirecting

High DirectiveHigh DirectiveLow Low SupportiveSupportive

S 1S 1

LowLow HighHigh

Su

pp

ort

ive

Beh

avio

rS

up

po

r tiv

e B

ehav

ior

DirectiveDirective BehaviorBehavior

D4D4 D3D3 D2D2 D1D1

DevelopedDeveloped DevelopingDeveloping

HighHigh ModerateModerate LowLow

The Four Leadership Styles

• Style Approach marked a major shiftmajor shift in leadership research from exclusively trait focused to include behaviors and actions of leaders

• Broad range of studies on leadership style validates and gives credibility to the basic tenets of the approach

• At conceptual level, a leader’s style is composed of two major types of behaviors: task and task and relationshiprelationship

• Based on style approach, leaders can assess their actions and determine how to change to improve their leadership style

Strengths

• Research has notnot adequately demonstrated how leaders’ styles are associated with performance outcomes

• No universalNo universal style of leadership that could be effective in most situations

• Implies that the most effective leadership style is High-HighHigh-High style (i.e., high task/high relationship); research finding support is limited

Criticisms

Workshop 4

• Review your leadership style.

• What style would you like to develop?

• How might your style be changed?

TRANSACTIONALTRANSACTIONAL

Focuses on theFocuses on theexchangesexchangesthat occurthat occur

between leadersbetween leadersand their followersand their followers

TRANSFORMATIONALTRANSFORMATIONAL

Process of Process of engaging with othersengaging with othersto create a connectionto create a connection

that increases that increases motivationmotivation

and moralityand morality

Transformational Leadership Defined

• Charisma - A special personality characteristic that gives superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader

PERSONALITYPERSONALITY

• DominantDominant• Desire to influenceDesire to influence• ConfidentConfident• Strong moral valuesStrong moral values

BEHAVIOURSBEHAVIOURS

• Sets Strong Sets Strong Role ModelRole Model

• Shows Shows CompetenceCompetence

• Articulates Articulates GoalsGoals

• Communicates Communicates High High ExpectationsExpectations

• Expresses Expresses ConfidenceConfidence

• Arouses MotivesArouses Motives

Transformational Leadership and Charisma

Transformational Leadership motivates Transformational Leadership motivates followers beyond the expected by:followers beyond the expected by:

Transformational Leadership – Core Themes

• Raising consciousness about the value and importance of specific and idealised goals

• Transcending self-interest for the good of the organisation

• Addressing higher-level needs

Tra

nsf

orm

atio

nal

Tra

nsf

orm

atio

nal

Factor 1Factor 1Idealised InfluenceIdealised Influence

CharismaCharisma

Factor 2Factor 2InspirationalInspirationalMotivationalMotivational

Factor 3Factor 3IntellectualIntellectualStimulationStimulation

Factor 4Factor 4IndividualizedIndividualizedConsiderationConsideration

Tra

nsa

ctio

nal

Tra

nsa

ctio

nal

Factor 5Factor 5Contingent RewardContingent Reward

ConstructiveConstructiveTransactionsTransactions

Factor 6Factor 6Mgmt. by ExceptionMgmt. by Exception

Active & PassiveActive & PassiveCorrective TransactionsCorrective Transactions

Las

siez

-Fai

reL

assi

ez-F

aire

Factor 7Factor 7Laissez-FaireLaissez-Faire

NontransactionalNontransactional

Leaders who exhibit TL:Leaders who exhibit TL:Have a strong set of values & idealsHave a strong set of values & idealsare effective in motivating followers to are effective in motivating followers to supportsupportgreater good over self-interest greater good over self-interest

Transformational Leadership Factors

Individualised Individualised InfluenceInfluence

++ Inspirational Inspirational MotivationMotivation

++ Intellectual Intellectual StimulationStimulation

++ IndividualisedIndividualisedConsiderationConsideration

Transformational LeadershipTransformational Leadership

Contingent RewardContingent Reward

++

Management byManagement byExceptionException

ExpectedExpectedOutcomesOutcomes

PerformancePerformanceBeyondBeyond

ExpectationsExpectations

Transactional Transactional LeadershipLeadership

Source: Bass & Avolio (1990)

Additive Effect of Transformational Leadership

Four Leader Strategies in Four Leader Strategies in Transforming rganizationsTransforming rganizations

Clear vision of organization’s future state

TL’s social architect of organization

Create trust by making their position known and standing by it

Creatively deploy themselves through positive self-regard

Bennis & Nanus (1985)Bennis & Nanus (1985)

Leaders Manage Change via Three Leaders Manage Change via Three Act ProcessAct Process

Recognising the need for change

Creating a vision

Institutionalising the change

Tichy & DeVanna (1990)Tichy & DeVanna (1990)

Transformational Perspectives

• Broadly researchedBroadly researched.. TL has been widely researched, TL has been widely researched, including a large body of qualitative research centering on including a large body of qualitative research centering on prominent leaders and CEOs in major firms.prominent leaders and CEOs in major firms.

• Intuitive appeal.Intuitive appeal. People are attracted to TL because it People are attracted to TL because it makes sense to them.makes sense to them.

• Process-focused.Process-focused. TL treats leadership as a process TL treats leadership as a process occurring between followers and leaders.occurring between followers and leaders.

• Expansive leadership view.Expansive leadership view. TL provides a broader view TL provides a broader view of leadership that augments other leadership models.of leadership that augments other leadership models.

• Emphasises follower.Emphasises follower. TL emphasizes followers’ needs, TL emphasizes followers’ needs, values, and morals.values, and morals.

• Effectiveness.Effectiveness. Evidence supports that TL is an effective Evidence supports that TL is an effective form of leadership.form of leadership.

Transformational Leadership – Strengths

• Lacks conceptualconceptual clarity– Dimensions are not clearly delimited– Parameters of TL overlap with similar conceptualizations of

leadership

• Measurement Measurement questioned– Validity of MLQ not fully established– Some transformational factors are not unique solely to the

transformational model

• TL treats leadership more as a personality trait or predisposition than a behaviorbehavior that can be taught

• TL is elitist elitist and antidemocraticantidemocratic

• Suffers from heroic leadershipheroic leadership bias

• TL is based primarily on qualitativequalitative data

• Has the potential to be abusedabused

Transformational Leadership – Criticisms

• Provides a general way of thinking about leadership that stresses ideals, inspiration, innovations, and individual concerns

• Can be taught to individuals at all levels of the organisation

• Able to positively impact a firm’s performance

• May be used as a tool in recruitment, selection, promotion, and training development

• Can be used to improve team development, decision-making groups, quality initiatives, and reorganisations

• The MLQ helps leaders to target areas of leadership improvement

Transformational Leadership – Application

Workshop 5

• Reflect on your approach to leadership using challenging examples from work.

• Consider and describe your next actions with your leadership development.

‘Johari Window’