everyone is a leader
TRANSCRIPT
The Importance of Leadership • Leadership will make or break your
company. Research shows time and time again that employees quit managers, not companies. Leadership is the major factor that makes everything work together seamlessly; without leadership, all other business resources are ineffective.
• This is the age of the knowledge worker. Attracting talented people and enabling them to work effectively to fulfill the organization's goals is the single most important activity of today's company.
• Switched-on business leaders are aware of the concerns of their employees, and are on top of new developments in leadership theory and practice to create more effective working environments.
• According to The Twenty First Century Corporation, "Attracting, cultivating, and retaining [talented people] will be the indispensable ingredient that will drive the ideas, products, and growth of all companies like never before." Bobby Woolf (2000)
Leadership
"Leadership is a function of knowing yourself, having a vision that is well communicated,
building trust among colleagues, and taking effective action to realize your own leadership
potential." Prof. Warren Bennis
5 Indicators Great Leader :
• Move The Business Forward
• Help Motivate And Grow Employees
• Create Passionate Brand Ambassadors
• Create Loyal Customers
• Inspire Other Leaders To Be Great
Leader and Leadership
• Bolden (2004), suggests that styles based on characteristics, traits or behaviours of leaders are less useful than models based on leadership attributes.
• Additionally, leadership needs to be flexible to suit varying situations (situational leadership) and not restricted by the characteristics of a leader’s style.
• Leadership skills therefore need to be drawn from a range of abilities rather than characteristics.
Leader and Leadership
Leader Leadership
Driven by characteristics/traits Driven by abilities
•Strong drive for responsibility •Task orientated •Vigorous and energetic •Able to influence others •Self confident •Strong sense of ‘self’ •Faces problems full on
•Vision •Provides direction •Resolves problems •Good people manager •Effective decision maker •Good communicator •Information gathering/processing •Project management skills •Proven business acumen •Builds partnerships
Static Adaptable and flexible
Bolden, R. (2004) What is Leadership? Leadership South West Research Report, Centre for Leadership Studies, July. (Republished in conjunction with the Windsor Leadership Trust, December 2004.)
“So,” You Ask, “How Do I Become
A Leader?”
“Leaders are developed through learning and practicing leadership
behaviors. But behaviors alone are not enough. We need to connect
those leadership practices to our mindset,
attitudes, and values.”
• In contrast, leadership development is driven by collective goals, requires shared meaning with others, uses a wide range of methods, and generates collective outcomes and results.
• Both practices use different processes and require different sets of practitioner’s knowledge and skills.
(Salicru, S. (2015) Leader vs Leadership Development: Does it really matter?, Leadership & Management)
Leader and Leadership
• Leader and leadership development are different, yet they complement each other.
• Leader development is only the foundation for leadership development.
• Leader development is driven by personal goals, uses coaching as the main method and yields individual outcomes and results. This practice does not necessarily build leadership capacity in organisations.
“Not all leaders are managers, nor are all managers leaders”
• Managers – Persons whose influence on others
is limited to the appointed managerial authority of their positions
• Leaders – Persons with managerial and
personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone
Prentice Hall, 2002
Managers and Leaders
Managers and Leaders
Managers have subordinates By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority. • Authoritarian & transactional style Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so.
• Work focus Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.
• Seek comfort An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.
Leaders have followers at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity. • Charismatic, transformational style Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following you will lead them to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking. Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.
• People focus Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender.
• Seek risk In the same study that showed managers as risk-averse, leaders appeared as risk-seeking, although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. They are thus comfortable with risk and will see routes that others avoid as potential opportunities for advantage and will happily break rules in order to get things done.
Man
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Le
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Subject Leader Manager
Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Culture Shapes Enacts
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames
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Leadership start from Self
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.” – Jim Rohn
Leadership Theories Trait (who the leader is)
Charismatic leadership The big 5 model of personality
Behavioural approach (what the leader does)
Managerial Grid (Blake and Mouton 1975)
Leadership styles (Job centered - Employee centered)
Situational/Contingency approach
(when and how) Leadership continuium
(Tannebaum & Schmidt 1958) Path – Goal theory (House
1996) • Situational leadership
The Least - Preferred Coworker (Fiedler 1967)
Transformational leadership (Why? Change agents)
Bass (1985)
Recent leadership approaches The Behavioral Complexity
Model (Denison et al. 1995) Malik Standard Model of
Managerial Effectiveness Emotional Intelligent
Leadership
Trait/ Competency approach Limitations
1. It assumes that all effective leaders have the same personal characteristics that are important in all situations. Leadership is too complex to have a universal list of traits that apply to every condition
2. Alternative combinations of competencies may be equally successful
3. This perspective views leadership as something within a person, whereas critics point out that leadership is relational
4. The competency perspective does not imply that leaders are born, not developed. On the contrary, competencies only indicate leadership potential, not leadership performance
(McShane & Van Glinow 2009)
The Five - Factor model of personality- “Big Five”
C onscientiousness
A greeableness
N euroticism
O penness to experience
E xtroversion
Leadership as A Personality MBTI Approach
The Sensing
Judgment Type (SJ)
The Sensing
Perceiving Type (SP)
The Intuitive
Thinking Type (NT)
The Intuitive
Feeling Type (NF)
Leadership Style:
Traditionalist, stabilizer, consolidator Has a sense
of duty,
responsibility,
loyalty and
industry
Trouble-shooter, negotiator, fire-fighter Seeks to act
with
cleverness
seeking short
cuts to save
time or effort
where
possible
Visionary, Architect, Systems builder Seeks to add
ingenuity and
logic to ideas
and actions
Catalyst, spokes-person, energizer Likes to
persuade people
about values and
personal
inspirations
Tends to be noticed for:
Being hardworking, reliable and dependable
Being resourceful, risk taking and spontaneous
Being competent, expert and logical
Being open, authentic and inclusive
This table suggests the following:
• The “Sensing-Judging” combination (where the person prefers to inform themselves via tangible, concrete, “five-senses” approaches, and likes order, closure, schedules and decisiveness) suggests a “traditional” or “instructional” approach to work. A summary term for this style is “Safely persistent”.
• The “Sensing-Perceiving” combination (where the person prefers to inform themselves via tangible, concrete, “five-senses” approaches, and likes options, flexibility, opportunity, and freedom to adapt) suggests a “troubleshooter” or “pragmatic” approach to work. A summary term for this style is “Resourceful pragmatism”.
• The “Intuitive-Thinking” combination (where the person prefers to inform themselves via the abstract, big picture, conceptual “intangible” approach, and makes decisions based on argument, logic and objective criteria), suggests a “visionary” or “rational” approach to work. A summary term for this style is “Conceptually Flexible”.
• The “Intuitive-Feeling” combination (where the person prefers to inform themselves via the abstract, big picture, conceptual “intangible” approach, and makes decisions based on values, beliefs and “what’s best for those involved” suggests a “catalyst” or “idealist” approach to work. A summary term for this style is “Optimistic collaboration”.
• Source : Why Leadership is Important : SEPTEMBER 28, 2012 by DR. JON WARNER in LEADERSHIP AND MANAGEMENT
Situational/Contingency perspective
• It is based on the idea that the most appropriate leadership style depends on the situation.
Path–Goal theory (House1996)
Effective leaders strengthen the performance to
outcome expectancy by providing the information,
support and other resources to help employees
complete their tasks.
Situational Leadership
• Situational leadership theory (SLT)
– Leaders should adjust their leadership styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers
• Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader
• Readiness: A follower’s ability and willingness to perform
• At higher levels of readiness, leaders respond by reducing control over and involvement with employees
FIGURE 10–7
Summary of the Situational Leadership Model
Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission. G.Dessler, 2003
FIGURE 10–8
Applying the Situational Leadership Model
Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission. G.Dessler, 2003
Limitations of the behavioural approach
• The two categories are broad generalizations that mask specific behaviours within each category which have different effects on employee well-being and performance.
• This approach assumes that high levels of both styles are best in all situations whereas research suggests that the situation determines the most appropriate leadership style.
Transformational leadership
Transformational leaders are change agents who energize and direct employees to a new set of corporate values and behaviours
4 elements of TL:
– Creating a Strategic Vision
– Communicating the Vision
– Modeling the Vision
– Building Commitment towards the Vision
Emotional Intelligence and leadership
I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence.
It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as “threshold capabilities”; that is, they are the entry-level requirements for executive positions.
But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.