irp800 slide - leadership-1

8/2/2019 IRP800 SLIDE - Leadership-1

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LeadershipWhat is leadership? Common to most definitions

of leadership is the ability to influence others.

Leadership can be described as the way a person

guides, shows the way or holds a group together.

Leadership Definition

There is no commonly agreed definition for

leadership, but a suggested one is: the capacity to

establish direction, to influence and align otherstowards a common aim to motivate and commit

others to action, and to encourage them to feel

responsible for their performance.


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Features of a leaderCharacteristics of transactional and transformational leader

Transactional leaderContingent reward contractsexchange of rewards for efforts,promises rewards for goodperformance, recognisesaccomplishments.

Management by exception (active) watches and searches fordeviation from rules and standards,takes corrective action.

Management by exception(passive) Intervenes only ifstandards are not met.

Laissez-faire abdicatesresponsibility, avoid makingdecisions.

Transformational leaderCharisma provides vision and

sense of mission, instills pride,

gains respect and trust

Inspiration communicates high

expectations, uses symbols tofocus efforts, expresses important

purposes in simple ways.

Intellectual stimulationpromotes

intelligence, rationality andcareful problem solving.

Individualised consideration- gives

personal attention, treats each

employee individually, coaches

and advises.


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Competencies of transformational leaders

Management of attention

One of the competencies most apparent in transformationalleaders is their ability to draw others to them, not because they

have a vision, a dream, a set of intentions, an agenda, or a

frame of reference, but because they communicate an extra

ordinary focus of commitment which attracts people on them.Management meaning

To make dream apparent to others, and to align people with

them, leaders must communicate their vision .

Communication and alignment work together.Transformational leaders make ideas tangible and real to

others, so they can support them. No matter how marvelous

the vision, an effective leader must use metaphors, words, or

models, to make that vision clear to others.


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Management of trust

Trust is essential to all organisations. The main determinants

of trust are reliability and consistency. People prefer to follow

individuals they can count on, even when they disagree withtheir view point, rather than people they agree with but who

shift positions frequently.

Management of self

The fourth transformational leadership competency is

management of self: knowing ones skills, and deploring them

effectively. Management of self is critical; without it, leaders

and managers can do more harm than good. Like incompetentdoctors, incompetent managers can make life worse, make

people sicker and less vital

(Source: bases on Bennis, 1998)


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Leadership is ..

the process of directing and influencing the

task-related activities of group members.

Leadership involves other people and an

unequal distribution of power between

leaders and group members, and it is the

ability to use different forms of power to

influence followers behaviour I a numbers

of ways.


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Action Centred Leadership

Taskthe need toaccomplishsomething

Teamthe need todevelop relationshipswithin the group

Individualtheneeds whichindividuals bring withthem to the group

Task

Team

Individual


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The Management Task

The management task of organisationrelates to the level of authority over an

organisations activities, which determinesthe degrees of efficiency and inefficiency.

Structure or form thus provide for the

achievement of organisational objectives


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Management Roles

Managers are usually classified by:

the range of organisational activities

for which they are responsible (so-called functional and general

managers); and

their level in organisation (so-calledfirst-line, middle and top managers).


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Leadership Styles

The leadership styles are:

Autocratic leadership

Bureaucratic leadership

Democratic or Participative leadership

People-oriented or Relations-oriented leadership

Servant leadership

Task-oriented leadershipTransactional leadership

Transformational leadership


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Autocratic leadershipIt is an extreme form of transactional leadership,

where leaders has absolute power over his or heremployees or team. Employees and team member

have little opportunity for making suggestions, even if

these would be in the team or organisations interest.Most people tend to resent being treated like this.

Because of this, it usually leads to high levels of

absenteeism and staff turnover. For some routine andunskilled jobs, the style can remain effective where the

advantages of control outweigh the disadvantages.


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Bureaucratic leadership

Bureaucratic leaders work by the book,

ensuring that their staff follow procedures

exactly. This is a very appropriate style for workinvolving serious safety risks (such as working

with machinery, with toxic substances or at

heights) or where large sums of money areinvolved (such as cash handling)


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Charismatic LeadershipA charismatic leadership style can appear similar to a

transformational leadership style, in that the leader

inject huge doses of enthusiasm into his or her team,

and is very energetic in driving other forward.

However, a charismatic leader tends to believe more inhim-or-herself than in their team. This can create a risk

project, or even an entire organisation, might collapse

if the leader were to leave: In the eyes of their

followers, success is tied up with the presence of the

charismatic leader. As such, charismatic leadership

carries great responsibility, and needs long-term

commitment from the leader.


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Democratic or Participate Leadership

Although a democratic leader will make the final decision, he

or she invites other members of the team to contribute to thedecision-making process. This not only increases job

satisfaction by involving employees or team members in

whats going on, but it also helps to develop peoples skills.

Employees and team members feel in control of their owndestiny, such as the promotion they desire, and so are

motivated to work hard by more than just a financial reward.

As participation takes time, this approach can lead to thingshappening more slowly, but often the end result is better. The

approach can be most suitable where team working is

essential, and quality is more important than speed to market

or productivity.


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Laissez-faire Leadership

This French phrase means leave itbe and is used to

describe a leader who leaves his or her colleagues to

get on with their work. It can be effective if the leader

monitors what is being achieved and communicates

this back to his or her team regularly. Most often,laissez-faire leadership works for teams in which

individuals are very experienced and skilled self-

starters. Unfortunately, it can also refer to situationswhere managers are not exerting sufficient control.


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People-Oriented or Relations-

Oriented Leadership

The style of leadership is the opposite of task-oriented

leadership: the leader is totally focused on organising,

supporting and developing the people in the leaders

team. A participate style, it tends to lead to goodteamwork and creative collaboration.

In practice, most leaders use both task-oriented andpeople-oriented style of leadership.


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Servant Leadership

This term, coined by Robert Greenleaf in the 1970,

describes a leader who is often not formally

recognised as such. When someone, at any level

within an organisation, leads simply by virtue of

meeting the needs of his or her team, he or she isdescribe as a servantleader

In many ways, servant leadership is a form of

democratic leadership, as the whole team tends to beinvolved in decision-making.


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Supporters of the servant leadership model suggest it

is an important way ahead in a world where values areincreasingly important, in which servant leaders

achieve power on the basis of their values and ideals.

Others believe that in competitive leadership

situations, people practicing servant leadership will

often find themselves left behind by leaders using

other leadership styles.


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Task-Oriented LeadershipA highly task-oriented leader focuses only on getting

the job done, and can be quite autocratic. He or shewill actively define the work and the roles required,put structures in place, plan, organise and monitor.However, as task-oriented leaders spare little thought

for the well-being of their teams, this approach cansuffer many of the flaws of autocratic leadership, withdifficulties in motivating and retaining staff. Task-oriented leaders can use the Blake-MoutonManagerial Grid to help them identify specific areasfor development that will help them involve peoplemore.


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Transactional Leadership

This style of leadership starts with the idea that teammembers agree to obey their leaders totally when they

take on a job: the transaction is (usually) that the

organisation pays the team member in return for theireffort and compliance. You have a right to punish

the team members if their workdoesnt meet the pre-

determined standard.


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Team members can do little to improve their jobsatisfaction under transactional leadership. The leadercould give team members some control of their

income/reward by using incentives that encourageeven higher standards or greater productivity.Alternatively a transactional leader could practice

management by exception, where, rather thanrewarding better work, he or she would take correctiveaction if the required standards were not met.

Transactional leadership is really just a way of

managing rather a true leadership style as the focus ison short-term tasks. It has serious limitations forknowledge-based or creative work, but remains acommon style in many organisations.


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Transformational Leadership

A person with this leadership style is a true leader whoinspires his or her team constantly with a shared

vision of the future. Transformational leaders are

highly visible, and spend a lot of time communicating.They dont necessarily lead from the front, as they

tend to delegate responsibility amongst their team.

While enthusiasm is often infectious, they generally

need to be supported by detailspeople.


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In many organisations, both transactional and

transformational leadership are needed. The

transactional leaders (or managers) ensure that routinework is done reliably, while the transformational

leaders look after initiative that add value.

The transformational leadership style is the dominant

leadership style taught in the How to Lead: Discover

the Leader Within You leadership program, although

we do recommend that other styles are brought as the

situation demands:


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Using The Right StyleSituational Leadership

While the Transformational Leadership approach is

often highly effective, there is no one right way tolead or manage that suits all situations. To choose the

most effective approach for you must consider:

The skill levels and experience of your team

The work involved (routine or new and creative)

The organisational environment (stable or

radically changing, conservative or adventurous)

You own preferred or natural style.


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A good leader will find him- or herself switching

instinctively between styles according to the people

and work they are dealing with. This is often referred

to as situational leadership. For example, the

manager of a small factory trains new machine

operatives using bureaucratic style to ensureoperatives know the procedures that achieve the right

standards of product quality and workplace safety.

The same manager may adopt a more participativestyle of leadership when working on production line

improvement with his or her team of supervisors.


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Action-Centred Leadership(John Adair)

This simple and practical model is figuratively basedon three overlapping circles. These represent the task,

the team and the individual. The model seems to

endure well, probably because it is the fundamentalmodel for describing what leaders have to do, the

actions must take whatever their working

environment, in order to be effective:

1. Achieve the task

2. Build and maintain the team

3. Develop the individual

Task team and individual: Adairs concept asserts that


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Task, team and individual: Adairs concept asserts thatthe three needs of task, team and individual are the

watchwords of leadership, as people expect their leaders to

help them achieve the common task, build the synergy ofteamwork, and respond to individuals needs.

The task needs work groups or organisations to come into

effect because one person alone cannot accomplish it.

The team needs constant promotion and retention or groupcohesiveness to ensure that it functions efficiently. The

team function on the united we stand, divided we fall

principle.

The individuals needs are the physical ones (salary) and

the psychological ones of recognition; sense of purpose

and achievement; status; and the need to give and receive

from others in a work environment.


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For Adair, the task, team and individual needs

overlap as follows:

Achieving the task builds the team and satisfiesthe individual

If the team needs are not metif the team lacks

cohesiveness then performance of the task is

impaired and individual satisfaction is reduced.

If individual needs are not met the team will

lack cohesiveness and performance of the task

will be impaired.


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Adairs view is that leadership exists at three

different levels

Team leadership of teams of 5 to 20 people Operational leadership, where a number of team

leaders report to one leader.

Strategic leadership of a whole business ororganisation, with overall accountability for all

levels of leadership.

At whatever level leadership is being exercised,Adairs model takes the view that task, team and

individual needs must be constantly considered.


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The strengths of the concept are that it is timeless

and is independent of situation or organisational

culture. A further strength of the concept is that itcan help a leader to identify where he or she may be

losing touch with the real needs of the group or

situation.

L d hi F ti


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Leadership Functions

In order to fulfil the three aspect of leadership (task,

team and individual) and achieve success, Adairbelieves that there are eight functions that must be

performed and developed by the leader.

1. Defining the task: Individuals and team need to have thetask distilled into a clear objective that is SMART

(Specific, Measurable, Achievable, Realistic and Time

Constrained.

2. Planning: Planning requires a search for alternatives andthis is best done with others in an open-minded, positive

and creative way. Contingencies should be planned for

and plans should be tested.


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3. Briefing: Team briefing is viewed as a basic leadership

function that is essential in order to create the right

atmosphere, promote teamwork, and motivate each

individual

4. Controlling: Adair wrote in The skill of Leadership that

excellent leaders get maximum results with the minimum

of resources. To achieve this leaders need self[control,

good control systems in place and effective delegation and

monitoring skills.

5. Evaluating: Leaders need to be good at assessing

consequences, evaluating team performance, appraisingand training individuals, and judging people.


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6. Motivating: Adair distinguishes six principles of

motivating others in his book Effective Motivation: be

motivated yourself; select people who are highly

motivated; set realistic and challenging targets; rememberthat progress motivates; provide fair rewards; and give

recognition.

7. Organising: Good leaders have to be able to organise

themselves, their team and the organisation (including

structures and processes). Leading change requires a clear

purpose and effective organisation to achieve results.

8. Setting an example: Leaders need to set an example bothto individuals and to the team as a whole. Since a bad

example is noticed more than a good one, setting a good

example is something that must be worked at constantly.

M ti ti P l


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Motivating PeopleIn many ways, Adairs ideas in the area of motivating

people are in line with those of the classicmotivational theorists, such as Maslow, McGregor

and Herzberg.

The 50:50 Rule:just as the Pareto principle (or 80:20

rule) is the ratio of the vital few and the trivial many,

the Adair 50:50 rule (from his book Effective

Motivation) states: 50% of motivation comes from

within a person, and 50% from his or her

environment, especially from the leadership

encountered therein.

Adairs view is that people are motivated by a


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Adair s view is that people are motivated by a

complex and varied number of different factors. So,

for example, the carrot and stick approach is not

dismissed by Adair, but is seen, rather, as one of thestimulus-response approaches that can be one factor

among many other in motivating or influencing

peoples actions. For Adair, an individuals strengthof motivation is affected by the expectations of

outcomes from certain actions, but it is also

strengthened by other factors such as the individualspreferred outcome (as demonstrated by Victor Vroom

in the 1960s); conditions in the working environment;

and the individuals own perceptions and fears.

Adairs Eight Rules of Motivating People


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Adair s Eight Rules of Motivating PeopleAdair proposes that understanding what motivates

individuals to act is fundamental to engaging their

interest and focusing their efforts. The will that leads toaction is governed by motives, and motives are inner

needs or desires that ca be conscious, semi-conscious or

unconscious. In The John Adair Handbook ofManagement and Leadership the point is made that

motives can also be mixed, with several clustered

around a primary motive.

Adair emphasises the importance of a motivating

environment and a motivated individual. The third,

crucial factor is the role of the leader who must, he

believes, be completely self-motivated.


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In Effective Motivation, eight basic rules are

outlined to guide leaders in motivating people to act:

1. Be motivated yourself.2. Select people who are highly motivated.

3. Treat each person as an individual.

4. Set realistic and challenging targets.

5. Remember that progress motivates.

6. Create a motivating environment.

7. Provide fair rewards.

8. Give recognition.

D l i l f i


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Developing a personal sense of timeAdairs view of time management accords closely with

Peter Drukers, in that he argues for the prior need tomanage time in order to manage anything else. Adair was

one of the first management thinkers to emphasise the

critical importance of time management and its central role

in focusing action and helping leaders to achieve goals. ForAdair, time management is not simply about being

organised or efficient, or completing certain tasks: it is about

managing time with a focus on achievement. Time

management should be goal-driven and results-oriented.

Success in time management should be measured by

the quantity of productive work achieved, and the quality of

both the work and thepersons private life.

Ten principles of time management given in How to


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Ten principles of time management given in How to

Manage Your Time are:1. Develop a personal sense of time

2. Identify long-term goal

3. Make medium-time plans

4. Plan the day

5. Make the best use of your best time

6. Organise office work

7. Manage meeting effectively

8. Delegate effectively

9. Make use of committed time10. Manage your health.

Of these ten principles, developing a personal sense of time, and

increasing personal effectiveness, are central to Adair, again

highlighting his emphasis on individual characteristics.

In perspective


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In perspective

It is perhaps unsurprising that there has been something of a

backlash against Adairs thinking, given the pace and scale of

changes in the work environment during the last twenty

years. Adairs ideas were very new when they first appeared,

and for many people their main value lay in the successful

challenge they offered to the then-dominant Great Mantheories. These theories, because they insisted that leaders

were born and not made, completely undermined the

possibility of training or developing people in leadership

skills. Since Adairs views have been successfullyestablished, however, he has become more of a target, with

critics claiming that his approach (Developed in the 1960s)

has now itself become outdated.

O j i i i f A i C d L d hi i h i


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One major criticism of Action-Centered Leadership is that it

takes little account of the flat structures that are now generally

advocated as the best organisational form. Action-Centered

Leadership is also criticised for being too authoritarian,applicable in a rigid, formal, military-type environment, but less

relevant to the modern workplace, where the leadership emphasis

is on leading change, empowering, enabling, managing

knowledge and fostering innovation.Other criticism leveled at Adairs approach in recent years

include the view that his approaches are too simple, are not

academically rigorous and lack real substance in that he is merely

stating the obvious, common sense view. For many others,however, it is exactly this practical simplicity and clarity about

what a leader should do that is so valuable and timeless. For

this reason many organisations and business schools worldwide

i hi h Ad i h d l i l d hi

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