Qualities of good Leadership

LeadershipDr. Jagannath K. DangeDept. of P G Studies and Research in EducationKUVEMPU UNIVERSITYSHANKARAGHATTA 577451, INDIAE-Mail: jkdange@gmail.com

Session objectivesWhat is leadership?Qualities of leadershipFunctions of leadershipTypes of LeadershipFactors Affecting leadershipHow to Improve Leadership skillsReview your performance as a Leader

Every one will get opportunity to lead in their life time at least once.

Either in home, group or in profession.

Defining a LeaderThink of a leader that you worked for or observed

What does this person do and what qualities does this person have that make you admire him or her as a leader?

4This is basically a brainstorming question to allow the group to think about what makes good leaders. This allows the group to start thinking about leadership styles.

Exercise Think examples you have come across of strong and weak leadership

You can use examples from employment, academic studies or participation in sports clubs and societies (keep anonymous-if discussing)

Who are leaders?Are leaders born? (OR)Are leaders made?Either way a leader is a person who guides others toward a common goal, showing the way by example.

What is Leadership? Leadership is the ability of a superior to influence the behavior of his subordinates and persuade(convince) them to follow a particular course of action.

LEADERSHIP

It is a process of influencing people and providing an environment for them to achieve team or organizational goals.

It is the catalyst that transforms potential into reality.

Collective, networked, virtual force with powers flowing from a jointly created and shared vision.

"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

How important is a leader?In most cases, people will perform at about 60% of their potential with no leadership at all

Thus, an additional 40% can be realized if effective leadership is available

40%60%capabilityutilizationContribution due to leadership ability of managerDefault contribution due to need for a job, peer pressure, etc.

Theories of Leadership

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Theories of LeadershipTrait theories:Is there a set of characteristics that determine a good leader?Personality?Dominance and personal presence?Charisma?Self confidence?Achievement?Ability to formulate a clear vision?

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Theories of LeadershipBehavioural:Imply that leaders can be trained focus on the way of doing thingsStructure based behavioural theories focus on the leader instituting structures task orientatedRelationship based behavioural theories focus on the development and maintenance of relationships process orientated

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Theories of LeadershipContingency Theories:Leadership as being more flexible different leadership styles used at different times depending on the circumstance.Suggests leadership is not a fixed series of characteristics that can be transposed(alter, re-arrange) into different contexts

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Theories of LeadershipMay depend on:Type of staffHistory of the businessCulture of the businessQuality of the relationshipsNature of the changes neededAccepted norms within the institution

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Theories of LeadershipTransformational:Widespread changes to a business or organisationRequires:Long term strategic planningClear objectivesClear visionLeading by example walk the walkEfficiency of systems and processes

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Theories of LeadershipInvitational Leadership:Improving the atmosphere and message sent out by the organisationFocus on reducing negative messages sent out through the everyday actions of the business both externally and, crucially, internallyReview internal processes to reduce theseBuild relationships and sense of belonging and identity with the organisation that gets communicated to customers, etc.

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Theories of LeadershipTransactional Theories:Based on the transaction of the productFocus on the management of the organisationFocus on procedures and efficiencyFocus on working to rules and contractsManaging current issues and problems

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Qualities of good leadership

A leader has got multidimensional traits in him which makes him appealing and effective in behavior. The following are the requisites to be present in a good leader.

IntelligenceLeader should have a high level of intelligence with sound educational and technical background.What to doHow to doWhen to do

2. Emotional Stability A leader should be emotionally stable. He should not lose temper at any stage.Emotional Intelligence

3. Understanding Human BehaviorA leader should posses a deep understanding about human behavior, emotions, needs etc. and S/he should be able to deal with people.

4. Understanding the views of others

The leader should understand the views of others . If he does all the things in his own way he may lose the support of others.

5. Motivating the FollowersIt is not enough if the leader is self motivated. He should also know how to motivate his followers.

6. Initiative and Creative AbilityThe leader should take initiative because he has to take the lead to do a work and then only others will follow.The leader should also have creative ability.

7. Judging AbilityLeader should be able to judge anything. Then only the leader can anticipate or predict the response to the actions and decisions.

8. Responsibly & Decision MakingA leader should lead from the front by taking the responsibilities and must be a decision maker.Ex; Satish Dhavan ISRO chairman, satellite launch and Abdul kalam.

9. GuidanceLeader should be a good guide to his subordinates. He should tell and demonstrate the ways of doing work.

10. PersonalityThe leader should have an attractive and pleasing personality.Sound in all the domains of personality

11. Dignified A leader should behave with his subordinates in a dignified manner.

12. HonestLeader should be honest, sincere, fair and reasonable in his dealings with his subordinates.

Responsibility Vs Accountability?

What does having authority mean?

Accountability the state of being accountable, liable, or answerable

Responsibility (for objects, tasks or people) can be delegated but accountability can not .

A good leader accepts ultimate responsibility: will give credit to others when delegated responsibilities succeedwill accept blame when delegated responsibilities fail

Accountability can not operate fairly without the leader being given full authority for the responsibilities concerned

Authority is the power to influence or command thought, opinion or behaviour

Accountability, Responsibility, and Authority

Functions of Leadership

Inspiration to Group MembersSecuring co-operationCreation of confidenceProviding conducive environmentOrganizing and coordinating MotivatingControlling.

WHAT MAKES THE LEADER?

Personal driveDesire to leadSelf-confidenceCreativity and originalityPositive affectivity/influence/concernCharismaFlexibility and adoptivenessCognitive abilityHonesty and integrityEmpathyVision and foresightWHAT MAKES THE LEADER?

Types of Leadership Style

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Types of Leadership Style1. Autocratic: (Dictatorial)Leader makes decisions without reference to anyone else.High degree of dependency on the leader.Can create de-motivation and alienation(isolation, dissatisfaction) of staff.May be valuable in some types of business/fields where decisions need to be made quickly and decisively.

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Lacks flexibilityControlling and demandingcarrot and stick approach: If an organization has a carrot and stick approach or policy, they offer people things in order to persuade them to do something and punish them if they refuse to do it.Focused solely on productivity

Types of Leadership Style2. Democratic:Encourages decision making from different perspectives leadership may be emphasised throughout the organisationConsultative: process of consultation before decisions are takenPersuasive: Leader takes decision and seeks to convince others that the decision is correct

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Types of Leadership StyleBalances production and people issuesBuilds a working team of employeesTeam approach: involves subordinatesOrganization is a vehicle for carrying out plansMay help motivation and involvementWorkers feel ownership of the firm and its ideasImproves the sharing of ideas and experiences

Can delay decision making

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Types of Leadership Style3. Laissez-Faire: (Untroubled, and casual)Let it be the leadership responsibilities are shared by allCan be very useful in businesses where creative ideas are importantCan be highly motivational, as people have control over their working lifeCan make coordination and decision making time-consuming and lacking in overall directionRelies on good team workRelies on good interpersonal relations

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Uninvolved - leave them aloneSees main role as passer of informationLets others make decisionsBasically abdicates(hand over) responsibility for team or unit

Types of Leadership Style4. Paternalistic:Leader acts as a father figurePaternalistic leader makes decision but may consultBelieves in the need to support staffVery people oriented; encouragingOrganizes around peoplecountry club atmosphere: non-competitive

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5. BureaucraticLeader manages by the book

Everything must be done according to procedure or policy

If it isnt covered by the book, the leader refers to the next level above him or her

Police officer more than leader

46You want your organization to keep their nose out of trouble?....find a Bureaucratic Leader!

Bureaucratic leadership is where the manager manages by the book. Everything must fall according to procedure or policy. I it is not covered by the book, the manager refers to the next level above him or her.

When considering leadership traits, Integrity is often listed as one of the most valuable traits a leader could possess. Bureaucratic leaders demonstrate the meaning of integrity beautifully. When do we need leaders with an abundance of integrity and when do we want Bureaucratic Leaders?....

When to use BureaucraticPerforming routine tasks

Need for standards/procedures

Tasks that require handling cash

47The bureaucratic style is most effective when there is a need to be concerned about procedure, safety, and specific, technical tasks.

This style is ineffective when: --Work habits form that are hard to break, especially if they are no longer useful. --Employees lose their interest in their jobs and in their fellow workers. --Employees do only what is expected of them and no more.

6.Coercive (Forced)Power from a persons authority to punish

Most obvious types of power a leader has.

Good leaders use coercive power only as a last resort: In todays sophisticated and complex workplace, excessive use of coercive power unleashes unpredictable and destabilizing forces which can ultimately undermine the leader using it.

48The coercive leadership style, focuses on the use, and possibly abuse of power. While coercive power can produce results in the short term, it relies on intimidation to do so and will backfire badly if used as the sole base for exerting influence.

At first glance, most people incorrectly assume that a leader can only be effective if he or she has access to the formal levers of power: Legitimate Power, which comes from the position a person holds; Reward Power, which comes from his or her ability to give rewards; Information Power, which comes from exclusive access to information; and Coercive Power.The best leaders rely on more subtle forms of power:Expert Power: Where followers do what theyre asked because they respect the leaders knowledge and expertise and, because of such, trust him or her to give the best guidance; and Referent Power: Where followers admire and seek to emulate the leader, and want to receive his or her approval.

Good leaders use coercive power only as a last resort because coercion reduces employees satisfaction with their jobs, leading to lack of commitment and general employee withdrawal.

Think about how you feel when you get coerced into doing something. How would you like to be led that way?...

When to use CoerciveTo meet very short term goals

When left with no other choice

In times of crisis

49Obviously, by the shortness of the list on this slide, coercive leadership is not highly desirable, nor is it commonly used. However, there are still times when a coercive style could be valuable

In times of economic crisis or threats to the survival of the organization at large, coercion may come to the forefront. Coercive power may also materialize as organizations attempt to streamline their operations for efficiency. In those types of situations, it employees must be fired, those who fail to conform to the organizational goals for survival will be most likely candidates for termination.

The threat of termination for failure to comply, in turn, is coercive power.

Where might we see coercive power used today?.....

7.TransactionalMotivate followers by appealing to their own self-interest

Motivate by the exchange process. EX: business owners exchange status and wages for the work effort of the employee.

Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.

Encourage leader to adapt their style and behavior to meet expectations of followers

50Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior. 1. Contingent Reward To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.2. Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.4. Laissez-Faire Leadership The leader is indifferent and has a hands-off approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, if the only tool in your workbox is a hammeryou will perceive every problem as a nail. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the bottom line and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the workers need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment permeated by position, power, perks and politics. The most effective and beneficial leadership behavior to achieve long-term success and improved performance is transformational leadership.

When to use TransactionalLeader wants to be in controlWhen there are approaching deadlines that must be metRelationship is short term

51If I do this for youwhat can you do for me?

Music to your ears? Probably not!, but it is something you might hear from a Transactional Leader!So, when would we want to hear those words?

Most of the consideration of when the style would be used is based on the leader themselves. Since the transactional leader views the leader-follower relationship as a process of exchange, they would choose to use it in situations where relationships are of little importance and are short-lived.

You might be noticing a trend among some of the leadership styles by now. The Transactional leadership style closely parallels some of the ideas, pertaining to relationships, as the autocratic, bureaucratic, and coercive styles.

Lets look now at the other style, often studied in conjunction with Transactional LeadersTransformational

8.TransformationalCharismatic and visionary

Inspire followers to transcend their self-interest for the organization

Appeal to followers' ideals and values

Inspire followers to think about problems in new or different ways

Common strategies used to influence followers include vision and framing

52Transformational leadership is about hearts and minds, about empowering people not controlling them.

4 theories of Transformational Leadership included:Management by Command Unsophisticated management in which subordinates are told what to do and have little say in what and when.

Management by Objectives Process management in which subordinates are given goals and decide how to achieve them.

Management by Communication Sophisticated organizations in which skilled subordinates deduce their own goals by learning about the needs of the organization.

4. Management by Vision In which management is about inspiring people to achieve what only they know they can achieve by concentrating on what is possible.

Transformational leaders are more visionary and inspirational in approach. They tend to communicate a clear and acceptable vision and goals, with which employees can identify and tend to engender intense emotion in their followers. Rather than exchanging rewards for performance, transformational leaders attempt to build ownership on the part of group members, by involving the group in the decision process. When transformational leaders are successful, they are able to move followers from external to internal control.

Transformational cont.Instils feelings of confidence, admiration and commitment Stimulates followers intellectually, arousing them to develop new ways to think about problems. Uses contingent rewards to positively reinforce desirable performancesFlexible and innovative.

53While it is important to have leaders with the appropriate orientation defining tasks and managing interrelationships, it is even more important to have leaders who can bring organizations into futures they have not yet imagined. Transformational leadership is the essence of creating and sustaining competitive advantage.

When leaders want members to be an active part of the organization and have ownership to it

When leaders are building a sense of purpose

When the organization has a long term plan

When people need to be motivated

When to use Transformational

54Today, the phrase, the only constant is change, seems truer and truer. Change is inevitable, therefore, we should seek leadership and use leadership styles that embrace change.

Changing organizations to be motivational when members are resistant, to be purposeful when members are not directed, and to be visionary for long term goals. Transformational leadership can be one of the best resources for organizational change.

Because it lends itself to successful change, the latest paradigm shift has directed scholars toward focusing on transformational leadership more than they ever have.

Factors Affecting Style

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Factors Affecting StyleLeadership style may be dependent on various factors:Risk - decision making and change initiatives based on degree of risk involvedType of business/group/association/organizationHow important change is change for changes sake?Organisational culture may be long embedded(fixed) and difficult to changeNature of the task needing cooperation? Direction? Structure?

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How to improve your leadership skillsReflect and identify the skills YOU need to lead effectively and create your action plan to develop them

Ask for feedback from work colleagues, line managers, tutors, your followers

Practise! Take on responsibility (work, volunteering, clubs & Societies) and reflect on your performance

Find a mentor learn from positive leadership role-models

Attend further leadership and management training

Review your performance as a Leader Individual Exercise:

Assess yourself as a Leader Conduct a SWOC analysis - Strengths, Weaknesses, Opportunities, ChallengesDevelop an Action Plan to improve as a leaderlist 2 actions you will undertake to address Weaknesses or capitalise on Opportunities identifiedApply SMART targets to your actions Specific,Measurable, Achievable, Realistic, Time-bound

The last test of a leader is, he leaves behind him in others the conviction and will, to carry on.ARE YOU THAT ?

Thank You

Dr. Jagannath K. DangeDepartment of EducationKuvempu UniversityShankaraghattaDist: Shimoga

jkdange@gmail.comhttp://jkdange.blogspot.com