respect integrity service excellence leadership models

RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence

Leadership ModelsLeadership Models


““Leadership is one of the most observed Leadership is one of the most observed and least understood phenomena and least understood phenomena

on earth.”on earth.”

Prof James McGregor BurnsProf James McGregor Burns


““There are almost as many different There are almost as many different definitions of leadership as there are definitions of leadership as there are

persons who have attempted to define persons who have attempted to define the conceptthe concept.”.”

Stodgill and Bass 1981Stodgill and Bass 1981


Possible Possible DefinitionsDefinitions


““Leadership is about getting Leadership is about getting extraordinary results from extraordinary results from

ordinaryordinary people.”people.”

Sir John Harvey-JonesSir John Harvey-Jones


““Leadership is the intelligent Leadership is the intelligent use of power.”use of power.”

Sir Winston ChurchillSir Winston Churchill


““Leadership is that combination of Leadership is that combination of example, persuasion and compulsion example, persuasion and compulsion that makes men do what they don’t that makes men do what they don’t

want to do; in effect it is the extension want to do; in effect it is the extension

of personality.”of personality.”

Field Marshal SlimField Marshal Slim


““Leadership is visionary; it is the Leadership is visionary; it is the projection of personality and character projection of personality and character to inspire people to achieve the desired to inspire people to achieve the desired

outcome.”outcome.”

Defence Leadership & Management CentreDefence Leadership & Management Centre


““Leaders there have to be, and these Leaders there have to be, and these may appear to rise above their fellow may appear to rise above their fellow

men, but in their hearts they know only men, but in their hearts they know only too well that what has been attributed to too well that what has been attributed to

them is in fact the achievement of the them is in fact the achievement of the team to which they belong.”team to which they belong.”

Leonard Cheshire VC OM DSO** DFCLeonard Cheshire VC OM DSO** DFC


Why do we need Why do we need leadership?leadership?


““In business, the difference between In business, the difference between success and failure often rides on the success and failure often rides on the strength of a single factor: leadership.”strength of a single factor: leadership.”

(Hayward 1997) (Hayward 1997)


So what makes a leader?So what makes a leader?


The Qualities ApproachThe Qualities Approach

What should our leaders ‘be?’What should our leaders ‘be?’


Skills ApproachSkills Approach

What should our leaders ‘know?’What should our leaders ‘know?’


Behavioural Theory.Behavioural Theory.

What What shouldshould our leaders ‘do?’ our leaders ‘do?’


Leadership

Skills

PersonalQualitiesValues Beliefs

Behaviours Benefitting the Task and Organisation

Behaviours Benefitting Team and Individual

Compassion, Empathy,

Consulting,Inspiring,

Setting exampleDeveloping team and individualsCommunicating

Creating vision,Designing strategy,

Leading Change,Challenging

performance,Setting goals,

Communicating

Personal QualitiesIntegrityLoyaltyMoral courageInnovationHonestyEtc.

SkillsCommunicationListeningDecision-makingProfessional knowledgeEmotional intelligenceMotivationRelationships with teamOrganizing and controlling PlanningEtc.


0

10

20

30

40

50

60

Stn Cdr Execs Sqn Ldrs JO SNCO JR

UPWARDS DOWNWARDS BOTH

Upwards & DownwardsUpwards & DownwardsLooking IndicatorsLooking Indicators


Leadership attributes Leadership attributes vary according to rankvary according to rank

Inexperienced Inexperienced LeaderLeader

DevelopDevelop

DevelopDevelop



Intermediate Intermediate LeaderLeader



Experienced Experienced LeaderLeader



Senior Senior LeaderLeader

SustainSustain



Senior Senior LeaderLeader

SustainSustain

Inexperienced Inexperienced LeaderLeader

Experienced Experienced LeaderLeader

DevelopDevelop

DevelopDevelop

Subordinates Subordinates ViewView

Superiors Superiors ViewView


Basic physiological needs

Social belonging

Safety and security

Ego and self-esteem

Self-actualisation

Maslow’s Hierarchy Maslow’s Hierarchy of Needsof Needs

MotivationMotivation


‘‘Hygiene’ factors include things such as Hygiene’ factors include things such as organisational policy, supervision, work organisational policy, supervision, work

conditions and salary. If these are not conditions and salary. If these are not dealt with in a satisfactory way, people dealt with in a satisfactory way, people

produce poor results. produce poor results.

HerzbergHerzberg

De-MotivationDe-Motivation


Needs Needs of the of the TeamTeam

Needs of Needs of the the

IndividualIndividual

Adair’s Model of the Adair’s Model of the Functional Approach to LeadershipFunctional Approach to Leadership

Needs of Needs of the Taskthe Task


Leadership ModelsLeadership Models


Amount of Amount of Follower Follower InvolvementInvolvement

Leader’s Leader’s ControlControl

DemocraticDemocratic AutocraticAutocratic

Tannenbaum-SchmittTannenbaum-Schmitt

DelegatesDelegates JoinsJoins SellsSells TellsTells


Country Club 1.9

Team Management

9.9

Impoverished Manager

1.1

Authority-Obedience

9.1

Organisation Man Manager

5.5

Mouton-Blake GridMouton-Blake Grid

High 9High 9

ConcernConcernfor for PeoplePeople

Concern for TaskConcern for Task

Low 1Low 1

Low 1Low 1 High 9High 9


Joining Quadrant - Joining Quadrant - 33

Selling Quadrant - 2Selling Quadrant - 2

Delegating Quadrant - 4Delegating Quadrant - 4 Telling Quadrant - 1Telling Quadrant - 1

Hersey-Blanchard Life Cycle ModelHersey-Blanchard Life Cycle Model

HighHigh

RelationshipRelationship

BehaviourBehaviour

LowLow Task BehaviourTask Behaviour HighHigh

LowLow


RELATIONSHIP BETWEEN LEADERSHIP AND MANAGEMENTRELATIONSHIP BETWEEN LEADERSHIP AND MANAGEMENT

TRANSFORMATIONAL LEADERSHIP

TRANSACTIONAL LEADERSHIP

SYSTEMS AND PROCESSES

Inspiration

Organisation

Control

Empowerment

Personal strength and sensitivity

Recognition and support

Team building

Articulate vision and values

Innovate and Challenge

Example

Planning

Analysis

Training

Monitoring

Evaluation

MANAGEMENT

BEHAVIOURS & STYLES


4 I’s

CR

MBE(A)

MBE(P)

LF

Passive Active

Effective

Ineffective

Frequency

Bass and Avolio’s Bass and Avolio’s Full Range Leadership ModelFull Range Leadership Model


4 Is4 Is

• Inspirational AppealInspirational Appeal

• Idealised InfluenceIdealised Influence

• Intellectual StimulationIntellectual Stimulation

• Individual ConsiderationIndividual Consideration


© Chime Communications

From deference to referenceFrom deference to reference


Increasing uncertainty about

solution to problem

TAME

WICKED

CRITICAL

CACULATIVE/RATIONAL

PROCEDURES

NORMATIVE/EMOTIONALINFLUENCE

COERCION/PHYSICAL

FORCE

COMMAND:Provide Answer

MANAGEMENT

: Organize Process

LEADERSHIP: Ask Questions

Increasing requirement

for collaborative compliance/ resolution

A Typology of problems, Power A Typology of problems, Power and Authorityand Authority


Transactional LeadershipTransactional Leadership

• Builds on a man’s need to get a job done and make a living.Builds on a man’s need to get a job done and make a living.

• Is preoccupied with power and position, politics and perks.Is preoccupied with power and position, politics and perks.

• Is mired in daily affairs.Is mired in daily affairs.

• Is short-term and hard data orientated, Focuses on tactical Is short-term and hard data orientated, Focuses on tactical issues.issues.

• Relies on human relations to lubricate human interactions.Relies on human relations to lubricate human interactions.

• Follows and fulfils role expectations by striving to work Follows and fulfils role expectations by striving to work effectively within current systems.effectively within current systems.

• Supports structures and systems that reinforce the bottom Supports structures and systems that reinforce the bottom line, maximise efficiency and guarantee short-term profits. line, maximise efficiency and guarantee short-term profits. (Covey 1997)(Covey 1997)


Transformational LeadershipTransformational Leadership

• Builds on a man’s need for meaning.Builds on a man’s need for meaning.• Is preoccupied with purposes and values, morals and ethics.Is preoccupied with purposes and values, morals and ethics.• Transcends daily affairs.Transcends daily affairs.• Is orientated toward long-term goals without compromising Is orientated toward long-term goals without compromising

human values and principles.human values and principles.• Focuses more on missions and strategies.Focuses more on missions and strategies.• Releases human potential – identifying and developing new Releases human potential – identifying and developing new

talent.talent.• Designs and redesigns jobs to make them meaningful and Designs and redesigns jobs to make them meaningful and

challenging.challenging.• Aligns internal structures and systems to reinforce Aligns internal structures and systems to reinforce

overarching values and goals.overarching values and goals.


EthicsEthics

““In general, we usually label leadership In general, we usually label leadership as “good” or “effective” when it moves as “good” or “effective” when it moves

people to a place in which both they and people to a place in which both they and those who depend upon them are those who depend upon them are

genuinely better off, and when it does so genuinely better off, and when it does so without trampling on the rights of without trampling on the rights of

others.” others.”

John KotterJohn Kotter


Attributes for RAF LeadersAttributes for RAF Leaders

• Warfighter, CourageousWarfighter, Courageous• Emotionally IntelligentEmotionally Intelligent• Flexible and ResponsiveFlexible and Responsive• Willing to Take RisksWilling to Take Risks• Able to Handle Ambiguity Able to Handle Ambiguity • Mentally Agile - Physically RobustMentally Agile - Physically Robust• Politically and Globally AstutePolitically and Globally Astute

– Air Warfare MindedAir Warfare Minded

• Technologically CompetentTechnologically Competent• Able to Lead Tomorrow’s RecruitAble to Lead Tomorrow’s Recruit


Warfighter/CourageousWarfighter/Courageous

All our personnel, commissioned or non-commissioned must be, All our personnel, commissioned or non-commissioned must be, first and foremost, warfighters and second specialists, though they first and foremost, warfighters and second specialists, though they may be second to none in their specialisation. The distinction may be second to none in their specialisation. The distinction between the front line and the support area will become between the front line and the support area will become increasingly blurred and all of us need to be military minded and increasingly blurred and all of us need to be military minded and of a determined fighting spirit to overcome the adversity of of a determined fighting spirit to overcome the adversity of circumstances that any of us may face in operations. Physical circumstances that any of us may face in operations. Physical courage is expected of all leaders, as far as each is able to give, courage is expected of all leaders, as far as each is able to give, but we must nurture moral courage to do the right thing.but we must nurture moral courage to do the right thing.


Emotionally IntelligentEmotionally Intelligent

Self-awareness is one of the key foundations of effective Self-awareness is one of the key foundations of effective leadership. Leaders who know themselves will be able to leadership. Leaders who know themselves will be able to develop self-control and subsequently understand the needs develop self-control and subsequently understand the needs of others. This will enable them to manage relationships at of others. This will enable them to manage relationships at all levels better and remain calm under pressure. Thus all levels better and remain calm under pressure. Thus individuals will be able to function as part of a wider team, individuals will be able to function as part of a wider team, invariably multidisciplinary, increasingly joint and often invariably multidisciplinary, increasingly joint and often multinational, in the delivery of military capability. multinational, in the delivery of military capability.


The Conceptual ModelThe Conceptual Model

Hay/McBerHay/McBer

Aw

aren

ess

Aw

aren

ess

Act

ion

Act

ion

SelfSelf OthersOthers

SelfSelfAwarenessAwareness

SelfSelfManagementManagement

SocialSocialAwarenessAwareness

SocialSocialSkillsSkills


Flexible and ResponsiveFlexible and Responsive

In a world that is now changing faster than ever, where In a world that is now changing faster than ever, where technology is advancing rapidly, the RAF needs technology is advancing rapidly, the RAF needs leaders who are flexible in approach and able to leaders who are flexible in approach and able to consider new ways of doing things. RAF leaders must consider new ways of doing things. RAF leaders must be open minded, responsive to change, constantly be open minded, responsive to change, constantly looking for the opportunities that change brings and be looking for the opportunities that change brings and be able to cope with the discomfort that is associated with able to cope with the discomfort that is associated with change. change.


Willing to Take RisksWilling to Take Risks

The RAF needs leaders who understand the difference The RAF needs leaders who understand the difference between a gamble and a risk and are willing to take between a gamble and a risk and are willing to take measured risks in appropriate areas without abrogating measured risks in appropriate areas without abrogating responsibility. This will be achieved if leaders at all levels responsibility. This will be achieved if leaders at all levels fulfil 2 roles: they must themselves set the example in this fulfil 2 roles: they must themselves set the example in this regard and must develop an ethos where a failure to act is regard and must develop an ethos where a failure to act is considered a more serious fault than making a mistake. considered a more serious fault than making a mistake.


Able to Handle AmbiguityAble to Handle Ambiguity

Ambiguity pervades our lives and becomes prevalent with Ambiguity pervades our lives and becomes prevalent with the Clauswitzian ‘friction’ that causes the fog of war. At the Clauswitzian ‘friction’ that causes the fog of war. At the more junior levels of leadership there may be little the more junior levels of leadership there may be little ambiguity but at the highest levels it is considerable. Our ambiguity but at the highest levels it is considerable. Our leaders must be able to handle it and, if possible, turn it to leaders must be able to handle it and, if possible, turn it to their advantage.their advantage.


Mentally Agile - Physically Mentally Agile - Physically RobustRobust

Our leaders need to be able to handle complex and Our leaders need to be able to handle complex and multifarious problems and have the creativity and mental multifarious problems and have the creativity and mental agility to move quickly between various concepts. Their agility to move quickly between various concepts. Their thinking must be innovative and their minds receptive. thinking must be innovative and their minds receptive. They must be physically robust and able to withstand the They must be physically robust and able to withstand the strain of operations, so that their mental capacity does not strain of operations, so that their mental capacity does not fail them under stress.fail them under stress.


Politically and Globally Politically and Globally AstuteAstute

Leaders will be more effective depending upon their aptitude Leaders will be more effective depending upon their aptitude in two areas. The first is their ability to understand and thus in two areas. The first is their ability to understand and thus cope with the politics of their immediate environment and, cope with the politics of their immediate environment and, hence, their ability to influence those around them. Similarly, hence, their ability to influence those around them. Similarly, a leader’s awareness of much wider issues at a national and a leader’s awareness of much wider issues at a national and international level, and their ability to put their actions and international level, and their ability to put their actions and decisions into the context of air power and air warfare, is decisions into the context of air power and air warfare, is crucial.crucial.


Technologically CompetentTechnologically Competent

The RAF culture has always been to embrace new technology. The RAF culture has always been to embrace new technology. It behoves all members of the RAF to be competent within their It behoves all members of the RAF to be competent within their specialisation and many, at various stages of their career, will specialisation and many, at various stages of their career, will need to display considerable expertise. Yet, in the age of need to display considerable expertise. Yet, in the age of Network Enabled Capability, this may not be enough. Leaders Network Enabled Capability, this may not be enough. Leaders must strive to keep pace with technological advances on a broad must strive to keep pace with technological advances on a broad front, through a focus on continual personal development, so as front, through a focus on continual personal development, so as to ensure its most effective application.to ensure its most effective application.


Able to Lead Tomorrow’s Able to Lead Tomorrow’s RecruitRecruit

As society develops, each new generation of recruits to the RAF is As society develops, each new generation of recruits to the RAF is different. They have been seen by some as worse – different. They have been seen by some as worse – Children today Children today are tyrants. They contradict their parents, gobble their food, and are tyrants. They contradict their parents, gobble their food, and tyrannize their teachers. tyrannize their teachers. (Socrates(Socrates - - 469 BC - 399 BC)469 BC - 399 BC) – t’was – t’was always thus. Leaders must recognise the qualities the new always thus. Leaders must recognise the qualities the new generation brings and must learn the leadership skills that will generation brings and must learn the leadership skills that will allow them to maximise their potential. Everyone in the chain of allow them to maximise their potential. Everyone in the chain of command needs to understand the new generation, be able to lead command needs to understand the new generation, be able to lead and inspire them so that in their turn they will lead the RAF to new and inspire them so that in their turn they will lead the RAF to new heights of excellence. heights of excellence.


Any Any Questions?Questions?

respect integrity service excellence leadership models

Documents

dfc slide

intermediate leader

experienced leader slide

sir winston churchill

field marshal slim slide

qualities approach

inexperienced leader

skills communication