rkc final term - practical leadership and theory developmentq

8/3/2019 RKC Final Term - Practical Leadership and Theory DevelopmentQ

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APPLIED LEADERSHIP

Practical Leadership

Foundations for being Street smart

Robert Kennedy College

04/12/2011

.


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Practical LeadershipBeing Street smart 2011

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Contents

Contents ................................................................................................................................................. 2

Executive Summary ................................................................................................................................ 3

Introduction - Leadership essentials ...................................................................................................... 4

Academic Foundation Emotional Quotient ......................................................................................... 6

Quintessential Leader ............................................................................................................................. 8

Middle Management Theory ................................................................................................................ 13

The Organization and Position ......................................................................................................... 13

Theory ............................................................................................................................................... 13

References and Bibliography ................................................................................................................ 16

Additional Resources: ........................................................................................................................... 17

Appendix A Leadership styles, Emotional Intelligence (Goleman) .................................................... 18

Appendix B Emotional Intelligence: Factors ...................................................................................... 19

Appendix C Mayer Briggs Personality types ................................................................................... 21

Appendix D Leader Compliance......................................................................................................... 24

Appendix E Leadership Eras.............................................................................................................. 26

Appendix FTuckmans team development Model............................................................................ 27

Appendix G Transformation vs. Transactional Graph ....................................................................... 28


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Executive Summary

The current Global economy need true leaders to take a stance. This article is a

combination of theories and input on leadership on the dos and donts.

Intelligence is what created the world as we know it today. Emotional Intelligence is the core

for leadership success and gaining trust from followers. It is not a new creation but has only

been realized by Goleman.

The concern with leadership is that they need to take a shift from power to a leader-follower

relationship. They need to understand different personalities and situation to execute the

challenges successfully. The main purpose of this article would be to give them the needed

tools and information to understand and develop themselves in their social / emotional

intelligence. Secondly, to understand their followers and build relationships that will be self

sustaining.

Emotional Intelligence is the essential ingredient, but we also looked at other styles that

make use of EQ to impact a certain environment. These include Authentic Leadership theory

and Transactional / Transformational, touching the different eras in leadership.

Any leader need followers to be a success, but need to take them through a process to

change the status quo. Multiple styles and approaches have been discussed to motivate the

quintessential leadership; these include Johari, Social Styles, and Conflict, Transactional

Analysis. The focus was on the characteristics and social understanding and not on the theories

of leadership.

A theory is explained to assist Company X to fill a middle management position with personwith leadership traits. The theory is explained in detail.

I am the Master of my Fate; I am the Captain of my ship Nelson Mandela, Invictus


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Introduction - Leadership essentials

Being a born or bred leader is not what makes them successful, but rather the

emotional maturity. Emotional Intelligence is a fairly new concept that drives manager to

become effective leaders, a team mate to become a captain and a politician to change

the world.

Intelligence is the ability to learn, understand and think in a logical way about things

(Oxford 7th), while Emotion is the part of a persons character that consists of feelings.

(Oxford 7th). Both these factors can be improved and is an essential need to our

survival. Can it be that managers will typically have a stronger intelligent side than

emotional side based on the knowledge and experience while leaders have a stronger

emotional side due to the stimulation they give to their follower to believe in them and

trust them.

Leadership was not created over the last hundred years; it has been around since

the beginning of life. The same goes for Emotional Intelligence, the modern world only

discovered an actual trait we as living creatures have to control and maintain. This

discovery was made by Goleman in his article Leadership that gets results(2000) when

he indicated that control over people (species) is based on a certain level of emotional

advantage the one have over another (follower). The 4 areas he discusses are self

awareness, self management, social awareness and social skill (Appendix A). Various

tools and theories have been compiled to assist a leader to resolve certain issues and

situations. Leadership evolved through different eras (Appendix D), the current are

being the integrative. This is the combination of different previous eras which made a

big impact such as the contingency, transactional, transformational and situation eras.

All these eras is still active around the word depending on the emotional intelligence of

the leaders in different environments.


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The problem with leadership is the situation and personalities involved. This forces a

leader to select a specific style for a specific reason for a specific outcome. Leaders

give their followers a certain authority to keep a balance on the relationship; they can

only achieve this if they can trust the team to act (initiative) communicates (feedback)and pull the result form the followers (not push).

Figure 1 - Leadership Style

If you do not connect with other people and make them feel important, they will not

stick around for long enough to experience your genius! (Drucker, 1999). Followers tend

to trust and believe in those leaders who does not intimidate or manipulate, but rather

stimulate level.

The purpose to understand the need for this article creates the ability to lead.

Ultimately, the need to lead would be to discover oneself (inner emotions) then to

develop the social intelligence to create followers, which will in return re-create more

followers. This is a level 5 leadership attempt which transforms an organization from

good to great(Collins, 2001). Social intelligence, is defined as a set of interpersonal

competencies built on specific neural circuits (and related endocrine systems) that

inspire others to be effective.


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The only way to discover something is to explore - The only way to discover your

strengths is through feedback analysis (Drucker, 1999).Feedback is a simple but

destructive tool for any leader to be highly effective. The leader should pull the feedback

from the follower, without being involved (physically) and maintain the trust.

Academic Foundation Emotional Quotient

Emotional intelligence, according to Time magazine, may be the best predictor of

Success in life.

What type of person are you really? This is a very difficult question to answer for the

average person due to an underdeveloped emotional quotient. If you had to ask any

respected leader the same question, they would give you a simple straight forward

answer (assertive). This is only because they know what they want and that is what

drives them internally, it can be said that they have a strong understanding of

themselves. As mentioned, followers trust and believe their leaders; similarly do leaders

lead themselves as well, because they believe and trust in themselves.

People differ because we are all unique, and even if we have a similar personality

will we differ on the way we handle conflict or our social environment. Mayer Briggs

(Appendix C) is a highly effective method to discover your personality but more

importantly how to spot and understand the personalities of your Piers. What is more

certain than results that assist you in discover the way your (unique) mind operates?


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Figure 2 - Social Style 1

People have different styles and views; Figure 2 indicates the two basic scales to

place a leader. One scale indicates the focus and the other the development. It is good

practice to avoid the other areas that might cause frustration. Never try to be an expert if

you are not, rather focus and build on your strengths and find strong people to do the

other necessary tasks.

Various other theories are available to compliment the EQ theory on leadership. One

of them is the Authentic leadership which is a tool to implement emotions to create a

change in ethical behavior and being transparent, which in return stimulates the

followers because they have the power to communicate information freely.

Transformational and Transactional leadership theories are also very popular

(Appendix G). These theories can be said to have help discover the EQ theory. These

theories allowed the follower to be self driven and created a culture of self awareness

and a social satisfaction which is essential for the EQ environment which is a give and

take initiative. Culture is driven by emotions; optimistic, assertive leaders will develop a

culture with very little effort.


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The social circuit in our brains plays an essential part in our lifes; mirror neurons in

the brain react to certain gestures, when we communicate with people. Could this be

one reason why certain people are followers and some turn out to be leaders due to the

stronger social circuit? Life tend to follow anything that stimulates, direct, create attractand comfort it. Leaders stimulate and give a sense of satisfaction, which builds

relationships; which create motivation; which drive followers to perform better to seek

more satisfaction (comfort) and ultimately become achievers. This is why our social

circuit is the single most important factor to develop the leader within. Emotional

intelligence is the most powerful tool on this planet based on the ability it has to create

or destroy, ranging from relationships to countries, this can be seen when you take a

trip down memory lane (Religion, Economic and Politics). Roughly 90% of our success

is based on how well we handle ourselves on a daily basis related to our piers, to

accomplish the goals as effective, efficient and consistent as possible. This indicates

that we should focus on relationships if we want to succeed in the field of leadership.

Quintessential Leader

Effective leaders will always be focused on what lies ahead (future), because they saw

yesterday as an opportunity to analyze and prepare, to be able to implement today to

create more opportunities tomorrow. It is therefore primary for the leader to adapt his

style when needed to achieve the outcome.

This is done through people, its very seldom that one man wont need a team of some

kind to help him achieve. Primary goal for a leader is for his people to believe in them

before the leader will be able to use them to achieve a common goal and be stimulated.

What does it mean to believe? It means to feel certain(Oxford 7th). The way people

interpret things creates an expectation; this triggers an emotion of some sort which

results in some form of behavior. A good leader does exactly this, because they have

an internal need to be believed in and trusted (emotionally). This is directly related to


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Maslows hierarchy model to achieve. Leaders can satisfy their followers through means

of maintaining some stimulation; the integrated expectancy model is a reliable guideline

to improve the EQ of the leader because they will understand the need and outcome of

the follower.

Figure 3 - Integrated expectancy model

Secondly, the situation will have an effect on the behavior and it is of utmost importance

to understand the situation to use the correct situational leadership style as shown inFigure 4.

Figure 4 - Situational Leadership


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Everyone have a specific social style (Figure 5), to understand the different styles

will contribute to the level of EQ advantage one will have over the followers.

Figure 5 - Social Styles

Leaders need to create change, and change in this perspective is nothing else but

innovation, it is therefore essential for the followers to understand who the innovator is,

whats being innovated and how they will innovate. The best way to innovate

successfully is to make us e of the Johari Window as shown below, the idea would be to

minimize the unknown area between leader-follower and maximize the known to both

parties area. This will improve the whole process and relationship.


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Figure 6 - Johari Window

Any leader will experience conflict more often than achievements. This is basically

due to the leader-follower relationship and/or lack of high EQ. Ideal situation to resolve

is for all parties to collaborate (win-win), but this is not always possible based on the

factors and urgency involved. Alternative option would be for all parties to compromise,

but even then will it be essential to have certain level of higher EQ than the other party.

Factual negotiation is one approach and being focused on the achievement and

rewards another.

Figure 7 - Conflict Styles


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Some of the characteristics that one would have is; Authenticity, Sympathy, Mercy,

Honesty and Mutuality. Strong resistance will only be changed if the parties can agree

to exclude emotions and personal believes and to focus on the achievement.

Lastly, a leader should focus on the transactional styles (Figure 8) to understand the

reactions to expect with their followers and piers. The ideal position to be in would be

Adult to Adult relationship and to maintain that position, or take the stance to restore the

relationship to that level again. The relationship that should be avoided at any cost

would be Parent to Child, especially if the leader finds them in the Child category.

Figure 8 - Transactional Styles

As mentioned, leadership has many options, but the essentials stay the same. A

leader will only be consistently effective if they maintain a high EQ level. This way hewill be able to Form (communicate, integrate) a team, take them through the Storm

phase (innovate and construct) into the norm (security, trust) phase and ultimately get

them to perform (effective, efficient) (Appendix F).


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Middle Management Theory

The Organization and Position

Aiming to be the regional leaders in Mining Utility supplies and manufacturing of

mining equipment. The open cast mining environment showed a steep incline in

production and the need to expand became a reality almost unnoticeable.

Company X is a private company with predicted revenue of $2 million for the

financial year, and employs 24 people. The industry needs a strong leader and some

mines approach the owner to expand his company which will generate proposed

revenue at around $8 million and expect to employ an additional 15 people. A new

position will be created for a unit (production / projects) manager to guide the company

to achieve this goal. This position will report directly to the CEO and will have majority

authority over most other departments such as Supplies and Human resources

(Supervisors and Lower management) and will be directed by the CEO.

The person should have some leadership traits and be able to communicate witharound 5 years experience in a similar line of work. The CEO sat down to develop a

theory which he wants to implements.

Theory

The theory states are used to indicate if the potential candidate has leader abilities

and traits. The Specific Identity (Ignorant, Rejecting, Accepting, Accommodating)

indicate an action that can be taken (last column). The identity is a combination

between three primary factors and trait scoring. The Driving Factors are as follow: 1#

Physical (tangible), 2# Psychological and 3#Emotional. Three divisions


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The candidate will give themselves a mark per factor for every trait. The traits are

sub divided into 3 levels, each with a different factor. After the scorecard has been

completed, one needs to add all the sub unit (Vertical) scores and multiply them with the

given factor. Lastly, add the subtotals together to get the main total. Use the Directiontable to indicate if the candidate is suitable for the position.

Scale: 5 = High, 0 = Low

Physical Psychological Emotional

Factor x1 x2 x3

Self Drive

Self Esteem

Self Aware

Self ManageSub Total

Factor x2 x3 x1

Social Drive

Values

Authority

Responsible

Sub Total

Factor x3 x1 x2

Achievement

Control

Quality

Skills

Sub Total

Total

Figure 9 - Identity Scorecard

Highest Lowest Action Category

1 Physical Psychological Reject Technician

2 Physical Emotional Accept Leader

3 Psychological Physical Accommodate Manager

4 Psychological Emotional Ignore Miss-fit

5 Emotional Physical Accept Leader

6 Emotional Psychological Accommodate Leader / Manager

Figure 10 - Identity Direction Table


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The two left comments are the high and low score to be used. The third column

gives a mental indication on the candidate and the last column indicates the possible

position.

This theory was developed for this specific level of management in a similar

environment only.


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References and Bibliography

Hellriegel, D. Jackson, S. E. (2008). Management 2nd

South African edition. Oxford Southern Africa.

Nel, W.P. (2008). Management for Engineers, Technologists and Scientists. 2nd

Edition. Juta and

Company ltd.

Vanessa Urch, Druskat. Steven B. Wolfs. (2001). Building the Emotional Intelligence of Groups.

Harvard Business Review. R0103E.

Robert Goffee. Gareth Jones. (2000). Why should anyone be Led by You. Harvard Business Review.

R00506.

Daniel Goleman. (2000). Leadership that Gets results. Harvard Business Review. R00204.

Donald, N. Sull. (2006) Why Good companies go bad. Harvard Business Review. Taylor and Franco.

994IO.

Eve Mitleton-Kelly. (2006).A Complex approach to Co-create an Innovative environment. London

school of open economics. Taylor and Franco.

Drucker, Peter, F. (1999). Managing One self. HBR 99204.

Avolio, Bruce. Walumbway, Fredd. Weberz, Todd, J. (2009). Leadership: Current Theories, Research,

and Future Directions. Management Department Faculty Publications, University of Nebraska -Lincoln Year 2009

Selman, J. Leadership and Innovation: Relating to Circumstances andChange. Pdf.

Van Seters, David A. Field, H.G Richard. The evolution of Leadership Theory. Pdf.

Evans, Matt H. Excellence in Financial Management, Chapter 18: Leadership. Pdf.

Marian Iszatt White. Explicating Golemans Leadership Styles Fieldwork Examples from Further

Education, Centre for Excellence in Leadership, Lancaster University, UK.

Bolden, R. Gosling, J. Marturano,A. Dennison, P. (2003). A Review of Leadership Theories and

Competency Frameworks. Edited Version of a Report Chase Consulting and the management

Standard Centre. Centre for leadership studies. University of Exeter.

Cherniss, C. The Business case for Emotional Intelligence. Rutgers University. www.eiconsortium.org.
http://www.eiconsortium.org/http://www.eiconsortium.org/


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David M Boje. (2000). Transformational Leadership.

http://cbae.nmsu.edu/~dboje/teaching/338/transformational_leadership.htm.

Emotional Intelligence in the Workplace. (2007). Fasset.

Leadership Style, Mayers Briggs type, Jungian type, MTR-I team role. (Accessed 2011).

http://www.workcoachcafe.com/2009/07/29/7-ways-you-can-put-emotional-intelligence-to-work/

So why does emotional intelligence at work matter?(Accessed 2011).

http://www.canadaone.com/ezine/july04/eq_interview.html

Rock, Michael, E. (1999). Destiny, Quest, StoryTransformative Learning Processes for the New

Organization. http://www.canadaone.com/ezine/nov99/corporate_learning3.html.

Leadership Styles & Patterns: A Sociocultural Perspective. (2006).

http://fathielnadi.blogspot.com/2006/04/leadership-styles-patterns_27.html

Eric Berne's Transactional Analysis - TA theory development and explanation.

http://www.businessballs.com/transactionalanalysis.htm.(Accessed 2011).

Additional Resources:

How to deal with difficult People.

http://www.youtube.com/watch?v=4h7cmuRLwME&feature=related (Accessed 2011).

JACOB GOLDENBERG, SANGMAN HAN, DONALD LEHMANN.Social Connectivity, Opinion

Leadership, and Diffusion.

Stefan H.K. Wuyts, Marnik G. Dekimpe, Els Gijsbrechts, and F. G. M. (Rik) Pieters. (2010). The

Connected Customer.

Charles Handy. (2009).Best Business Books 2009: Leadership.

Warren Bennis, Daniel Goleman, and James O'Toole, with Patricia Ward Biederman.

Transparency: How Leaders Create a Culture of Candor ...

David Rock and Jeffrey Schwartz. (2006).The Neuroscience of Leadership.

JOEL BROCKNER, DANIEL AMES, (2010). Not just holding forth: The effect of listening on

leadership effectiveness.
http://cbae.nmsu.edu/~dboje/teaching/338/transformational_leadership.htmhttp://www.workcoachcafe.com/2009/07/29/7-ways-you-can-put-emotional-intelligence-to-work/http://www.canadaone.com/ezine/july04/eq_interview.htmlhttp://www.canadaone.com/ezine/july04/eq_interview.htmlhttp://www.canadaone.com/ezine/nov99/corporate_learning3.htmlhttp://fathielnadi.blogspot.com/2006/04/leadership-styles-patterns_27.htmlhttp://www.businessballs.com/transactionalanalysis.htmhttp://www.youtube.com/watch?v=4h7cmuRLwME&feature=relatedhttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/582273/Jacob+Goldenberghttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494944/Donald+Lehmannhttp://www.strategy-business.com/article/09407bhttp://www.strategy-business.com/article/09407bhttp://www.strategy-business.com/article/09407bhttp://www.strategy-business.com/article/06207http://www.strategy-business.com/article/06207http://www4.gsb.columbia.edu/ideasatwork/researcharchive/494882/Joel+Brocknerhttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494902/Daniel+Ameshttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494902/Daniel+Ameshttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494882/Joel+Brocknerhttp://www.strategy-business.com/article/06207http://www.strategy-business.com/article/09407bhttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/494944/Donald+Lehmannhttp://www4.gsb.columbia.edu/ideasatwork/researcharchive/582273/Jacob+Goldenberghttp://www.youtube.com/watch?v=4h7cmuRLwME&feature=relatedhttp://www.businessballs.com/transactionalanalysis.htmhttp://fathielnadi.blogspot.com/2006/04/leadership-styles-patterns_27.htmlhttp://www.canadaone.com/ezine/nov99/corporate_learning3.htmlhttp://www.canadaone.com/ezine/july04/eq_interview.htmlhttp://www.workcoachcafe.com/2009/07/29/7-ways-you-can-put-emotional-intelligence-to-work/http://cbae.nmsu.edu/~dboje/teaching/338/transformational_leadership.htm


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Appendix A Leadership styles, Emotional Intelligence (Goleman)


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Appendix B Emotional Intelligence: Factors

The EQ-i :Practical Emotional Architecture

FACTOR COMPETENCY DESCRIPTION WORKPLACE BENEFIT

CORE FACTORS

EMOTIONAL

SELF-AWARENESS

Recognize and understand one'sfeelings and emotions, differentiatebetween them, know what caused themand why.

Promotes successful resolutionand leads to improvedinteraction among staff.

EMPATHYBe attentive to, understand andappreciate the feelings of others, able toemotionally readother people.

Understands duties anddemands being placed oncolleagues creates cohesivefunctioning; understandingothers viewpoints helps makeone a team player.

ASSERTIVENESSExpress feelings, beliefs, and thoughtsand defend one's rights in anondestructive way.

Helps individuals to work morecohesively and share ideaseffectively; integral toleadership.

REALITY TESTING Assess the correspondence betweenwhat is experienced (the subjective) andwhat in reality exists (the objective).

Focuses on practicality and noton unrealistic expectations.

IMPULSE CONTROLResist or deny an impulse, drive, ortemptation to act.

Knows rash actions can becostly; often avoids mistakesby simply taking time to stopand think.

FlexibilityAdjust one's emotions, thoughts, andbehaviour to changing situations andconditions.

High

: perform better in positionswhere tasks are dynamic andchanging. Low: perform betterat more defined tasks requiringreliability and consistency.

SUPPORTING FACTORS

Self-RegardLook at and understand oneself, respectand accept oneself, accepting one's

Builds better work attitudesand behaviours; better self-


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perceived positive and negative aspectsas well as one's limitations andpossibilities.

confidence leading to betterperformance.

Independence

Self-reliant and self-directed in one'sthinking and actions; free of emotionaldependency; may ask for and consideradvice of others, but rarely depend onothers for important decisions or to dothings for them.

People thinking for themselves,yet still listening to and utilizingideas from others whenappropriate.

Social ResponsibilityDemonstrate oneself as a co-operative,contributing, and constructive memberof one's social group.

Contributing to recognizeddepartmental and companygoals; being aware of thegreater good you and yourgroup can contribute to societyas a whole.

OptimismLook at the brighter side of life and tomaintain a positive attitude, even in theface of adversity.

Self-fulfilling prophecy: staffbelieving something ispossible; often make it happen;optimistic attitude that wardsoff stress.

Stress Tolerance

Withstand adverse events and stressfulsituations without falling apart byactively and confidently coping withstress.

Managing reasonableworkloads, establishing clearpriorities, and meeting realisticdeadlines.

PIVOTAL FACTORS

Problem SolvingIdentify and define problems, generateand implement potentially effectivesolutions.

Create viable alternativesolutions, including acost/benefit analysis / long-term implications.

InterpersonalRelationship

Establish and maintain mutuallysatisfying relationships that arecharacterized by intimacy and givingand receiving affection.

Effective communication withinand between departments.

Self-Actualization

Realize one's potential capacities and to

strive to do that which one wants to doand enjoys doing.

Motivate, optimize individual /

team performance; bringingmore life experience to the job.

HappinessFeel satisfied with one's life, to enjoyoneself and being with others, and tohave fun.

Lifts spirits / overallperformance.


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Appendix C Mayer Briggs Personality types

LEADERSHIP STYLE

Myers Briggs type, Jungian type, MTR-i team role

Description When to use When not to use

PARTICIPATIVE LEADERSHIP

ESFJ/ENFJ, Extraverted Feeling (Jung), or Harmonising (MTR-i)

People-oriented, motivator, builds

personal relationships, likeable,

interpersonal skills, cares for

others

Commitment from others

is critical, or sensitive

situations

Decisions need to be forced

through, conflict is being

avoided


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IDEOLOGICAL LEADERSHIP

ISFP/INFP, Introverted Feeling (Jung), or Campaigning (MTR-i)

Value-driven, has passion for key

issues, focuses on important

themes, champions the cause

The group has lost its

sense of identity, or it is

doing too many

unimportant things

There is a problem that

needs to be solved with

dispassionate objectivity

(eg: technical issues)

CHANGE-ORIENTED LEADERSHIP

ENTP/ENFP, Extraverted Intuition (Jung), or Exploring (MTR-i)

Tries things that are new,prototypes, introduces change,

looks for unexpected outcomes,

creates new opportunities,

experiments

The group is 'stuck in arut', or the status quo

needs to be challenged

There are already too manyinitiatives under way and

some stability is needed

VISIONARY LEADERSHIP

INTJ/INFJ, Introverted Intuition (Jung), or Innovating (MTR-i)

Develops long term vision,produces radical ideas, foresees

the future, anticipates what is

outside current knowledge

Radical change isneeded, change is a long

term activity

There are immediatedangers, the group may not

survive in the short term

ACTION-ORIENTED LEADERSHIP

ESTP/ESFP, Extraverted Sensing (Jung), or Activating (MTR-i)

Takes action, produces results,

leads from the front, sets an

example, does what is asked of

others

There is some inertia, or

lack of achievement has

destroyed motivation

The group is being too

expedient, current success

may ebb in the future

GOAL-ORIENTED LEADERSHIP

ISTJ/ISFJ, Introverted Sensing (Jung), or Clarifying (MTR-i)


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Observes, listens, clarifies goals,

establishes realistic expectations,

makes aims crystal clear

The direction is vague or

expectations have not

been articulated

There are already too many

goals or too much

information

EXECUTIVE LEADERSHIP

ESTJ/ENTJ, Extraverted Thinking (Jung), or Conducting (MTR-i)

Organises, makes plans, sets

measurable goals, coordinates

work of different people, manages

resources

There is chaos/lack of

organisation, or there are

no measures of

achievement

There are so many

processes that creativity has

been stifled

LEADERSHIP THEORIST

ISTP/INTP, Introverted Thinking (Jung), or Analysing (MTR-i)

Analyses, uses models, produces

explanations, compares other

situations, engages in intellectual

debate

The situation is complex

or driven by technical

solutions

People's feelings are

paramount, or the group go

round in circular arguments


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Appendix D Leader Compliance

Compliance: Influence Zones

Every directive, request or command issued by a leader is not the same in the eyes of the employee. Some

request involve behaviors the employee would do on his or her own, while directive would not be carried out

under any circumstances. Below is a model that describes the degree of resistance a leader would encounter to

various requests. The lower down on the list, the greater the resistance. The greater resistance, the more power

the leader must have in relation to target to insure compliance.

1. Preference Zone- Behaviors in the preference zone are those behaviors and activities the target

actually enjoys doing and would probably do with any request.

2. Indifference Zone- These behaviors represent activities for which the target has no preference and is

indifferent to. For example, if an employee really does not care if she is assigned to the Boston office or

the Providence office, this decision would lie in the indifference zone.

3. Legitimate Zone- These are behaviors which the target would rather not do but recognizes that it his

or her responsibility, as an employee to do when asked. The represent what is calledAdequate Role

Behavior, which defines the lower limits of acceptance work performance.

4. Influence Zone- Behaviors in the influence zone represent tasks and activities which the target views

as outside his or her normal work duties and responsibilities. To carry out these directives would mean

going beyond job requirements and as such are termsExtra Role Behaviors.While the individual

perceives these activities as extra roles, he or she can be motivated to perform if the proper source of

motivation is tapped by the leader.

5. Non-Influence Zone- These are behaviors in which the target would not engage under any work

related circumstances.

Compliance: Influence Approaches

How does a leader get compliance to a request or directive?

1. Enjoyment- The leader attempts to convince the target of the enjoyment he or she will experience

along with compliance.

2. Coercion- The leader uses or implies threats, frequent checking

3. Reward- The leader offers favors, benefits, or future rewards for compliance


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4. Legitimate- The leader seeks to establish legitimacy of request by claiming the authority or the right

to make it, or by verifying that it is consistent with organizational policies, rule or practices

5. Reciprocity- The leader appeals based on feeling of debt (based on past favors) to the leader

6. Expertise- The leader bases appeal on his/her expertise

7. Loyalty or Identification with leader- The leader appeals to feelings of loyalty and friendship

toward the leader

8. Appeal or challenge to traits- The leader appeals to the individuals traits such team player, hard

worker, or risk taker to gain compliance.

9. Appeal to Values- The leader appeals to the individuals values such as concern for students, concern

for the environment.

10.Appeal to Competencies and Skills- The leader appeals based on affirmation of the individuals

values skills, such as good leader, or best negotiator

11.Appeal to goals- Identification with goal- The leader attempts to show that the request is in the best

interests of the group and its goals.


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Appendix ELeadership Eras


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Appendix FTuckmans team development Model


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Appendix G Transformation vs. Transactional Graph

rkc final term - practical leadership and theory developmentq

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