POSTHEROIC LEADER: A NEW DEFINITION OF LEADERSHIP

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POSTHEROIC LEADER A NEW DEFINITION OF LEADERSHIP

• HDCS 4393/4394 InternshipDr. Shirley Ezell

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Introduction

• Leadership watchers have observed a fundamental
  reorientation away from the heroic model and an
  alteration in leadership focus.
• Shared responsibility and control have taken the
  place of the individual hero carrying the
  burden alone.

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Introduction (Cont.)

• This leadership style has some critical
  components
• Leader must believe in the concept.
• Leader must create a team of key subordinates
  jointly responsible for department success.
• Manager must work to develop management
  responsibility in subordinates.
• Leader must develop subordinates abilities to
  share management of units performance.

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I. Model is Manager as Developer

• Model is based on premise that skills have to be
  learned.
• Common goals must be accepted.
• When expectations change, the norms must be
  modified.
• Over time a team can be built.
• The image of the leader is like a coach, working
  hard to bring the team along.

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A. How Does it Work?

• Leader drops mindset of total personal
  responsibility.
• Leader thinks how can a problem be solved in a
  way that further develops my subordinates
  commitment and capabilities.
• Leader throws some problems back to subordinates.
  Example I think you have a good handle on the
  difficulty, so why dont you take a first cut and
  come back in 2 days?

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B. Benefits of the Manager as Developer

• Chance is increased that tasks will be
  accomplished at a high level of quality.
• Task Excellence is generally a result because
  members are more likely to seize new
  opportunities as they develop. They uncover
  problems and difficulties early, and share
  expertise and feel committed to make it happen.
• Organizations have a high rate of change and this
  provides increased opportunities for innovation.

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B. Benefits of the Manager as Developer

• Responses to new conditions are quicker.
• Members operating with this model are often aware
  of problems before the leader.
• Members are often interface with clients,
  suppliers, and other units and get ideas.
• Developer leadership approach causes increased
  feelings of responsibility.
• Overall results show increased subordinate
  motivation.

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C. Model in Action

• This model can fail when members do not have
  managerial skill and technical knowledge.
• It can help members anticipate problems of
  coordination and over time responsiveness
  increases as members strive for excellence.
• Results often show that responsibility develops
  best when people can exert influence.

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C. Model in Action (Cont.)

• There must be continuous development of
  individual skills. Examples are using university
  executive programs to train individuals, use of
  taskforces and permanent lateral moves of
  employees to different geographical locations.
• And it must balance organizational and individual
  needs.
• Must determine and build a common department
  vision.

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C. Model in Action (Cont.)

• Need interactions among all 3 components
• A. Leader must help group function better.
• B. Group develops trust and maturity.
• C. Members pulling together strengthen vision.
• Key Concept The unusual thing about manager as
  developer is the model is both the description of
  the state and the description of how to achieve
  the state.