LEADERSHIP

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LEADERSHIP
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LEADERSHIP

• What is leadership?
• What does a leader do that is unique?
• Who is a leader?
• Who are examples of leaders? Why did you select
  these individuals?
• How are leaders or leadership measured?

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DEFINITION OF LEADERSHIP

• Leadership is a behavioral process through which
  one person influences the behaviors of others
  toward the accomplishment of shared goals.
• Leadership involves the creation of a vision that
  empowers others to translate this vision into
  reality.

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CHARACTERISTICS OF LEADERS

• Leaders have integrity.
• Leaders live according to a moral purpose.
• Leaders build relationships with people and
  empower them.
• Leaders are effective communicators.
• Leaders are visionary and creative.
• Leaders establish, maintain, and model high
  standards of performance.
• Leaders show an unwavering resolve and calm
  determination.
• Leaders are energetic.

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LEADERSHIP THEORIES

• Great Man or Great Person leaders display
  remarkable abilities or attributes
• Great Trait leaders possess one distinguishing
  characteristic but, what exactly is that one
  unique trait (charisma is often suggested)
• Situational leaders emerge in specific
  circumstances or under unique environmental
  conditions
• Formal vs. Informal leaders based on the
  organizational chart (weld power) versus those
  who are well-liked and influential

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LEADERSHIP THEORIES

• Transactional directive leaders who take action
  based on the organizational goals, structure, and
  system
• Transformational visionary leaders who set new
  high goals and create commitment through shared
  values
• Strategic leaders who envision, innovate,
  build, motivate, and energize organizations and
  people
• Servant leaders devoted to serving the needs of
  organizational members by listening and building
  a sense of community

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• Principled-Centered Leadership video with
  Stephen Covey

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A POSSIBLE LEADERSHIP MODEL
VALUES
PEOPLE
TEAMWORK
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CORE VALUES

• Identify what you believe in you understand
  your core values by looking inside (who you are)
• Reflect on and describe to yourself what these
  values mean
• Decide how you will incorporate these core values
  into all aspects of your daily life

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POSSIBLE CORE VALUES

• Integrity quality of a person's character that
  fulfills ones moral obligation to self and
  others
• Respect holding others in high regard and
  treating them the way you wish to be treated
• Mutual trust confidence and belief in the
  honesty and reliability of others
• Responsibility being morally accountable for
  your actions

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VALUES AND GREATNESS

• Good is the enemy of great, according to Jim
  Collins in his book, Good to Great.
• The leader who makes a good organization great is
  guided by values.
• The really great organizations place people and
  values first.

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WHAT IS THE RELATIONSHIP BETWEEN LEADERSHIP AND
CHARACTER?
How is character developed?

• Leaders who are respected and successful will
  serve as role models of character and examples
  who others will choose to emulate.
• Leaders provide learning opportunities that
  include ethical choices and emphasize the
  importance of character.

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FOCUS ON PEOPLE-CENTERED VALUES

• Place a high importance on values and aligning
  values, people, and strategies
• Tap into the energy of people by connecting
  through their values

How do you unlock the potential of people?
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PEOPLE ARE MOST IMPORTANT

• Successful leaders emphasize building and
  nurturing personal relationships
• Employees
• Customers
• Leaders prioritize hiring and retaining good
  personnel
• Most employees seek challenges and desire to be
  successful, but they want to be empowered to do
  their jobs in ways that work for them.

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ASSEMBLING THE RIGHT TEAM

• Get the right people on the bus (and the wrong
  people off the bus) before you figure out where
  to drive the bus (Collins, 2001)
• Eliminating an employee who is not a good fit
  is not easy, but essential
• You need members on your team who argue and
  debate in pursuit of the best answers, yet who
  unify fully behind a decision once made.

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TEAMWORK

• Teams groups organized to work together to
  accomplish goals or tasks that cannot be achieved
  as effectively by individuals

How do you build teamwork?
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FACILITATING TEAMWORK

• Commit to mutual trust and respect
• Focus on the achievement of shared goals
• Allow interdependences to flourish
• Communicate effectively
• Learn from your mistakes
• Synergize (combine every team members
  contributions)

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CULTURE OR CLIMATE

• Culture emphasizes the unspoken assumptions
  (values beliefs myths traditions norms) that
  underlie an organization, whereas climate focuses
  on the more accessible perceptions of the
  organization, especially how they arouse
  motivation and, thus, impact performance.
  (Stringer, 2002, p. 14)

How is culture developed?
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QUALITIES OF A DREAM TEAM

• Team members care for one another.
• Team members know what is important.
• Team members communicate with one another.
• Team members grow together.
• There is a team fit.
• Team members place their individual rights
  beneath the best interest of the team.
• Team members each play a special role.
• An effective team has a good bench.
• Team members know exactly where the team stands.
• Team members are willing to pay the price.

(Maxwell, 1995)
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CHANGING PARADIGM IN LEADERSHIP

• Leaders should
• Behave in ethical ways based on values
• Enhance the personal growth of people
• Facilitate teamwork for greater success

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FOUR FRAMES OF ORGANIZATIONS

• Structural the leader as analyst or architect
• Human resource the leader as catalyst or
  servant
• Political the leader as advocate or negotiator
• Symbolic the leader as prophet or inspiration

Bolman Deal
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STRUCTURAL FRAME

• The structural frame describes the importance of
  navigating the organizational maze (learning the
  ropes) in order to make progress toward the
  achievement of organizational goals.

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STRUCTURAL FRAME

• Build a partnership with those to whom you report
  
• Gain a broader understanding of institutional
  policies, procedures, job expectations, and
  day-to-day details
• Establish priorities and plan for the short- and
  long-term growth of the organization
• Focus on implementation

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HUMAN RESOURCE FRAME

• The human resource frame stresses the importance
  of developing strong interpersonal relationships
  and facilitating positive group dynamics.
• Leadership may be more about relationships than
  it is about ideas or vision.

People are the most important resource!
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HUMAN RESOURCE FRAME

• Hire the right people, then
• Empower them with authority and responsibility
• Facilitate their collaboration and teamwork
• Reward them
• Communicate effectively
• Facilitate positive relationships
• Treat people equitably and with respect
• Demonstrate strong negotiation and conflict
  resolution skills

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POLITICAL FRAME

• The political frame deals with managing power,
  conflict, and coalitions and learning how to
  address various political agendas.
• Special interest groups and individual
  perspectives permeate organizations, so
  interactions must be thoughtfully considered and
  handled carefully.

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POLITICAL FRAME

• Understand and manage power very carefully
• Realize that organizational dynamics evolve from
  coalitions of various individuals and interest
  groups with their enduring differences
• Build relationships with key external
  constituencies
• Recognize and handle astutely all controversies
  and politically-charged issues

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SYMBOLIC FRAME

• The symbolic frame emphasizes the organizational
  culture and how appearances and representations
  shape perceptions.
• Leaders interpret and reinterpret experiences.
• Perceptions are almost always more real than
  reality.

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SYMBOLIC FRAME

• Understand that people hold multiple meanings of
  events and these perceptions overshadow any
  stated purposes
• Affirm and celebrate the symbolism of rituals,
  ceremonies, and special events
• Develop and feature special occasions and symbols
  so they become highly regarded by constituents
• Celebrate everyones achievements

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SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

• 7. Sharpen the saw
• 6. Synergize
• 5. Seek first to understand, then to be
  understood
• 4. Think win/win
• 3. Put first things first
• 2. Begin with the end in mind
• 1. Be proactive

Renewal
Public Victory
Private Victory
(Covey, 1990, p. 53)
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TWO DIMENSIONS OF LEADERSHIP
High
Encouraging (use when followers are able and
unwilling)
Coaching (use when followers are unable and
willing)
Relationships (with people)
Delegating (use when followers are able and
willing)
Structuring (use when followers are unable and
unwilling)
Tasks (getting the job done)
Low
High
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SIX STYLES OF LEADERSHIP

• Coercive demands immediate compliance
• Authoritative mobilizes people toward a vision
  and may serve as a catalyst for change
• Affiliative creates emotional bonds, builds
  relationships, and nurtures harmony
• Democratic builds consensus through
  participation, collaboration, team leadership,
  and effective communication
• Pacesetting sets high standards for performance
  and expects excellence and self-direction
• Coaching develops people to improve performance
  and develop long-term strengths

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SIX STYLES OF LEADERSHIP

• Is each leadership style effective?
• If so, in what types of situations?
• Which is the most effective leadership style or
  styles, and why?
• Which is the least effective leadership style or
  styles, and why?

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LEADERSHIP ASSIGNMENT

• Goleman identifies six styles of leadership that
  are chosen by different leaders and may be used
  in various situations. Select the one approach
  that you feel you will utilize most often as a
  leader in your chosen career. Describe two
  specific situations in which you think you would
  use this approach most effectively and explain
  why. Describe one situation in which you would
  choose to use another style and why the
  circumstances would call for the use of this
  approach.