LEADERSHIP

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LEADERSHIP
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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.
• Empowerment occurs when a leader effectively
  communicates with and inspires ordinary people to
  accomplish extraordinary results.

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LEADERSHIP THEORIES

• Trait only a few possess the superior
  characteristics of leaders
• Cognitive (20th century Great Man) leaders
  influence behaviors of others, such as with
  humility and fierce resolve
• Power or influence includes power-sharing and
  empowerment of followers
• Situational circumstances or environmental
  factors determine who will emerge as a leader

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LEADERSHIP THEORIES

• Integrative transformational and values-based
• Visionary mobilizes others to achieve shared
  aspirations
• Strategic envision, direct, align, motivate,
  inspire, and energize followers
• Servant listens, empathizes, persuades, and
  builds community

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KEYS TO LEADERSHIP

• Leadership The skill of influencing people to
  work enthusiastically toward goals identified as
  being for the common good. (p. 28)
• Authority The skill of getting people to
  willingly do your will because of your personal
  influence (p. 30) Authority is about who you
  are as a person, your character, and the
  influence youve built with people. (p. 31)
• Service and Sacrifice giving to and doing for
  others selflessly

(Hunter, 1998)
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CHARACTERISTICS OF LEADERS

• Leaders have integrity.
• Leaders live according to a moral purpose.
• Leaders build relationships with people.
• 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 MODEL FOR THE FUTURE
VALUES
PEOPLE
TEAMWORK
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A CULTURE OF DISCIPLINE
Breakthrough
Build-up
Disciplined Thought
Disciplined People
Disciplined Action


(Collins, 2001, p. 127)
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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 to you
• Decide how you will incorporate these core values
  into all aspects of your daily life

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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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LEADERSHIP AND CHARACTER DEVELOPMENT

• Leaders who are respected and successful will
  serve as role models of character and be examples
  that people 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, strategies, and people
• Tap into the energy of people by connecting
  through their values
• Unlock the human potential of people
• Increase the chance of success
• will lead to extraordinary results

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PEOPLE ARE MOST IMPORTANT

• Successful leaders emphasize building and
  nurturing personal relationships connections
  with people will lead to results
• Leaders prioritize hiring and retaining good
  people
• Most people seek challenges and desire to be
  successful but want to be empowered to do the job
  themselves.

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ASSEMBLING THE RIGHT TEAM

• First, get the right people on the bus (and the
  wrong people off the bus) before you figure out
  where to drive the bus.
• Second, apply sheer rigor in making decisions
  about people.
• 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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THE RIGHT PEOPLE

• Nurturing and Supervision
• Identify expectations
• Develop a plan
• Provide any needed retraining and resources
• Evaluate versus expectations
• Release, if performance is unacceptable

• Recruitment
• Define expectations
• Hire for fit
• Coach
• Counsel
• Guide

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TEAMWORK

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

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FACILITATING TEAMWORK

• Commitment to mutual trust and respect
• Dedication to the achievement of shared goals
• Interdependences flourish
• Effective in communications
• Mistakes provide learning opportunities
• Realization of the positive impact of each team
  members contributions as synergies develop

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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)

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QUALITIES OF A DREAM TEAM

• Team members care for one another.
• Team members know what is important.
• Team members communication 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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LEADERSHIP MODEL FOR THE FUTURE
VALUES
PEOPLE
TEAMWORK
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VisionPassionPurpose

• http//www.clientlogic.com/resources/video_VPP.htm
  l

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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, 1997
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STRUCTURAL FRAME

• The structural frame describes the importance of
  navigating the organizational maze in order to
  make progress toward organizational goals while
  gaining a better understanding of the importance
  of building teams.
• Effective structural leaders focus on
  implementation.

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STRUCTURAL FRAME

• Learn to navigate the organizational
  mazelearning the ropes
• 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 short- and
  long-term growth of the organization

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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, e.g., people are the
  most important resource.

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HUMAN RESOURCE FRAME

• Hire the right people, then
• Empower people with authority and responsibility
• Facilitate their collaboration and teamwork
• Reward them
• Communicate effectively
• Facilitate positive relationships
• Treat others 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 the multiple meanings of events
  to the people involved overshadow any stated
  purpose
• 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, and
  why?
• Which is the least effective leadership style,
  and why?

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Leadership Assignment

• Goleman suggests that there are six styles of
  leadership (coercive authoritative affiliative
  democratic pacesetting coaching) that are
  chosen by different leaders and may be used in
  various circumstances. 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.