Effective Leadership

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Effective Leadership

• Knowing yourself

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Welcome

• Programme Agenda
• Leadership is a huge subject area
• Management/Leadership are they the same thing?
• Programme
• 1600-1930 Welcome
• A brief introduction to some of the theories
• Concepts of Leadership
• Leadership Characteristics
• Leaders and Managers
• Your Self Assessment
• Personal Leadership Questionnaire
• Myers Briggs Analysis of Personality
• Blake and Moulton Analysis
• Walking the Plank

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Programme Objective

• To learn more about concept of Leadership
• To understand various theories defining
  Leadership
• To identify your own Leadership potential
• To learn about developing your own skills to
  become an effective leader

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Leaders Revolutionaries

• Churchill
• Thatcher
• Lenin
• Mandela
• Mao Zedong
• Dr King

• Walesa
• Stalin
• Roosevelt
• Gorbachev
• Hitler
• Gandhi

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Perceived Leader characteristics

• Inspiring
• Visionary
• Charismatic
• Dynamic
• Communicator

• Confident
• Single minded
• Change champion
• Unconventional
• Risk takers

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Concepts of Leadership

• Leadership is the ability to direct a group of
  people in realising a common goal
• This is done by people applying their leadership
  attributes
• Leaders create commitment and enthusiasm amongst
  followers to achieve goals
• Leadership is achieved through interaction
  between leader, follower and environment

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Effective Leadership

• Is measured at two levels
• Change in attitude
• Change leading to achievement of specific goal

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Leaders Managers

• Leaders
• Personal active attitude towards goal
• Operate from high risk position
• Intuitive and empathetic
• Singular attitude
• Not dependent on social indicators of identity
• More concern with people, process

• Managers
• Passive attitude towards goal
• Involve people ideas to drive at strategy or
  approach
• Prefer working with people
• Relate to people according to hierarchy of
  structure
• Avoid chaos
• Rely on hierarchy of set authority

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Exercise 2 Group Discussion

• Leaders Revolutionaries
• Review the following leaders
• Identify common traits
• Identify common style

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Exercise 3 Self Assessment

• To help you assess your own leadership style
• Complete the following questionnaire
• Add your total score
• Note down your strengths and evaluate your
  opportunities for growth

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Leadership Theories

• Trait
• Behavioural
• Contingency
• Situational
• Leader-Member Exchange
• Path-Goal
• Implicit

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Trait Theories

• Intelligence
• Verbal ability, perception, reasoning
• Charisma
• Decisiveness
• Enthusiasm
• Strength
• Bravery
• Integrity
• Honesty, Principled, Believable
• Self confidence
• Certain of your skills and competences

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Validity of Trait Theory

• Research has failed to
• Prove the same traits apply at all times to all
  leaders
• Shows that the same traits always differentiate
  leaders from followers
• Fails to consider followers and situational
  factors
• Organisations who rely on the Trait theory,
  undertake specific psychometric analysis in the
  HRM processes
• Traits are good to know anyway they identify
  your strengths and weaknesses and allow you to
  map them into your work environment
• Traits rely on situations too certain
  situations need certain traits if the situations
  dont arise neither does the leadership potential
• Leaders can only lead when people want to follow
• Page 24, Northhouse, Leadership, Theory and
  Practice, Peter G Northouse CS1 Exercise..?

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Behavioural Theory

• Emphasis is that the individual can be taught
  certain behavioural characteristics to make them
  a leader
• Initiating structure define structure
  behaviour pattern in achieving goal
• Consideration trust, consideration and empathy
  for sub-ordinates
• Employee-Oriented Leader with emphasis on
  interpersonal relationship
• Production-Oriented Leader with emphasis on task
• Research concluded the most effective leaders
  were those with high degree of interpersonal
  relationships who achieved greater success in
  achieving goals
• We are as strong as the weakest link!

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Exercise 45 Leadership Style

• Demonstrate that effective leader would have to
  employ different style for any given situation
• Autocratic
• Democratic
• Delegative

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Bolman Deal Leadership Model

• Structural Framework leader is a social
  architect
• Human Resource Framework leader promotes
  decision making process
• Political Framework leader creates necessary
  power political network
• Symbolic Framework leaders who inspire others
  to share the same vision

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Exercise 6 4 Framework Approach

• Determine the degree in which individuals prefer
  working with people or tasks
• Structural
• Human Resource
• Political
• Symbolic

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Blake Mouton Model

• Authoritarian-Obedience task oriented with
  little attention to co-operation collaboration
• Team Management promote team working in
  achieving common goal
• Country-Club Management build strong
  relationship with people with little attention to
  task
• Impoverished Management no commitment to
  relationship or task

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Exercise 7 Leadership Style Questionnaire

• Determine the style of leadership based on the
  Blake Mouton Grid
• Country club management
• Authoritarian-Obedience
• Team management
• Impoverished management

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Authority Compliance

• Heavy emphasis on task and job requirements
• People are tools for getting the job done
• Controlling, Demanding, Hard-Driving and
  Overpowering

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Country Club Management

• Low concern for Task Accomplishment
• High concern for interpersonal relationships
• Agreeable, eager to help, comforting,
  uncontroversial
• Gets things done by creating a positive climate

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Impoverished Management

• The leader does not care about the task or
  personal relationships
• Goes through the motions
• Indifferent, non-committal, resigned, apathetic

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Middle of the Road Management

• Leaders as compromisers
• Emphasizes lack of conflict, and trys to attain
  some interpersonal contact
• Swallows conviction in the interest of progress

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Team Management

• Strong driver on both tasks and interpersonal
  relationships.
• Stimulates participation, acts determined, gets
  issues into the open enjoys working

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Can leaders switch..?

• Oh, yes
• Paternalism/Maternalism the benevolent dictator
  acts nice but is only really interested in the
  outcome
• Opportunism Uses any combination of the styles

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Contingency Theories
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Contingency Theories

• Autocratic leader dictates decision to
  sub-ordinate
• Democratic shares decision with sub-ordinate

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Fieldler Model

• Three variables
• Leader-Member relations
• How the members feel about the leader
• Task Structure
• Is it structured, or unstructured
• Position Power
• Can leader reward/punish

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Least Preferred Co-Worker Measure (LPC)

• LPC_Calculation
• High LPCs are motivated by relationships in an
  organisation a high LPC looks after relationships
  first and then considers the task
• Middle LPCs are socio-independent leaders, tend
  to be removed from the situation
• Low LPCs are people who need to accomplish
  tasks, secondarily they try to get on with people
  self esteem is measured on work output not
  friends!

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Contingency Theories Fiedler Model

• Leader-member
• Task structure
• Position power

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No control over the student council

• Tamara Popovich has been elected president of the
  student council at the local college she attends.
  She likes the other council members, and they
  seem to like her. Her first job as president of
  the council is to develop a new policy for
  student computer fees. Because this is the first
  year that computer fees are being assessed, there
  are no specific guidelines for what should be
  included in this policy. Tamara has no control
  over how they work. She has no way of rewarding
  or punishing them. In a leadership course Tamara
  took, she filled out the LPC questionnaire and
  her score was 98.
• How will Tamara do as president of the student
  council
• According to her LPC score, what are her primary
  needs
• How will these needs affect her ability to
  develop the new policy for computer fees
• How can Tamara change the situation to match her
  management style

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Situational Approach

• Directive are task centred behaviour
• The assistance of group members through giving
  directions, establishing objectives, setting
  times, defining roles
• Often asynchronous and one-way
• Supportive are relationship centred behaviour
• Synchronous and two-way
• Asking for input, problem solving, praising,
  sharing information, listening

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Four Styles Identified

• S1 Directing highly directive, low support
• What and How goals are achieved and supervision
• S2 Coaching highly directive, highly
  supportive
• What and How are still defined

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• S3 Supporting low directive but high
  supportive
• Day-to-day decisions are made by the
  subordinates, however, the boss is still there if
  needed
• S4 Delegating low directive, low supportive
• Gives ownership to subordinates and does not try
  to influence socio-emotional needs

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Supporting
Coaching
Supportive
Delegating
Directing
Directive
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Situational Approach

• Combines tasks relationship behaviour
• Telling high task, low relationship
• Selling high task, high relationship
• Participating low task, high relationship
• Delegating low task, low relationship
• With different degree of individual maturity
• M1 neither competent nor confident
• M2 motivated but lack skills
• M3 able but unwilling to follow leaders
• M4 able willing to do as asked

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Implicit Theories of Leadership

• Attribution assumption made about others
• Leaders are consistent
• Take up difficult or unpopular tasks
• Determination and persistence leading to
  achievement of goal
• Charismatic heroic attributes
• Self confidence
• Visionary ability to share the vision
• Committed to vision
• Unconventional
• Change agent
• Sensitive to environmental aspects

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Leadership Development

• Know yourself seek improvement
• Know your job
• Seek take responsibility for your actions
• Make sound timely decision
• Lead by example
• Look after your people

• Communicate with your people
• Help develop necessary character traits in your
  people
• Ensure everyone understand goals expectation
• Train your people as a team
• Utilise full capabilities of your organisation

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Exercise 8 Leaders Walk

• Explore Leader/Follower Connection

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Factors of Leadership

• Follower understand your teams attribute
• Leader understand own limitation
• Communication do what you expect others to do
• Situation apply style according to the
  situation

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Environment

• Culture
• The way we do things
• Developed over period of time
• Shared expectation image
• Part of organisation history
• Climate
• Shared perception attitude
• Short term created by current leadership
• Influences employees motivation satisfaction

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Exercise 9 Feedback Theatre

• Help appreciate various ingredients and
  challenges a leader has to face in achieving
  goals and objectives

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Leadership Process

• Leadership Power
• Coercive
• Reward
• Legitimate
• Expert
• Referent
• Politics Power
• High politics results low motivation
• Create common goal
• Focus on downward influence
• Focus on results solution

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Leadership Direction

• Leaders should not command excellence, they
  should build excellence
• Involve those participating in developing
  solution
• Ensure the 6 Ws
• Who will do what?
• Who does it involve?
• What is going to be done?
• When does it start?
• When does it end?
• Where will it take place?
• How will it take place?
• Why should it be done?
• What will happen if its not done?
• Effective execution
• Pre-determine task
• Supporting structure in place
• Allocate necessary resources

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Exercise 10 Space Jam

• Promote collaboration rather than competition,
  inclusion rather than exclusion, thoughtful
  development and coaching

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Leadership Communications

• Environment
• Active listening
• Feedback
• Motivation

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Leader-Member Exchange Theory (LMX)
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Path-Goal Theory
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Content

• Concepts of Leadership
• Trait Theories
• Behavioral Theories
• Leadership Models
• Contingency Theories
• Implicit Theories of Leadership
• Leadership Development
• Environment effecting Leadership behaviour
• Leadership Process