4-6. leadership paradigms

International Section | Centre for Defence Leadership & Management | College of Management & Technology

4-6. Leadership Paradigms

SLP(E) Course


Contents

• What is Leadership?

• Leadership Theories.

• Leadership & Followership.


What is Leadership?

Leadership Paradigms


What is leadership?

“One of the most observed & least understood phenomena on earth” James Burns (1978).

"A leader shapes and shares a vision which gives point to the work of others." Charles Handy (1992).

"A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be." Rosalynn Carter, US First Lady (b.1927) .

"Be willing to make decisions. That's the most important quality in a good leader." General George S. Patton Jr.

"As we look ahead into the next century, leaders will be those who empower others." Bill Gates.

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What is leadership?

• Can you feel leadership?– Emotion | Relationship.

• Can you describe leadership?– Process.

• Can you define leadership?– Phenomenon (Fact or situation that exists).

• Can you measure leadership?– Activity.


EtymologyOrigin of word & use

• Old German ‘Lidan’ | TO GO.• Old English ‘Lithan’ | TO TRAVEL.• To show the way, to guide.• To cause to act, think, feel or behave in a

certain way.• To initiate action.• To go at the head.• The principal role.


Amazon: 45,746 Books

Google: 496,000,000 Hits

Leadership References


Leadership ‘words’

visionary

personality and character

inspire

team

no prescription Variety of stylessituation

transform

understands him/herself

people

Understands people

Understands environment

privileged

example

persuasioncompulsion


MANAGEMENT

Leadership

AuthorityCommand

Power

LEADERSHIP

Discipline

Influence


Leadership is visionary; it is the projection of personality & character to inspire the team to

achieve the desired outcome. There is no prescription for leadership and no prescribed style of leader. Leadership is a combination of example,

persuasion & compulsion dependent on the situation. It should aim to transform & be underpinned

by individual skills and an enabling ethos. The successful leader is an individual who understands

him/herself, the organisation, the environment in which they operate & the people that they are privileged to

lead.

Leadership Definition


Command, Leadership & Management

Command

Leadership Management

Relationship?

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Command

• Position of authority & responsibility.

• Legally appointed.

• Leadership & management are key components.

• Commanders are not leaders until their position has been ratified in the hearts & minds of those they command.


Management

• Allocation & control of resources (human | materiel | financial) to achieve objectives.

• Capability to deploy a range of techniques & skills to plan, organise & execute the business of defence.


Personal Power

LEADERSHIP

Command

MANAGEMENT•Stuff

•Numbers

Authority

Positional Power

LEADERSHIP


Leadership vs Management

• ‘Leaders conquer the context…. managers surrender to it.

• The manager administrates; the leader innovates.• The manager focuses on systems and structures;

the leader focuses on people. • The manager relies on control; the leader inspires

trust. • The manager has a short-range view; the leader

has a long range perspective. • Managers do things right; leaders do the right

things.’ Warren Bennis | 1994


LEADERSHIP

Change

MANAGEMENT

MaintenanceControl

OrganisationEvaluation

MonitoringTraining

AnalysisPlanning

DecisivenessExample

Innovative challenge

Articulate vision & valuesTeam Building

Recognition & support

Personal strength & Sensitivity Empowerment

Inspiration

Leadership & Management Relationship

Systems & processes

Behaviours & styles


Larry Page President of

Products

Sergey Brin President of Technology

Dr Eric Schmidt | Chairman & CEO


“…Managers are necessary: Leaders are essential….

Leadership is of the spirit, compounded of personality &

vision……

Management is of the mind, more a matter of accurate

calculation, statistics, timetables & routine…”

Field Marshall Bill Slim (1944)

About People

About Things


Learning Leadership

• Aristotle’s Nicomachean Ethics 340BC.– Written for son Nicomachus.– How problems dealt with depends upon how they

are interpreted.• Learning of leadership:

– Not just a body of theoretical knowledge | episteme &

– Not just captured by replicable skills | techné but – Also practical wisdom | phronesis.


Leadership Development

• Leadership is a skill.

• Some people have more natural talent, but…

• Skills can be developed through practise.

• What to practise & how?– Leadership Models

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Leadership Theories



Utility of Theory

• ‘It (theory) does not necessarily require to be a direction for action …it is an analytical investigation of the subject that leads to an exact knowledge…it then becomes a guide…it lights up the road for him (sic), facilitates his progress, educates his judgement and shields him from error…each person in succession may not have to go through the same labour of clearing the ground and toiling through the subject…it should educate the mind of the future leader…or rather guide him in his self instruction but not accompany him to the field of battle’.

Carl Von Clausewitz. On War


Leadership Thinking

• Can be separated into two traditions:

• The Great Man Tradition:– Opinions of gurus, generals & former CEOs.

• The Academic Tradition:– Empirical research, largely from the US.


The Great Men


The Academics


Recommended Reading


Leadership Thinking

• Great Man Tradition:– Entertaining but unscientific.

• Academic Tradition:– Scientific but often difficult to understand or

see the immediate relevance.– Considerable differences between the

disciplines.


Evolution of management theory

Scientific Management

Mary Parker Follett

Human Relations Movement

Organisational Behaviour

1911300 BC

Administrative Management

The Classical Perspective The Behavioural Perspective The Quantitive Perspective

Management Science

Integrating Perspectives Contemporary Management Thought

Operations Management

Systems Perspective

Contingency Perspective

IntegratingFramework

Type Z Model

Excellence Business process Re-engineering

1933

F W TaylorThe Gilbreths

GanttEmerson

Henri Fayol Elton MayoMaslow

McGregorLikert

1950-60s

Leadership Theory


Evolution of Leadership theory

Motivational Theory

Mayo’s Hawthorn Studies 1933George Homans 1950Maslow’s hierarchy of Needs 1954McGregor’s X&Y Theory 1960Fredrick Herzberg 1959/66Chris Argyris1970

The Great Man Theory Trait Theory Universal Theories

Ohio State Research 1950’sMichigan State University-R Likert 1961/67Blake & Moulton ‘Managerial Grid’ 1964

The Contextual/Behavioural Factor

Hersey & Blanchard 1985

The Functional Approach

John Adair

The Situational Approach

StogdillR Tannenbaum & WH Schmidt19 58/73VH Vroom & PW Yetton 1973Hersey & Blanchard 60’s - 93

Power & Influence Theory

JRP French & BH Raven 1959BM Bass 1960A Edzoni 1961JP Kotter 1982

Participative Leadership& Decision Making Theory

G Yukl 1970/80s

Charismatic Leadership Theory

RJ House 1976/77

Transformational Theory

JM Burns 1978BM Bass 80s-90s

Contemporary Thinking

Thomas Carlyle 1850sSir Francis Galton 1869

Jenkins 1947Stogdill 1948Goldbach 1985

HomerAsokaConfuciusPlatoAristotleMachiavelli

ContingencyTheory

F Fiedler 1970s

Servant leadership theory

Robert Greenleaf

...

...


Great Man Theory


Trait Theory

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Trait TheoryTraits

• Adaptable to situations.• Alert to social environment.• Ambitious & achievement-

orientated. • Assertive. • Cooperative. • Decisive. • Dependable. • Dominant (desire to influence

others). • Energetic (high activity level). • Persistent. • Self-confident. • Tolerant of stress. • Willing to assume responsibility.

Skills• Clever (intelligent).• Conceptually skilled.• Creative. • Diplomatic and tactful. • Fluent in speaking. • Knowledgeable about group task • Organised (admin ability).• Persuasive.• Socially skilled.

Stogdill | 1974


Universal Theories

Concern for task

Co

nce

rn f

or

peo

ple

HighLow Medium

Hig

hL

owM

ed

ium

Country ClubFocus on needs of people for

satisfying relationships leads to a comfortable, friendly

atmosphere & work tempo

ImpoverishedExertion of minimum effort to

get required work done to sustain organisation.

Middle-of-the-RoadAdequate performance

possible by balancing work with maintaining moral at a

satisfactory level.

TeamCommitted people; linked through common stake in

organisation’s purpose. Trust & respect.

Authority ComplianceEfficient operations by

arranging work conditions so that human elements interfere

as little as possible.

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Adair’s Functional Approach

Task

Team Individual

Context

Areas of need


Transactional/Transformational Leadership

• Transactional leaders: BUY followers.• Transformational leaders: INSPIRE followers.


Transactional Leadership

• An exchange of inducements between leader & led for fulfilment of tasks:– Contingent Reward.– Management by Exception.– No mutuality or pursuit of a higher purpose.– Not likely to be enduring.– Realisation of goals thro’ meeting ‘wants’.– Honesty, fairness & honouring of commitments.


Transformational Leadership

• Transcends self interest for good of group | long term not short term needs | aware of what is really important:– Concerned with end values: liberty, justice, equality.– Charismatic leadership or Idealized Influence.– Inspirational Motivation.– Individualised Consideration. – Intellectual Stimulation | higher plane of arousal– Change to Maslow’s hierarchy of needs.– Most likely to emerge in times of stress & change.


Don’t mess with my Leadership!


Situational Approach

Task Behaviour

Rel

atio

nsh

ip B

ehav

iou

r High Relationship& Low Task

Low Relationship& Low Task

High Task &Low Relationship

High Task &High Relationship

(high)

(high)

(low)

Supporting Coaching

Delegating Directing

Maturity of Followers


Context/Style of Leadership

• Visionary: when a new vision is required.• Coaching: connects personal needs with

organisational goals.• Affilliative: to heal rifts in the team | people

come first.• Democratic: to build buy in | get valuable input.• Pacesetting: lead by example. • Commanding: in a crisis | to kick-start a

turnaround.


Goleman’s Leadership Styles

• Coercive• Authoritative• Affiliative• Democratic• Pace-setting• Coaching

Use the ‘style’ to meet the challenge

Crisis

Change

Heal rifts

Get buy-in

Quick results

Improve performance

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Authentic Leadership

Self Awareness Ethical Virtue

Self Regulation Ethical Actions

AuthenticLeadership

Psychological Self Philosophical Self

Thoughts & values

Actions & behaviours

http://www.keyleadership.com/Downloads/Authentic%20Leadership%20Development%20.pdf


Leadership & Followership



Toxic Leadership

“ Destructive leaders are focused on short-term mission accomplishment. They provide superiors

with impressive articulate presentations and enthusiastic responses to missions. But they are unconcerned about, or oblivious to, staff or troop

morale and/or climate. They are seen as self serving”

Anon, Staff College Discussion


Toxic Leadership

• Bright, energetic individuals with a reputation for ‘getting the job done’.

• Strategic issue: ‘not normally addressed until there is a public spectacle’

• EQ attributes:– Arrogant | self centred | ultimately

dysfunctional.– Insensitivity.– Uncontrolled ambition.


Dealing with a toxic leader


Sources of toxicity at work

• Intention: Malice.• Incompetence: Weakness.• Infidelity: Betrayal.• Insensitivity: Emotional unintelligence.• Intrusiveness: Charismatic control.• Institutional: Policies & practices.• Inevitability: Leadership | trauma |

jolts.


Political Behaviour

Baddeley & James


The Trust Equation:

Trustworthiness =

Credibility x Reliability x Intimacy Self-Orientation

Trust


Creating Trust

Engage Frame Commit

Listen Envision


Destructive Assent

Situation:• January 13 1982, a freezing-cold day.• Air Florida 90 (‘Palm 90’), due out from Washington DC at 1415 hrs.• Crew:

– Captain Larry Wheaton – SENIOR.– 1st Officer Roger Pettit – JUNIOR.

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Destructive Assent

Take-off check list commences

• Pettit: Air conditioning & pressurization?

• Wheaton: Set

• Pettit: Engine anti-ice?

• Wheaton: Off

1559 Cleared for take off & throttles open

• Pettit: ‘It’s real cold, real cold’

• Wheaton: It’s spooled. Real cold, real cold.

• Pettit: God, look at that thing. That doesn’t seem right, does it? Uh, that’s not right.

• Wheaton: Yes, there’s 80

• Pettit: Naw, I don’t think that’s right. Ah, maybe it is.

• Wheaton: 120

• Pettit: I don’t know

• Wheaton: V1. (Lift off, but nose rises too quickly) Easy. V2

1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14th Street Bridge;

6 survivors

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Destructive Assent

Take-off check list commences

• Pettit: Air conditioning & pressurization?

• Wheaton: Set

• Pettit: Engine anti-ice?

• Wheaton: Off

1559 Cleared for take off & throttles open

• Pettit: ‘It’s real cold, real cold’

• Wheaton: It’s spooled. Real cold, real cold.

• Pettit: God, look at that thing. That doesn’t seem right, does it? Uh, that’s not right.

• Wheaton: Yes, there’s 80

• Pettit: Naw, I don’t think that’s right. Ah, maybe it is.

• Wheaton: 120

• Pettit: I don’t know

• Wheaton: V1. (Lift off, but nose rises too quickly) Easy. V2

1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14th Street Bridge;

6 survivors

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Constructive Dissent

• Winston Churchill (PM).

• General Brooke (Chair of UK Chiefs of Staff)

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• Brooke on Churchill:‘…genius mixed with an astonishing lack of vision – he is quite the most difficult man to work with…’

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• Churchill on Brooke:– ‘When I hit the table & push my face towards

him, what does he do? He hits the table harder & glares back at me!’

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Emotional Intelligence (EQ)

“The capacity for recognising our own feelings and those of others, for motivating ourselves and for managing emotions well

in ourselves and in our relationships. Abilities distinct from but complementary to academic intelligence, the purely cognitive capacity measured by IQ (Intelligence).”

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EQ Competences

Personal CompetencePersonal Competence Social CompetenceSocial CompetenceSelf-AwarenessSelf-Awareness

• Emotional Self-AwarenessEmotional Self-Awareness• Accurate Self-AssessmentAccurate Self-Assessment• Self-ConfidentSelf-Confident

Social AwarenessSocial Awareness

• EmpathyEmpathy• Organisational AwarenessOrganisational Awareness• Service OrientationService Orientation

Self-ManagementSelf-Management

• Emotional self-controlEmotional self-control• TransparencyTransparency• AdaptabilityAdaptability• AchievementAchievement• InitiativeInitiative• OptimismOptimism

Relationship ManagementRelationship Management

• Developing OthersDeveloping Others• Inspirational LeadershipInspirational Leadership• InfluenceInfluence• Change CatalystChange Catalyst• Conflict ManagementConflict Management• Teamwork and CollaborationTeamwork and Collaboration


IQ

EQ CQ

Effective Contemporary Leader

Emotionally aware Culturally attuned

Political Ethical


Fitness to Lead

‘It is that intangible force which will move a whole group of men to give their last ounce to achieve something without counting the cost to themselves; that makes

them feel they are part of something greater than themselves’

Field Marshal Slim

Emotionally | Intellectually | Ethically Physically | Professionally


4-6. Leadership Paradigms

SLP(E) Course

4-6. leadership paradigms

Documents

charismatic leadership

needs of people

required work

task concern

work conditions

teamcommitted people

balancing work

team people