basics of leadership

BASICS OF LEADERSHIPEric K. Kaufman & Richard J.

Rateau February 2011

“I strive to emerge as a leader, knowing that I've been given the tools and experience to make a difference.”

- Vanessa Finney, LEAD Maryland Class III Fellow

WHO WE ARE…Eric K. Kaufman

Assistant Professor & Extension Specialist @ VT

Coordinator of VT’s Graduate Certificate in Collaborative Community Leadership

Former H.S. AgriScience Teacher

Richard J. Rateau

Doctoral Candidate @ VT

Former Director with Perdue Farms & FFM

Graduate of Center for Creative Leadership’s Leadership Development Program

ADDRESSING THE BASICS…

What is leadership?

What’s the difference between leadership and management?

What makes an effective leader?

What is at the core of leadership?

How do I focus and develop?

Answering Common Questions: Finding Yourself as a Leader

LEADERSHIP CRISIS IN AMERICA?

CRITICAL PERSPECTIVE ON LEADERSHIP

WHAT IS LEADERSHIP?

HOW DO YOU DEFINE LEADERSHIP? Defining Leadership

through Personalized Plates Use template to create a

personalized license plate that identifies a characteristic of leadership.

Your plate may have a combination of up to seven letters, numbers, and/or special characters.

Creativity is encouraged.

LEADERSHIP LESSONS FROM DANCING GUY

HOW DO YOU DEFINE LEADERSHIP? Defining Leadership

through Personalized Plates Use template to create a

personalized license plate that identifies a characteristic of leadership.

Your plate may have a combination of up to seven letters, numbers, and/or special characters.

Creativity is encouraged.

WHAT IS LEADERSHIP?

“Leadership is the answer to

everything.”- Jim Collins, recovering leadership atheist and author of Good to Great (2001)

“Leadership appears to be the art of getting

others to want to do something you are convinced should

be done.”- Vance Packard, social critic and author of The Pyramid Climbers (1962)

Atheist Perspective Optimist Perspective

LEADERSHIP DEFINED “Leadership is the art of mobilizing

others to want to struggle for shared aspirations.” James Kouzes & Barry Posner, leadership

researchers and authors of The Leadership Challenge

“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.”

Peter Northouse, professor of communication and author of Leadership: Theory and Practice

WHAT’S THE DIFFERENCE BETWEEN LEADERSHIP AND

MANAGEMENT?

LEADERSHIP VS. MANAGEMENT

Management emerged at the turn of the 20th century with the rise of the industrialization to:

1. Reduce chaos in organizations2. Make them run more effectively and efficiently 3. The primary function was to plan, organize, staff and

control. (Northouse, 2010)

“Managers are people who do things right and leaders are people who do the right thing.”

(Bennis and Nanus, 1985, p. 221)

LEADERSHIP VS. MANAGEMENT“Leadership produces change and movement”

while“Management produces order and

consistency”(Northouse, 2010, p. 10)

“Leadership is the art of accomplishing more than the science of management

says is possible.”- Colin Powell

UNDERCOVER BOSS

UNDERCOVER BOSS In what ways are the

McCann brothers engaged in management?

In what ways are they engaged in leadership?

How do you know?

DIFFERENCE BETWEEN QUILTS & PUZZLES (HOPKINS, 2010)

The puzzle is managerial whereby it represents boxed-in thinking; working towards solutions that are pre-defined by a set of rules or parameters.

Quilts, on the other hand, are entrepreneurial, creative expressions of leadership; open-ended thinking not limited by a picture of what the solution should look like.

WHAT MAKES AN EFFECTIVE LEADER?

LEADERSHIP STORIES

QUALITIES OF A LEADER

Great ManTheories

Early 1900s

•Research focused on individual characteristics that universally differentiated leaders from nonleaders

Traits Interacting With Situational

Demands on Leaders

1930-50s

• Landmark Stogdill (1948) study - analyzed and synthesized 124 trait studies - Leadership reconceptualized as a relationship between people in a social situation

• Mann (1959) reviewed 1,400 findings of personality and leadership in small groups - Less emphasis on situations - Suggested personality traits could be used to discriminate leaders from nonleaders

Revival of Critical Role of Traits in LeaderEffectiveness

• Stogdill (1974) - Analyzed 163 new studies with 1948 study findings - Validated original study - 10 characteristics positively identified with leadership

• Lord, DeVader, & Alliger (1986) meta-analysis - Personality traits can be used to differentiate leaders/nonleaders

• Kirkpatrick & Locke (1991) - 6 traits make up the “Right Stuff” for leaders

HISTORICAL SHIFTS IN TRAIT LEADERSHIP1970’s - Early 90s

Innate Qualities

Situations

Personality / Behaviors

Today

• Intelligence• Self-Confidence• Determination• Integrity• Sociability

5 MajorLeadership

Traits

500 YEARS OF LEADERSHIP THEORY (GARRICK, 2006)

Challenging the ProcessInspiring a Shared VisionEnabling Others to ActModeling the WayEncouraging the Heart

EXEMPLARY LEADERSHIP PRACTICES (KOUZES & POSNER, 2007)

QUALITIES FOR CONFIDENCE (ROSENTHAL ET AL., 2009)

Trust Competence Working for the

Greater Good Shared Values Results Being in Touch with

People’s Needs and Concerns

MULTI-LEVEL VIEW OF LEADERSHIP DEVELOPMENT

(AVOLIO, 2005)Life

Experiences

Talents & Capacitie

s

Self Aware

Self-Regulate

Self-Develop

Triggers

Culture

Vision

How am I Supported?

What am I Experiencing?

How do I develop and behave?

Where do I come from?

Who am I? What am I

becoming?

WHERE CAN WE PRACTICE & APPLY LEADERSHIP?

Business Community Family Professional Organizations

UNDERSTANDING DIFFERENT STYLES OF

LEADERSHIP

LEADERSHIP STYLES FOR ANY SITUATION

Autocratic Bureaucratic Democratic

Laissez-Faire

Coercive Transactional Transformational

Time Remaining:

Prepare a hieroglyphic that represents your assigned style

STOP!

LEADERSHIP STYLES FOR ANY SITUATION

Autocratic Bureaucratic Democratic

Laissez-Faire

Coercive Transactional Transformational

SITUATIONAL LEADERSHIP

Which leadership style(s) do you prefer? As a leader? As a follower?

When is each style appropriate? What is the advantage/disadvantage of a

situational approach?

FINDING YOURSELF AS A LEADER

WHAT IS THE CORE OF LEADERSHIP?

Core Personality

Strengths & Weaknesses

Building Trust

Coaching

Decision Making

Delegation

Facilitation

Teamwork

Leading Change

CommunicationCreativity

Listening

Negotiating

Political Skill

Providing Direction

Solving Problems

Visioning

CORE PERSONALITY Accumulation of enduring physical and

mental attributes Result from the interaction of heredity and

environmental factors

“All too often, leaders are blind to the obvious when it comes to something of critical importance to them – their own personality.”

- Rath & Conchie, 2008, p. 11

VALUES Values are the social principles, goals, or standards

held or accepted by an individual class, society, etc. - Webster’s Dictionary

Values are a broad tendency to prefer certain states of affairs over others.

- Geert Hofstede “Culture’s Consequences” The principles we seek to live in accordance with.

Essential and enduring beliefs and principles not to be compromised for short-term gain or expediency.

- Collins and Porras “Built to Last”

“VALUES RUMMY” Activity in groups Select 3 most important personal values Begin by each drawing three cards Draw & discard a card at each turn

May draw from top of deck or discard pile Proceed for 10 minutes

Time Remaining:

Values Rummy•Select 3 most important personal values•Begin by each drawing three cards•Draw & discard a card at each turn

•May draw from top of deck or discard pile

STOP!

“VALUES RUMMY” Was it difficult to choose what values to

keep? What made it difficult? Were you surprised at some of the values

that others “discarded”? Why? Did you find all of the values you wanted, or

did you discover that someone else was holding a card you were looking for?

“VALUES RUMMY”Were you surprised by any of the

“values” included in the deck?Which values were participants most

likely to hold onto? Which values were quickly discarded? Why?

Does the Values Rummy activity bear any similarities to the way values are selected or identified in real life? How? In what ways is the activity different from real life?

WHAT IS THE CORE OF LEADERSHIP?

Core Personality

Strengths & Weaknesses

Building Trust

Coaching

Decision Making

Delegation

Facilitation

Teamwork

Leading Change

CommunicationCreativity

Listening

Negotiating

Political Skill

Providing Direction

Solving Problems

Visioning

CORE PERSONALITY Accumulation of enduring physical and

mental attributes Result from the interaction of heredity and

environmental factors

“All too often, leaders are blind to the obvious when it comes to something of critical importance to them – their own personality.”

- Rath & Conchie, 2008, p. 11

MULTI-LEVEL VIEW OF LEADERSHIP DEVELOPMENT

(AVOLIO, 2005)Life

Experiences

Talents & Capacitie

s

Self Aware

Self-Regulate

Self-Develop

Triggers

Culture

Vision

How am I Supported?

What am I Experiencing?

Where do I come from?

Who am I?

PERSONAL SWOT ANALYSISStrengths•What do you do well?•What do others see as your strengths?

Weaknesses•What could you improve?•What are others likely to see as weaknesses?

Opportunities•What trends could you take advantage of?•How can you turn your strengths into opportunities?

Threats•What trends could harm you?•What threats do your weaknesses expose you to?

KEY FINDINGS FROM 50 YEARS OF GALLUP RESEARCH (RATH & CONCHIE, 2008, PAGES 2-3)

The most effective leaders:1. Are always investing in strengths2. Surround themselves with the right people

and then maximize their team3. Understand their followers needs

MULTI-LEVEL VIEW OF LEADERSHIP DEVELOPMENT

(AVOLIO, 2005)Life

Experiences

Talents & Capacitie

s

Self Aware

Self-Regulate

Self-Develop

Triggers

Culture

Vision

How am I Supported?

What am I Experiencing?

How do I develop and behave?

Where do I come from?

Who am I? What am I

becoming?

HOW DO I DEVELOP?

Identify Priorities

Craft Mission/Vision

Outline Goals

Execute

FIVE WAYS TO STUDY LEADERSHIP(JACKSON & PARRY, 2008)

Attempt to leadObserve leadership in actionTalk about leadershipRead about leadershipWrite about leadership

CAVEATS ON STUDYING LEADERSHIP “Anyone who has attempted to lead

will understand that the act of leadership is considerably more challenging than talking, reading, writing or seeing leadership all put together. There’s no doubt that one can learn the most about leadership from actually trying to lead.” (Jackson & Parry, 2008, p. 5)

“The distinctive feature of leadership is that it would appear the more we learn about leadership, the more we realize we have to and want to learn.” (Jackson & Parry, 2008, p. 9)

IMPLICATIONS FOR YOU AND OTHERS?

THANK YOU!

Eric Kaufman EKaufman@VT.Edu

Richard Rateau RRateau@VT.Edu