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The Way of Life According to Lao-tzu Trang Hoai Thu Thao, MA, MPRIA.

A leader is best when people barely know that he exists

Not so good when people obey and acclaim him,

Worst when they despise him. Fail to honor people, They fail to honor you. But of a good leader, who talks little, When his work is done, his aim fulfilled, They will all say We did this ourselves.

Leadership

Leaders are persons who are able to influence others and who posses managerial authority.

Management is about coping with complexity, Leadership is about coping with change.

Leadership is more than the personal characteristics: it includes setting a strategy, developing influential relationships with followers, designing organizations, and managing change within the organization and with followers to achieve desired outcomes.

Leadership Assumes the Existence of Power

Power is the ability to influence others Sources of Power

Legitimate power Coercive power Reward power Expert power Referent power

While leadership assumes power, it is different than exercising power. Power is influencing others to do what you want them to do, but leadership involves ability, willingness to be in the leadership role, and influence that creates VOLUNTARY response.

Transformational and Transactional Leadership

Transformational leaders transform a vision into reality and motivate people to transcend their personal interests for the good of the group. Charisma contributes to this.

Transactional leaders manage through business transactions in which leaders use their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.

Six Keys to Effective Leadership Rudolph Giuliani

You must know what you believe You must be an optimist You must have courage You must practice relentless preparation You must have a great team You must communicate effectively

Jack Welchs Six Rules

Control your destiny, or someone else will. Face reality as it is, not as it was or as you

wish it were. Be candid with everyone. Dont manage, lead. Change before you have to. If you dont have a competitive advantage,

dont compete.

Kotters Successful Leaders Understand follower motivation and use sources of

power appropriately (e.g. not using coercion when legitimate power is sufficient)

Recognize and manage the costs, risks, and benefits of the five sources of power; and the measure and exercise of each appropriately

Appreciate that knowledge and skill in using all five sources of power is desirable and sometimes necessary.

Do not use power unethically or to otherwise cause harm.

Understand and accept the use of power as critical to influence and leadership.

Leadership Summary Leaders must first establish legitimacy of their authority by

appearing competent and trustworthy. Leaders must coach, guide, and support their followers in a

way that allows the followers to contribute to group goal attainment while satisfying their own needs and goals.

To do this leaders must understand the abilities, values and personalities of their subordinates.

Leaders must use the skills and abilities possessed by themselves and their followers to accomplish the groups mission. The first step is creating a sense of confidence and personal

empowerment that encourages each group member to release his/her best effort.

The second step is focusing the resources on the task environment in a way that provides the best fit between group process and environmental demand.

Leadership

Leadership is more than the personal characteristics: it includes setting a strategy, developing influential relationships with followers, designing organizations, and managing change within the organization and with followers to achieve desired outcomes.

Leaders are persons who are able to influence others and who posses managerial authority.

Management is about coping with complexity, Leadership is about coping with change.

Leaders versus Managers Leader

Soul Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Independent

Managers Mind Rational Consulting Persistent Problem-solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing

Roles of a leader

Traditional Approaches to Understanding Leadership

Trait Theories of Leadership Focuses on individual leaders and attempts to

determine the personal characteristics that great leaders share and differentiate leaders from non-leaders.

Behavioral Theories of Leadership Attempts to identify behaviors that differentiate

effective leaders from ineffective leaders

Contingency Theories of Leadership Proposes that effective leadership styles/behavior

vary from situation to situation.

Traits That Differentiate Leaders from Non-leaders

Big 5: Extroversion, conscientiousness, openness to new experiences

Drive and ambition Desire to lead and influence others Honesty and integrity

Telling the truth Keeping promises Fairness Respect for the individual

Self-confidence Intelligence: But emotional intelligence is more critical

Gender and Leadership Traits

Female traits More democratic Encourage participation Share power and

information Attempt to enhance

followers self-worth Lead through inclusion Rely on charisma,

expertise, contacts, and interpersonal skills to influence others

Male traits More likely to use

directive command and control style

Rely on formal authority of their position for base of authority

Emotional Intelligence and Leadership

Self-awareness:The ability to understand ones moods, emotions, drives, and how they affect others.

Self-regulation:The ability to think before acting and to control disruptive impulses or moods.

Motivation:The ability to work for more than money or status, and to work with perseverance and high energy.

Empathy:The ability to understand emotions of others and deals with them according to their emotional states.

Social Skill: The ability to manage relationships, build interpersonal networks, and establish social rapport.

Emotional Intelligence & Leadership Competencies

Personal Competence: These capabilities determine how we manage ourselves Self-awareness

Emotional Self Awareness: Reading ones own emotions and recognizing their impact; using gut sense to guide decisions

Accurate self-assessment: Knowing ones strengths and limits

Self-confidence: A sound sense of ones self-worth and capabilities


Personal Competence Self-management

Emotional self-control: Keeping disruptive emotions and impulses under control

Transparency: Displaying honesty and integrity; trustworthiness

Adaptability: Flexibility in adapting to changing situations or overcoming obstacles

Achievement: The drive to improve performance to meet inner standards of excellence

Initiative: Readiness to act and seize opportunities Optimism: Seeing the upside in events


Social Competence:These capabilities determine how we manage relationships Social Awareness

Empathy: Sensing others emotions, understanding their perspective, and taking active interest in their concerns

Organizational awareness: Reading the currents, decision networks, and politics at the organization level

Service: Recognizing and meeting follower, client, or customer needs


Social Competence Relationship Management

Inspirational leadership: Guiding and motivating with a compelling vision

Influence: Wielding a range of tactics for persuasion] Developing others: Bolstering others abilities through

feedback and guidance Change catalyst: Initiating, managing, and leading in a

new direction Conflict management: Resolving disagreements Teamwork and collaboration: Cooperation and team

building

Leadership Behaviors Michigan Studies of Leadership Behavior

Employee oriented: Emphasizes interpersonal relations; personal interest in the needs of employees, accepts individual differences.

Production oriented: Emphasizes technical or task aspects of a job, is concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals.

Ohio State Studies of Leadership Behavior Initiating structure: Extent to which leader defines and

structures his/her role and roles of employees to attain goals. Consideration : Extent to which a leader has job relationships

characterized by mutual trust, respect of employees ideas, and regard for their feelings.

Leadership (Managerial) Grid Two dimensional view of leadership style: concern for people

versus concern for production.

Fiedlers Contingency Theory Effective groups depend on 1) a proper match

between a leaders style of interacting with subordinates and 2) the degree to which the situation gives control and influence to the leader. Leader-member relations Task structure Position power

Task style is better in high and low control situations, and relationship style better in situations with moderate control.

Assumes that individuals have a fixed leadership style.

Path-Goal Leadership Model

The effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the Paths, or behavior, that will help them achieve those Goals and providing them with support.

This assumes the Leader Behaviors are influenced by Employee Characteristics and Environmental Factors in determining the most Effective Leadership.

Revised Path-Goal Theory Leader Behaviors Employee Characteristics Leadership

Effectiveness Path-goal clarifying Locus of control Employee Achievement oriented Task Ability motivation Work facilitation Need for achievement Employee Supportive Experience satisfaction Interaction facilitation Need for clarity Employee Group-oriented performance decision making Leader Representation and Environmental Factors acceptance networking Task structure Work-unit Value based Work group performance dynamics

Hershey & Blanchards Situational Leadership Model

Leader Participation Model

A sequential set of rules that the leader should follow in determining the form and amount of participation in his/her decision making based on the situation at hand.

Possible leadership styles Autocratic I Autocratic II Consultative I Consultative II Group II

Transformational and Transactional Leadership

Transactional leaders manage through transactions in which leaders focus on clarifying employees roles and task requirements and use their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.

Transformational leaders transform a vision into reality and motivate people to transcend their personal interests for the good of the group. Inspirational Motivation: Charisma Idealized Influence: Inspiration Individualized Consideration: Personalized attention Intellectual Stimulation

Other Theories of Leadership

Attribution Theory of Leadership: Leadership is merely an attribution that people make about other individuals.

Charismatic Leadership: An extension of Attribution Theory: followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

Visionary Leadership: The ability to create and articulate a realistic, credible, attractive vision of the future for an organization that grows out of and improves upon the present.


The Leader-Member Exchange Model In-group vs. out-group exchange: Based on a

partnership characterized by mutual trust, respect, and liking or not

Shared leadership Simultaneous, ongoing, mutual influence

process in which people share responsibility for leading.

Servant leadership Focuses on increased service to others rather than to

oneself


Servant leadership: Focuses on increased service to others rather than to oneself Focus on Listening Ability to Empathize with others feelings Focus on Healing suffering Self-Awareness of strengths and weaknesses Use of Persuasion rather than positional authority Broad-based Conceptual thinking Ability to Foresee future outcomes Believe they are Stewards of employees & resources Commitment to the growth of people Drive to Build community within and outside the org.

Level 5 Leadership Level 1: Highly capable individual

Makes productive contributions through talent, knowledge, skills and good work habits

Level 2: Contributing team member Contributes individual capabilities ot the achievement of group

objectives and works effectively with others in a group setting. Level 3: Competent manager

Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

Level 4: Effective leader Catalyzes commitment to and vigorous pursuit of a clear and

compelling vision, stimulating higher performance standards. Level 5: Executive

Builds enduring greatness through a paradoxical blend of personality and professional will.

Portrait of a New Leader: Seven Key Lessons

Leaders dont wait They dont wait for permission to start new

endeavors, they act with a sense of urgency. Character counts

People admire and willingly follow those who are honest, forward looking, inspiring, competent, and who stand for something and have the courage of their convictions.

Leaders have their heads in the clouds and their feet on the ground They posses a sense of direction and vision.

Portraits (con.) Shared values make a difference.

The vision and values must be consistent with the aspirations of the followers.

You cant do it alone Extraordinary achievement occurs only with the

active involvement of many people. The legacy you leave is the life you lead.

Walk the talk. Leaders do what they say they will do. Leadership is everyones business

Leadership: not a title; a set of skills and abilities

Mentoring A mentor is a senior person who supports and/

or sponsors a less-experienced person. It may be formal or informal The people may be in the same division or

company, but the mentor could also be in another organization

Mentoring Roles/Functions Career functions:

Those that primarily enhance career advancement Sponsorship Exposure and Visibility Coaching Protection Challenging

assignments

Psychosocial functions: Those that primarily enhance a sense of competence, clarity of identity, and effectiveness in the managerial role Role modeling Acceptance and

confirmation Counseling Friendship

Effective Leaders need Effective Followers

Developing and maintaining effective relationships with bosses involves four basic steps. First, one needs to get as much detailed information as is practicable about each bosss goals, strengths, weaknesses, and preferred working style-and about the pressures on him. Second, one also needs to make an honest self-appraisal--about ones needs, objectives, strengths, weaknesses, and personal style. Third, armed with this information, one then needs to create a relationship that fits both parties key needs and styles, and that is characterized by mutual expectations. And finally, maintaining the relationship then demands that one keep the boss informed, behave dependably and honestly, and use that bosss time and other resources selectively.

From Power and Influence by John P. Kotter

Effective Followers Manage themselves well; are able to think for themselves;

can work independently and without close supervision Are committed to a purpose outside themselves: a cause,

a product, work team, organization, an idea etc. Most like working with colleagues who are similarly inclined.

Build competence and focus their efforts for maximum impact; master skills useful to their organization, and hold higher work standards than the job or work group requires.

Are courageous, honest, and credible. They establish themselves as independent, critical thinkers whose knowledge and judgment can be trusted, and they hold high ethical standards, give credit where credit is due, and own up to their mistakes.

Effective Followers (con.)

Are courageous, honest, and credible. They establish themselves as independent, critical thinkers whose knowledge and judgment can be trusted, and they hold high ethical standards, give credit where credit is due, and own up to their mistakes.

Following: Some Tips Learn about your boss

What is his/her environment? What does he or she expect in the way of staff

support? What support is actually received? What is your managers next career step? How well does your managers boss like him or her? What are your bosss preferred styles of

communicating? Oral or written reports? Frequent or infrequent? Concise or detailed? By phone or face to face? Is e-mail acceptable?

More Tips: Learning About Your Boss

Listen: Listen to what your boss says, how it is said, and what reasoning is offered.

Read: Read your bosss memos and reports. How does your boss write to his or her boss? Peers? Staff? Watch: Watch your boss in meetings and working with others. With whom does you boss spend time? Why?

Ask: Ask people who have worked for/with your boss how they perceived your boss as a manager.

Managing Your Relationship With Your Boss

Understand your boss and her context, including Goals and objectives Pressures Strengths, weakness, blind spots Preferred work style

Assess yourself and your needs Strengths and weaknesses Personal style Predisposition toward dependence on authority

figures

Managing Your Relationship(con.)

Develop and Maintain A Relationship that Fits both your needs and styles Is characterized by mutual expectations Keeps your boss informed Is based on dependability and honesty Selectively uses your bosss time and

resources

Gabarro and Kotter, Managing Your Boss, HBR Jan/Feb 1980

Purpose of Leadership in the 21st Century Adapted from Leadership in the 21st Century by Allen,

Bordas, Hickman, Matusak. Sorenson, Whitmire To create a supportive environment where people can

thrive and grow and live in peace with one another. Develop structures and processes to support

collective leadership Foster human growth and development Facilitate learning

Leadership in the 21st Century (Con.)

To promote harmony with nature and thereby provide sustainability for future generations. Enhance the quality of life and preservation of

nature To create community of reciprocal care and shared

responsibility-one where every person matters and each persons welfare and dignity is the concern of all. Create caring communities of leaders and

participants Demonstrate courage Model integrity and authenticity

Leader Responsibilities During the Change Transition

Focusing the Organization Need to keep the organization members focused on

the desired transition. Use vision, communications, set goals and objectives,

hold people accountable; they also walked the talk

Developing Capabilities Strategic change is multi-faceted

Involving simultaneous change to many aspects of the organization system, including market and financial approaches, technology, etc.

Put into place organizational designs, to facilitate change Make sure people understand how the change pieces fit

Leader Responsibilities During the Change Transition

Defining the New Employment Relationship Expectations of the organization for employees and

what employees can expect of the organization Remember reasons why people resist change

Leading Learning Leaders both model and participate in the learning

and build the context for learning in the org.

Coaching the Leader The leader has to know how learning happens and

the dynamics that need to be encouraged The role of Change Consultants

Confronting Reality Larry Bossidy and Ram Charan

Six Habits of Highly Unrealistic Leaders Filtered information Selective hearing Wishful thinking Fear Emotional overinvestment Unrealistic expectations of capital markets

Indispensable Leadership Qualities Business Acumen or Business Savvy The need to know: Refusal to take anything for granted, and

insatiable curiosity about whats new and different

Leadership

Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time leading yourself your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers. If you dont understand that you work for your mislabeled subordinates, then you know nothing of leadership. You know only tyranny.

Dee Hock, Founder and CEO Emeritus

Visa International

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