irp800 slide - leadership-1
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LeadershipWhat is leadership? Common to most definitions
of leadership is the ability to influence others.
Leadership can be described as the way a person
guides, shows the way or holds a group together.
Leadership Definition
There is no commonly agreed definition for
leadership, but a suggested one is: the capacity to
establish direction, to influence and align otherstowards a common aim to motivate and commit
others to action, and to encourage them to feel
responsible for their performance.
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Features of a leaderCharacteristics of transactional and transformational leader
Transactional leaderContingent reward contractsexchange of rewards for efforts,promises rewards for goodperformance, recognisesaccomplishments.
Management by exception (active) watches and searches fordeviation from rules and standards,takes corrective action.
Management by exception(passive) Intervenes only ifstandards are not met.
Laissez-faire abdicatesresponsibility, avoid makingdecisions.
Transformational leaderCharisma provides vision and
sense of mission, instills pride,
gains respect and trust
Inspiration communicates high
expectations, uses symbols tofocus efforts, expresses important
purposes in simple ways.
Intellectual stimulationpromotes
intelligence, rationality andcareful problem solving.
Individualised consideration- gives
personal attention, treats each
employee individually, coaches
and advises.
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Competencies of transformational leaders
Management of attention
One of the competencies most apparent in transformationalleaders is their ability to draw others to them, not because they
have a vision, a dream, a set of intentions, an agenda, or a
frame of reference, but because they communicate an extra
ordinary focus of commitment which attracts people on them.Management meaning
To make dream apparent to others, and to align people with
them, leaders must communicate their vision .
Communication and alignment work together.Transformational leaders make ideas tangible and real to
others, so they can support them. No matter how marvelous
the vision, an effective leader must use metaphors, words, or
models, to make that vision clear to others.
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Management of trust
Trust is essential to all organisations. The main determinants
of trust are reliability and consistency. People prefer to follow
individuals they can count on, even when they disagree withtheir view point, rather than people they agree with but who
shift positions frequently.
Management of self
The fourth transformational leadership competency is
management of self: knowing ones skills, and deploring them
effectively. Management of self is critical; without it, leaders
and managers can do more harm than good. Like incompetentdoctors, incompetent managers can make life worse, make
people sicker and less vital
(Source: bases on Bennis, 1998)
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Leadership is ..
the process of directing and influencing the
task-related activities of group members.
Leadership involves other people and an
unequal distribution of power between
leaders and group members, and it is the
ability to use different forms of power to
influence followers behaviour I a numbers
of ways.
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Action Centred Leadership
Taskthe need toaccomplishsomething
Teamthe need todevelop relationshipswithin the group
Individualtheneeds whichindividuals bring withthem to the group
Task
Team
Individual
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The Management Task
The management task of organisationrelates to the level of authority over an
organisations activities, which determinesthe degrees of efficiency and inefficiency.
Structure or form thus provide for the
achievement of organisational objectives
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Management Roles
Managers are usually classified by:
the range of organisational activities
for which they are responsible (so-called functional and general
managers); and
their level in organisation (so-calledfirst-line, middle and top managers).
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Leadership Styles
The leadership styles are:
Autocratic leadership
Bureaucratic leadership
Democratic or Participative leadership
People-oriented or Relations-oriented leadership
Servant leadership
Task-oriented leadershipTransactional leadership
Transformational leadership
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Autocratic leadershipIt is an extreme form of transactional leadership,
where leaders has absolute power over his or heremployees or team. Employees and team member
have little opportunity for making suggestions, even if
these would be in the team or organisations interest.Most people tend to resent being treated like this.
Because of this, it usually leads to high levels of
absenteeism and staff turnover. For some routine andunskilled jobs, the style can remain effective where the
advantages of control outweigh the disadvantages.
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Bureaucratic leadership
Bureaucratic leaders work by the book,
ensuring that their staff follow procedures
exactly. This is a very appropriate style for workinvolving serious safety risks (such as working
with machinery, with toxic substances or at
heights) or where large sums of money areinvolved (such as cash handling)
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Charismatic LeadershipA charismatic leadership style can appear similar to a
transformational leadership style, in that the leader
inject huge doses of enthusiasm into his or her team,
and is very energetic in driving other forward.
However, a charismatic leader tends to believe more inhim-or-herself than in their team. This can create a risk
project, or even an entire organisation, might collapse
if the leader were to leave: In the eyes of their
followers, success is tied up with the presence of the
charismatic leader. As such, charismatic leadership
carries great responsibility, and needs long-term
commitment from the leader.
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Democratic or Participate Leadership
Although a democratic leader will make the final decision, he
or she invites other members of the team to contribute to thedecision-making process. This not only increases job
satisfaction by involving employees or team members in
whats going on, but it also helps to develop peoples skills.
Employees and team members feel in control of their owndestiny, such as the promotion they desire, and so are
motivated to work hard by more than just a financial reward.
As participation takes time, this approach can lead to thingshappening more slowly, but often the end result is better. The
approach can be most suitable where team working is
essential, and quality is more important than speed to market
or productivity.
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Laissez-faire Leadership
This French phrase means leave itbe and is used to
describe a leader who leaves his or her colleagues to
get on with their work. It can be effective if the leader
monitors what is being achieved and communicates
this back to his or her team regularly. Most often,laissez-faire leadership works for teams in which
individuals are very experienced and skilled self-
starters. Unfortunately, it can also refer to situationswhere managers are not exerting sufficient control.
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People-Oriented or Relations-
Oriented Leadership
The style of leadership is the opposite of task-oriented
leadership: the leader is totally focused on organising,
supporting and developing the people in the leaders
team. A participate style, it tends to lead to goodteamwork and creative collaboration.
In practice, most leaders use both task-oriented andpeople-oriented style of leadership.
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Servant Leadership
This term, coined by Robert Greenleaf in the 1970,
describes a leader who is often not formally
recognised as such. When someone, at any level
within an organisation, leads simply by virtue of
meeting the needs of his or her team, he or she isdescribe as a servantleader
In many ways, servant leadership is a form of
democratic leadership, as the whole team tends to beinvolved in decision-making.
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Supporters of the servant leadership model suggest it
is an important way ahead in a world where values areincreasingly important, in which servant leaders
achieve power on the basis of their values and ideals.
Others believe that in competitive leadership
situations, people practicing servant leadership will
often find themselves left behind by leaders using
other leadership styles.
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Task-Oriented LeadershipA highly task-oriented leader focuses only on getting
the job done, and can be quite autocratic. He or shewill actively define the work and the roles required,put structures in place, plan, organise and monitor.However, as task-oriented leaders spare little thought
for the well-being of their teams, this approach cansuffer many of the flaws of autocratic leadership, withdifficulties in motivating and retaining staff. Task-oriented leaders can use the Blake-MoutonManagerial Grid to help them identify specific areasfor development that will help them involve peoplemore.
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Transactional Leadership
This style of leadership starts with the idea that teammembers agree to obey their leaders totally when they
take on a job: the transaction is (usually) that the
organisation pays the team member in return for theireffort and compliance. You have a right to punish
the team members if their workdoesnt meet the pre-
determined standard.
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Team members can do little to improve their jobsatisfaction under transactional leadership. The leadercould give team members some control of their
income/reward by using incentives that encourageeven higher standards or greater productivity.Alternatively a transactional leader could practice
management by exception, where, rather thanrewarding better work, he or she would take correctiveaction if the required standards were not met.
Transactional leadership is really just a way of
managing rather a true leadership style as the focus ison short-term tasks. It has serious limitations forknowledge-based or creative work, but remains acommon style in many organisations.
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Transformational Leadership
A person with this leadership style is a true leader whoinspires his or her team constantly with a shared
vision of the future. Transformational leaders are
highly visible, and spend a lot of time communicating.They dont necessarily lead from the front, as they
tend to delegate responsibility amongst their team.
While enthusiasm is often infectious, they generally
need to be supported by detailspeople.
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In many organisations, both transactional and
transformational leadership are needed. The
transactional leaders (or managers) ensure that routinework is done reliably, while the transformational
leaders look after initiative that add value.
The transformational leadership style is the dominant
leadership style taught in the How to Lead: Discover
the Leader Within You leadership program, although
we do recommend that other styles are brought as the
situation demands:
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Using The Right StyleSituational Leadership
While the Transformational Leadership approach is
often highly effective, there is no one right way tolead or manage that suits all situations. To choose the
most effective approach for you must consider:
The skill levels and experience of your team
The work involved (routine or new and creative)
The organisational environment (stable or
radically changing, conservative or adventurous)
You own preferred or natural style.
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A good leader will find him- or herself switching
instinctively between styles according to the people
and work they are dealing with. This is often referred
to as situational leadership. For example, the
manager of a small factory trains new machine
operatives using bureaucratic style to ensureoperatives know the procedures that achieve the right
standards of product quality and workplace safety.
The same manager may adopt a more participativestyle of leadership when working on production line
improvement with his or her team of supervisors.
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Action-Centred Leadership(John Adair)
This simple and practical model is figuratively basedon three overlapping circles. These represent the task,
the team and the individual. The model seems to
endure well, probably because it is the fundamentalmodel for describing what leaders have to do, the
actions must take whatever their working
environment, in order to be effective:
1. Achieve the task
2. Build and maintain the team
3. Develop the individual
Task team and individual: Adairs concept asserts that
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Task, team and individual: Adairs concept asserts thatthe three needs of task, team and individual are the
watchwords of leadership, as people expect their leaders to
help them achieve the common task, build the synergy ofteamwork, and respond to individuals needs.
The task needs work groups or organisations to come into
effect because one person alone cannot accomplish it.
The team needs constant promotion and retention or groupcohesiveness to ensure that it functions efficiently. The
team function on the united we stand, divided we fall
principle.
The individuals needs are the physical ones (salary) and
the psychological ones of recognition; sense of purpose
and achievement; status; and the need to give and receive
from others in a work environment.
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For Adair, the task, team and individual needs
overlap as follows:
Achieving the task builds the team and satisfiesthe individual
If the team needs are not metif the team lacks
cohesiveness then performance of the task is
impaired and individual satisfaction is reduced.
If individual needs are not met the team will
lack cohesiveness and performance of the task
will be impaired.
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Adairs view is that leadership exists at three
different levels
Team leadership of teams of 5 to 20 people Operational leadership, where a number of team
leaders report to one leader.
Strategic leadership of a whole business ororganisation, with overall accountability for all
levels of leadership.
At whatever level leadership is being exercised,Adairs model takes the view that task, team and
individual needs must be constantly considered.
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The strengths of the concept are that it is timeless
and is independent of situation or organisational
culture. A further strength of the concept is that itcan help a leader to identify where he or she may be
losing touch with the real needs of the group or
situation.
L d hi F ti
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Leadership Functions
In order to fulfil the three aspect of leadership (task,
team and individual) and achieve success, Adairbelieves that there are eight functions that must be
performed and developed by the leader.
1. Defining the task: Individuals and team need to have thetask distilled into a clear objective that is SMART
(Specific, Measurable, Achievable, Realistic and Time
Constrained.
2. Planning: Planning requires a search for alternatives andthis is best done with others in an open-minded, positive
and creative way. Contingencies should be planned for
and plans should be tested.
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3. Briefing: Team briefing is viewed as a basic leadership
function that is essential in order to create the right
atmosphere, promote teamwork, and motivate each
individual
4. Controlling: Adair wrote in The skill of Leadership that
excellent leaders get maximum results with the minimum
of resources. To achieve this leaders need self[control,
good control systems in place and effective delegation and
monitoring skills.
5. Evaluating: Leaders need to be good at assessing
consequences, evaluating team performance, appraisingand training individuals, and judging people.
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6. Motivating: Adair distinguishes six principles of
motivating others in his book Effective Motivation: be
motivated yourself; select people who are highly
motivated; set realistic and challenging targets; rememberthat progress motivates; provide fair rewards; and give
recognition.
7. Organising: Good leaders have to be able to organise
themselves, their team and the organisation (including
structures and processes). Leading change requires a clear
purpose and effective organisation to achieve results.
8. Setting an example: Leaders need to set an example bothto individuals and to the team as a whole. Since a bad
example is noticed more than a good one, setting a good
example is something that must be worked at constantly.
M ti ti P l
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Motivating PeopleIn many ways, Adairs ideas in the area of motivating
people are in line with those of the classicmotivational theorists, such as Maslow, McGregor
and Herzberg.
The 50:50 Rule:just as the Pareto principle (or 80:20
rule) is the ratio of the vital few and the trivial many,
the Adair 50:50 rule (from his book Effective
Motivation) states: 50% of motivation comes from
within a person, and 50% from his or her
environment, especially from the leadership
encountered therein.
Adairs view is that people are motivated by a
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Adair s view is that people are motivated by a
complex and varied number of different factors. So,
for example, the carrot and stick approach is not
dismissed by Adair, but is seen, rather, as one of thestimulus-response approaches that can be one factor
among many other in motivating or influencing
peoples actions. For Adair, an individuals strengthof motivation is affected by the expectations of
outcomes from certain actions, but it is also
strengthened by other factors such as the individualspreferred outcome (as demonstrated by Victor Vroom
in the 1960s); conditions in the working environment;
and the individuals own perceptions and fears.
Adairs Eight Rules of Motivating People
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Adair s Eight Rules of Motivating PeopleAdair proposes that understanding what motivates
individuals to act is fundamental to engaging their
interest and focusing their efforts. The will that leads toaction is governed by motives, and motives are inner
needs or desires that ca be conscious, semi-conscious or
unconscious. In The John Adair Handbook ofManagement and Leadership the point is made that
motives can also be mixed, with several clustered
around a primary motive.
Adair emphasises the importance of a motivating
environment and a motivated individual. The third,
crucial factor is the role of the leader who must, he
believes, be completely self-motivated.
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In Effective Motivation, eight basic rules are
outlined to guide leaders in motivating people to act:
1. Be motivated yourself.2. Select people who are highly motivated.
3. Treat each person as an individual.
4. Set realistic and challenging targets.
5. Remember that progress motivates.
6. Create a motivating environment.
7. Provide fair rewards.
8. Give recognition.
D l i l f i
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Developing a personal sense of timeAdairs view of time management accords closely with
Peter Drukers, in that he argues for the prior need tomanage time in order to manage anything else. Adair was
one of the first management thinkers to emphasise the
critical importance of time management and its central role
in focusing action and helping leaders to achieve goals. ForAdair, time management is not simply about being
organised or efficient, or completing certain tasks: it is about
managing time with a focus on achievement. Time
management should be goal-driven and results-oriented.
Success in time management should be measured by
the quantity of productive work achieved, and the quality of
both the work and thepersons private life.
Ten principles of time management given in How to
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Ten principles of time management given in How to
Manage Your Time are:1. Develop a personal sense of time
2. Identify long-term goal
3. Make medium-time plans
4. Plan the day
5. Make the best use of your best time
6. Organise office work
7. Manage meeting effectively
8. Delegate effectively
9. Make use of committed time10. Manage your health.
Of these ten principles, developing a personal sense of time, and
increasing personal effectiveness, are central to Adair, again
highlighting his emphasis on individual characteristics.
In perspective
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In perspective
It is perhaps unsurprising that there has been something of a
backlash against Adairs thinking, given the pace and scale of
changes in the work environment during the last twenty
years. Adairs ideas were very new when they first appeared,
and for many people their main value lay in the successful
challenge they offered to the then-dominant Great Mantheories. These theories, because they insisted that leaders
were born and not made, completely undermined the
possibility of training or developing people in leadership
skills. Since Adairs views have been successfullyestablished, however, he has become more of a target, with
critics claiming that his approach (Developed in the 1960s)
has now itself become outdated.
O j i i i f A i C d L d hi i h i
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One major criticism of Action-Centered Leadership is that it
takes little account of the flat structures that are now generally
advocated as the best organisational form. Action-Centered
Leadership is also criticised for being too authoritarian,applicable in a rigid, formal, military-type environment, but less
relevant to the modern workplace, where the leadership emphasis
is on leading change, empowering, enabling, managing
knowledge and fostering innovation.Other criticism leveled at Adairs approach in recent years
include the view that his approaches are too simple, are not
academically rigorous and lack real substance in that he is merely
stating the obvious, common sense view. For many others,however, it is exactly this practical simplicity and clarity about
what a leader should do that is so valuable and timeless. For
this reason many organisations and business schools worldwide
i hi h Ad i h d l i l d hi