LEADERSHIP

DEFINITION OF LEADERSHIP

Leadership is a behavioral process through which one person influences the behaviors of others toward the accomplishment of shared goals.

Leadership involves the creation of a vision that empowers others to translate this vision into reality.

Empowerment occurs when a leader effectively communicates with and inspires ordinary people to accomplish extraordinary results.

LEADERSHIP THEORIES

Trait — only a few possess the superior characteristics of leaders

Cognitive (20th century Great Man) —leaders influence behaviors of others, such as with humility and fierce resolve

Power or influence — includes power-sharing and empowerment of followers

Situational — circumstances or environmental factors determine who will emerge as a leader

LEADERSHIP THEORIES

Integrative — transformational and values-based

Visionary — mobilizes others to achieve shared aspirations

Strategic — envision, direct, align, motivate, inspire, and energize followers

Servant — listens, empathizes, persuades, and builds community

Shared Values

Structure

Strategy

Skills

Staff

Style

Systems

Peters, T.J., & Waterman, R.H., Jr. (1982). In Search of Excellence-Lessons from America's Best-Run Companies. New York: Harper & Row.

McKinsey 7-S Framework-structure; strategy; staff (people); management style; systems and procedures; guiding concepts; shared values (pp. 9-10)

KEYS TO LEADERSHIP Leadership — “The skill of

influencing people to work enthusiastically toward goals identified as being for the common good.” (p. 28)

Authority — “The skill of getting people to willingly do your will because of your personal influence” (p. 30) “Authority is about who you are as a person, your character, and the influence you’ve built with people.” (p. 31)

Service and Sacrifice — giving to and doing for others selflessly (Hunter,

1998)

CHARACTERISTICS OF LEADERS

Leaders have integrity. Leaders live according to a moral purpose. Leaders build relationships with people. Leaders are effective communicators. Leaders are visionary and creative. Leaders establish, maintain, and model high

standards of performance. Leaders show an unwavering resolve and calm

determination. Leaders are energetic.

LEADERSHIP MODEL FOR THE FUTURE

VALUES

PEOPLE TEAMWORK

A CULTURE OF DISCIPLINE

(Collins, 2001, p. 127)

Disciplined

Thought

Disciplined

People

Disciplined

Action

Build-up

Breakth

roug

h

+ +

CORE VALUES

Identify what you believe in — you understand your core values by looking inside (Who you are)

Reflect on and describe to yourself what these values mean to you

Decide how you will incorporate these core values into all aspects of your daily life

CORE VALUES

Integrity — quality of a person's character that fulfills one’s moral obligation to self and others

Respect — holding others in high regard and treating them the way you wish to be treated

Mutual trust — confidence and belief in the honesty and reliability of others

Responsibility — being morally accountable for your actions

VALUES AND GREATNESS

“Good is the enemy of great,” according to Jim Collins in his book, Good to Great.

The leader who makes a good organization great is guided by values.

The really great organizations place people and values first.

LEADERSHIP AND CHARACTER DEVELOPMENT

Leaders who are respected and successful will serve as role models of character and be examples that people will choose to emulate.

Leaders provide learning opportunities that include ethical choices and emphasize the importance of character.

FOCUS ON PEOPLE-CENTERED VALUES

Place a high importance on values and aligning values, strategies, and people

Tap into the energy of people by connecting through their values

Unlock the human potential of people Increase the chance of success

will lead to extraordinary results

PEOPLE ARE MOST IMPORTANT

Successful leaders emphasize building and nurturing personal relationships — connections with people will lead to results

Leaders prioritize hiring and retaining good people

Most people seek challenges and desire to be successful but want to be empowered to do the job themselves.

ASSEMBLING THE RIGHT TEAM

First, get the right people on the bus (and the wrong people off the bus) before you figure out where to drive the bus.

Second, apply sheer rigor in making decisions about people.

You need members on your team who argue and debate in pursuit of the best answers, yet who unify fully behind a decision once made.

THE RIGHT PEOPLE

Recruitment Define

expectations Hire for fit Coach Counsel Guide

Nurturing and Supervision

Identify expectations Develop a plan Provide any needed

retraining and resources

Evaluate versus expectations

Release, if performance is unacceptable

TEAMWORK

Teams — groups organized to work together to accomplish goals or tasks that cannot be achieved as effectively by individuals

FACILITATING TEAMWORK Commitment to mutual

trust and respect Dedication to the

achievement of shared goals

Interdependences flourish Effective in

communications Mistakes provide learning

opportunities Realization of the positive

impact of each team member’s contributions as synergies develop

CULTURE OR CLIMATE

“Culture emphasizes the unspoken assumptions (values; beliefs; myths; traditions; norms) that underlie an organization, whereas climate focuses on the more accessible perceptions of the organization, especially how they arouse motivation and, thus, impact performance.” (Stringer, 2002, p. 14)

QUALITIES OF A DREAM TEAM

Team members care for one another. Team members know what is important. Team members communication with one another. Team members grow together. There is a team fit. Team members place their individual rights

beneath the best interest of the team. Team members each play a special role. An effective team has a good bench. Team members know exactly where the team

stands. Team members are willing to pay the price.

(Maxwell, 1995)

CHANGING PARADIGM IN LEADERSHIP

Leaders should Behave in ethical ways based on valuesEnhance the personal growth of peopleFacilitate teamwork for greater success

LEADERSHIP MODEL FOR THE FUTURE

VALUES

PEOPLE TEAMWORK

FOUR FRAMES OF ORGANIZATIONS

Structural — the leader as analyst or architect

Human resource — the leader as catalyst or servant

Political — the leader as advocate or negotiator

Symbolic — the leader as prophet or inspiration

STRUCTURAL FRAME

The structural frame describes the importance of navigating the organizational maze in order to make progress toward organizational goals while gaining a better understanding of the importance of building teams.

Effective structural leaders focus on implementation.

STRUCTURAL FRAME

Learn to navigate the organizational maze—“learning the ropes”

Build a partnership with those to whom you report

Gain a broader understanding of institutional policies, procedures, job expectations, and day-to-day details

Establish priorities and plan for short- and long-term growth of the organization

HUMAN RESOURCE FRAME

The human resource frame stresses the importance of developing strong interpersonal relationships and facilitating positive group dynamics.

Leadership may be more about relationships than it is about ideas or vision, e.g., people are the most important resource.

HUMAN RESOURCE FRAME

Hire the right people, then Empower people with authority and responsibility Facilitate their collaboration and teamwork Reward them

Communicate effectively Facilitate positive relationships Treat others equitably and with respect Demonstrate strong negotiation and

conflict resolution skills

POLITICAL FRAME

The political frame deals with managing power, conflict, and coalitions and learning how to address various political agendas.

Special interest groups and individual perspectives permeate organizations, so interactions must be thoughtfully considered and handled carefully.

POLITICAL FRAME

Understand and manage power very carefully Realize that organizational dynamics evolve

from coalitions of various individuals and interest groups with their enduring differences

Build relationships with key external constituencies

Recognize and handle astutely all controversies and politically-charged issues

SYMBOLIC FRAME

The symbolic frame emphasizes the organizational culture and how appearances and representations shape perceptions.

Leaders interpret and reinterpret experiences.

Perceptions are almost always more real than reality.

SYMBOLIC FRAME

Understand that the multiple meanings of events to the people involved overshadow any stated purpose

Affirm and celebrate the symbolism of rituals, ceremonies, and special events

Develop and feature special occasions and symbols so they become highly regarded by constituents

Celebrate everyone’s achievements

SEVEN HABITS OF HIGHLY

EFFECTIVE PEOPLE 7. Sharpen the saw6. Synergize 5. Seek first to understand, then to be

understood4. Think win/win3. Put first things first2. Begin with the end in mind1. Be proactive

(Covey, 1990, p. 53)

Private Victory

Public Victory

Renewal

TWO DIMENSIONS OF LEADERSHIP

Tasks(getting the job done)

Relationships(with people)

Low

High

High

Encouraging (use when followers are able and unwilling)

Coaching (use when followers are unable and willing)

Delegating (use when followers are able and willing)

Structuring(use when followers are unable and unwilling)

SIX STYLES OF LEADERSHIP

Coercive — demands immediate compliance Authoritative — mobilizes people toward a vision

and may serve as a catalyst for change Affiliative — creates emotional bonds, builds

relationships, and nurtures harmony Democratic — builds consensus through

participation, collaboration, team leadership, and effective communication

Pacesetting — sets high standards for performance and expects excellence and self-direction

Coaching — develops people to improve performance and develop long-term strengths

SIX STYLES OF LEADERSHIP

Is each leadership style effective? If so, in what types of situations? Which is the most effective leadership

style, and why? Which is the least effective leadership

style, and why?