LeadershipLeadership: :

What Does It Mean What Does It Mean ANDAND

How Do You Get It?How Do You Get It?

Leadership:Leadership: Session FocusSession Focus What does leadership really mean? What does leadership really mean?

Do higher education business officers need to be Do higher education business officers need to be leaders, or is this the domain of elected officials leaders, or is this the domain of elected officials and chief executives? and chief executives?

How can we officers exercise leadership within the How can we officers exercise leadership within the finance or business office? finance or business office?

What is the difference between managing and What is the difference between managing and leading? leading?

How do you develop leadership skills in yourself How do you develop leadership skills in yourself and others?and others?

Session PanelistsSession PanelistsDr. Doug IhrkeyDr. Doug Ihrkey

Associate Professor of Political ScienceAssociate Professor of Political Science University of Wisconsin - MilwaukeeUniversity of Wisconsin - Milwaukee

Mr. Larry C. GatesMr. Larry C. GatesVice Chancellor Vice Chancellor

Division of Administration & Finance Division of Administration & Finance University of Missouri – Kansas City University of Missouri – Kansas City

Leadership Development in Public Institutions?

Douglas M. Ihrke

University of Wisconsin-Milwaukee

Douglas M. Ihrke Associate Professor of Political Science

University of Wisconsin - Milwaukee

Serves as the Director of the Master of Public Administration (MPA) program.

Teaching and research interest are in the areas of public and nonprofit management, organizational leadership and change, urban politics and public policy.

Published in prestigious journals as Publius, the Journal of Urban Affairs, Public Productivity and Management Review, Public Personnel Administration, and Nonprofit Management and Leadership.

Consults regularly with public and nonprofit sector organization and specializes in change management and training and development.

Overview

Defining Leadership and Leadership Development Measuring Leadership Effectiveness Overview of Major Research Approaches Leadership and Organization Culture Leadership Credibility OD Approach to Leadership Development – Self-Other

Perceptions

Defining Leadership

Leadership is influence processes affecting the interpretation of events for followers, the choice of objectives for the group or organization, the organization of work activities to accomplish the objectives, the motivation of followers to achieve the objectives, the maintenance of cooperative relationships and teamwork, and the enlistment of support and cooperation from people outside the group or organization (Yukl, 1994, p. 5).

Most definitions of leadership, like the one above, reflect the assumption that leadership involves a social influence process whereby intentional influence is exerted by one person over other people to guide, structure, and facilitate activities and relationships in a group or organization.

Influence is often viewed as the essence of leadership

Leadership Development

Can we develop leaders in public organizations?

Yes, but not with out a lot of work and commitment!

Development takes time

OD Approach – action research

Leadership Effectiveness Common Measures

Unit and/or Individual Performance Attitudes of followers toward leader Leader contribution to quality of group process

Direct and Indirect Effects Direct – immediate impact on what is done, how it is

done, or how efficiently it is done Indirect – refer to leader decisions and actions that

are mediated by intervening variables in the causal chain. Slower to be felt, but often more durable.

Overview of Major Research Approaches

Most leadership research can be classified into one of the following four approaches:

1. Trait Approach

2. Behavior Approach

3. Power-Influence Approach

4. Situational Approach

Trait Approach

One of earliest approaches to study of leadership.

Emphasizes the personal attributes of leaders.

Underlying assumption that some people are natural leaders who are endowed with certain traits not possessed by other people.

Exercise

Behavior Approach

Paying attention to what managers actually do. Two subcategories:

Nature of managerial work (Mintzberg)

Comparing effective and ineffective leaders

Power-Influence Approach

Attempts to understand leadership by examining influence processes between leaders and followers.

Power is viewed as important not only for influencing subordinates, but also for influencing peers, superiors and people outside the organization

How is power acquired and lost by various individuals.

Situational Approach

Emphasizes the importance of contextual factors such as the nature of the work performed by the leader’s unit, the nature of the external environment, and characteristics of followers.

Attempts to identify the aspects of the situation that “moderate” the relationship of leader behaviors and leadership effectiveness

Theories describing this relationship are sometimes called “contingency theories.”

Transactional vs. Transformational Leadership

Transactional Leadership – exchange between leader and follower

Transformational Leadership – transform the organization in fundamental ways

Leadership and Organization Culture

Nature of organization culture Schein (1992) defines culture as the basic

assumptions and beliefs shared by members of a group or organization.

Fundamental measure of leadership effectiveness is cultural change

Embedding and reinforcing aspects of culture

5 primary mechanisms:1. Attention – communicate through planning2. Reactions to crises – increases potential for

learning about values and assumptions3. Role modeling 4. Allocation of rewards 5. Criteria for selection and dismissal – influence

culture by recruiting people who have particular values and skills and promoting them to positions of authority

Embedding and reinforcing aspects of culture

5 secondary mechanisms:1. Design of organization structure

2. Design of systems and procedures

3. Design of facilities

4. Stories, legends, and myths

5. Formal statements

Leadership Credibility

Like a bank account. You make deposits and withdrawals via actions.

Credibility enables leaders to get followers to do extraordinary things in organizations.

Can’t bring about change unless perceived as credible.

Developing Credibility: 5 Broad Practices and 10 Commitments

1. Challenge the Process1. Search for opportunities

2. Experiment and take risks

2. Inspire a Shared Vision1. Envision the Future

2. Enlist Others

3. Enable Others to Act1. Foster Collaboration

2. Strengthen Others

4. Model the Way4. Set the Example

5. Plan Small wins

5. Encourage the Heart4. Recognize Individual

Contributions

5. Celebrate Accomplishments

Leadership Development: Self-Other Perceptions

Self-ratings are inflated, unreliable, invalid, biased, inaccurate, and generally suspect when compared to ratings of others (e.g., superiors, subordinates, co-workers/peers, customers/clients) or more “objective” criteria.

Self-rating is determined by a number of personality, cognitive and biographical factors.

Significant other’s perception is based on interactions with, and observations of, the focal individual by the relevant other.

A comparison process results in which self-other agreement is assessed. That is a determination is made to the degree to which the self-rating is in agreement with the other-rating – a definition of accuracy that is common in the literature.

Self-Other Ratings – The Comparison Process

Model asserts that comparison process results in three categories

Accurate estimators are those focal individuals whose self-ratings are in agreement with the ratings of the relevant others.

Over-estimators are those focal individuals whose self-ratings are significantly inflated above the ratings of the relevant others

Under-estimators are those focal individuals whose self-ratings are significantly deflated below the ratings of the relevant others.

Individual and Organizational Outcomes of Self-Other Process

Accurate Estimates – positive individual and organizational outcomes

Over-estimators – tend to produce diminished org. outcomes – for example, poor supervision-subordinate relationships

Under-estimators – affect some organizational outcomes favorably – for example, interest in self-development/training, and others less favorably – for example, promotions are not pursued.

Leadership Development: Self-Other Perceptions in Wisconsin Communities

Self – City Manager

Communicates = 4.0 Plans Future = 3.6 Trust CEO = 3.4 Follows Thru = 3.90 Rewards = 3.8 Experiments = 4.0 Eff. W/ Council = 3.9

Other – Dept. Heads Communicates = 3.3 Plans Future = 3.0 Trust CEO = 2.8 Follows Thru = 3.2 Rewards = 3.0 Experiments = 3.3 Eff. W/ Council = 3.3

Leadership Development: Self-Other Perceptions in Wisconsin Communities

Overall, department heads (relevant others) do not view managers/mayors (focal individuals) as positively as they themselves do.

All differences are statistically significant

Same pattern holds for council member views on managers/mayors

Another OD Option: Influence Tactics

Work of Gary Yukl (SUNY-Albany), Chuck Siefert (Siena College) and Doug

Skill development in influencing people

To be effective – necessary to influence people to: Carry out requests Support proposals Implement decisions

Overview of Influence Tactics

Influence Process – The effect of one party (the “agent”) on another (the “target”)

Direction of Influence Attempts – not unidirectional – leaders influence followers but followers also influence leaders

Examples of Influence Tactics – 15 in Total

Rational Persuasion – agent uses logical arguments and factual evidence to show that a request or proposal is feasible and relevant.

Consultation – agent asks the target person to suggest improvements or help plan a proposed activity or change for which the target person’s support is desired.

Inspirational Appeal – agent appeals to the target’s values and ideals or seeks to arouse the target person’s emotions to gain commitment to the request.

Pressure – agent uses demands, threats, frequent checking, or persistent reminders to influence the target to do something.

Collaboration – agent offers to provide assistance or necessary resources if the target will carry out a request or approve a proposed change.

Outcomes of Influence Tactics

Commitment – target internally agrees with a decision or request from the agent and makes great effort to carry out decision or request.

Compliance – target is willing to do what the agent asks but is apathetic rather than enthusiastic and will make a minimal effort.

Resistance – target is opposed to the proposal or request and actively tries to avoid carrying it out.

Use of Influence Tactics in Leadership Development

Provide 3 dimensional picture for agent

Provide feedback to agent on others’ perceptions of their use by the agent

Provide training for agents in using different influence tactics

Leadership Development in Public Institutions? - Conclusions

Leadership – getting people to do what you want them to do (Dahl)

Leaders can be developed through training - introspection

Long-term change does not occur without cultural change – transformational change

Analysis of self-other perceptions is one way of developing leaders I guess cameras do work?

Training in the use of influence tactics is one way of developing leaders

Followers will not buy-in to what leaders are trying to do unless they perceive them as credible.

Have some fun and try this at work!

Team Team LeadershipLeadership

Larry C. GatesVice Chancellor for Administration &

Finance

University of Missouri – Kansas City

Larry GatesLarry GatesVice Chancellor for Administration & FinanceVice Chancellor for Administration & Finance

University of Missouri – Kansas CityUniversity of Missouri – Kansas City

22 years at Missouri State University in administrative roles and as 22 years at Missouri State University in administrative roles and as tenured faculty member in the School of Business. tenured faculty member in the School of Business.

12 years at the University of Missouri System Office as Associate Vice 12 years at the University of Missouri System Office as Associate Vice President responsible for coordinating the system level strategic President responsible for coordinating the system level strategic planning, budget planning and development, institutional research and planning, budget planning and development, institutional research and planning and coordinated the system audit internal auditing.planning and coordinated the system audit internal auditing.

Joined University of Missouri – Kansas City in 2001 as Vice Chancellor Joined University of Missouri – Kansas City in 2001 as Vice Chancellor for Administrative and Finance with senior leadership responsibility for Administrative and Finance with senior leadership responsibility for all financial and business related functions.for all financial and business related functions.

Bachelor’s and Master’s degrees in Business Administration. Bachelor’s and Master’s degrees in Business Administration.

Significantly involved in leading a number of quality improvement Significantly involved in leading a number of quality improvement initiatives in higher education environments. Focused during the past initiatives in higher education environments. Focused during the past 5 years on creating a culture of leadership excellence integrating both 5 years on creating a culture of leadership excellence integrating both individual and team leadership development.individual and team leadership development.

Team Team LeadershipLeadership

Larry C. GatesVice Chancellor for Administration &

Finance

University of Missouri – Kansas City

The Next Stage in The Next Stage in Leadership EvolutionLeadership Evolution

Premise:Premise: 21 21stst century organizations are century organizations are ripe for a new model of leadership – ripe for a new model of leadership – how it is viewed, practiced, and how it is viewed, practiced, and developeddeveloped

Organizational DriversOrganizational Drivers– Teams as the primary work unitTeams as the primary work unit– Boundaryless organizations and horizontal Boundaryless organizations and horizontal

coordinationcoordination– Workforce diversityWorkforce diversity– Focus on customer responsivenessFocus on customer responsiveness– Advent of “learning organizations”Advent of “learning organizations”

The Next Stage in The Next Stage in Leadership EvolutionLeadership Evolution

Emerging Characteristic of New Model Emerging Characteristic of New Model for Leadershipfor Leadership

– Reciprocal Relationship of People Working Reciprocal Relationship of People Working TogetherTogether

Initiated by interaction of people rather than by an Initiated by interaction of people rather than by an individualindividual

– Shared Meaning MakingShared Meaning Making Joint interpretation of experiencesJoint interpretation of experiences Synthesis of all partial observationSynthesis of all partial observation

– Social or group processSocial or group process Spawned from the diverse collective wisdom of Spawned from the diverse collective wisdom of

individuals working togetherindividuals working together

Team Leadership vs. Team Leadership vs. Leader-led TeamLeader-led Team

Premise:Premise: Team leadership is distinct from a Team leadership is distinct from a leader-led team. Team leadership is based leader-led team. Team leadership is based on the concept of “team”, while the leader-on the concept of “team”, while the leader-led team is based on “teamwork.” led team is based on “teamwork.”

Basic Principles ofBasic Principles of “Team Leadership”“Team Leadership”– Jointly create a meaningful purposeJointly create a meaningful purpose– Shared leadershipShared leadership– Mutual accountabilityMutual accountability– Collective work productsCollective work products– Performance goals set and assessed collectivelyPerformance goals set and assessed collectively– Work approach shaped and enforced by Work approach shaped and enforced by

membersmembers

Team Leadership vs. Team Leadership vs. Leader-led TeamLeader-led Team

Basic Principles of a Basic Principles of a “Leader-led” “Leader-led” TeamTeam– Purpose directed by organizational missionPurpose directed by organizational mission– Strong clearly focused leaderStrong clearly focused leader– Individual accountabilityIndividual accountability– Individual work productsIndividual work products– Performance goals set and assessed by Performance goals set and assessed by

leaderleader– Work approach directed by leaderWork approach directed by leader

Deploying Deploying “ “ Team Team Leadership’’ or “Leader-led Leadership’’ or “Leader-led

TeamTeam”” Premise:Premise: The use of The use of “team leadership”“team leadership” versus versus

“leader-led team”“leader-led team” is determined by is determined by the the performance challenge to be performance challenge to be addressed.addressed.

““Team Leadership”Team Leadership” is best suited when: is best suited when: – – Focus is on strategic not operational resultsFocus is on strategic not operational results –– Real-time collaboration is requiredReal-time collaboration is required –– Integration of multiple skills and perspective is necessaryIntegration of multiple skills and perspective is necessary –– Time frame for producing results is long-termTime frame for producing results is long-term – – Performance affects entire organization’s Performance affects entire organization’s successsuccess – – Cross-organizational participation is neededCross-organizational participation is needed

Deploying “Team Deploying “Team Leadership or “Leader-led Leadership or “Leader-led

Team”Team” ““Leader-led team”Leader-led team” is best suited is best suited

when:when:

–– Performance challenge is operational in naturePerformance challenge is operational in nature

– – Work can be delivered through the sum of Work can be delivered through the sum of individual contributionsindividual contributions

– – Performance results require short time framePerformance results require short time frame

–– Performance narrowly affects organization’sPerformance narrowly affects organization’ssuccesssuccess

–– Cross organizational participation is not Cross organizational participation is not requiredrequired

Team LeadershipTeam Leadership

Premise:Premise: High performing organizations High performing organizations in the future will achieve in the future will achieve

success success through team through team leadership more than leadership more than through through individual leadershipindividual leadership

AttributesAttributes– Mutual trustMutual trust– Constructive conflictConstructive conflict– Shared commitmentShared commitment– Joint accountabilityJoint accountability– Focus on resultsFocus on results

Team LeadershipTeam Leadership

PracticesPractices– Challenging the ProcessChallenging the Process

Willingness to take riskWillingness to take risk Exploring new alternativesExploring new alternatives Learning from mistakesLearning from mistakes Support team members in these effortsSupport team members in these efforts

– Inspiring Shared VisionInspiring Shared Vision Common understanding of purposeCommon understanding of purpose Aligning team efforts with organization’s Aligning team efforts with organization’s

goalsgoals Using values to guide actionUsing values to guide action

Team LeadershipTeam Leadership

– Enabling Others to ActEnabling Others to Act Playing active role in setting goals and Playing active role in setting goals and

planning projectsplanning projects Setting cooperative objectivesSetting cooperative objectives Sharing information and keeping each other Sharing information and keeping each other

informedinformed Demonstrating mutual respect for one Demonstrating mutual respect for one

anotheranother

– Modeling the WayModeling the Way Translating shared values into actionTranslating shared values into action Mutual accountabilityMutual accountability Influencing by exampleInfluencing by example Creating small “wins”Creating small “wins”

Team LeadershipTeam Leadership

– Encouraging the Heart Emotionally connected to the teamEmotionally connected to the team Timely feedbackTimely feedback Pride in team accomplishmentsPride in team accomplishments Celebrating togetherCelebrating together

ContributionsContributions– Legacy of leadership excellence - qualityLegacy of leadership excellence - quality– Legacy of future leaders - continuityLegacy of future leaders - continuity– Legacy of organizational growth - sustainabilityLegacy of organizational growth - sustainability

Implication for Leadership Implication for Leadership DevelopmentDevelopment

Premise:Premise: A new model of leadership A new model of leadership requires a requires a new way of thinking new way of thinking about leadership about leadership developmentdevelopment

Develop capacity to engage in Develop capacity to engage in context of interdependencecontext of interdependence– Focusing on collective ability of people to Focusing on collective ability of people to

interrelateinterrelate

– – Taking responsibility individually and with Taking responsibility individually and with othersothers

Implication for Leadership Implication for Leadership DevelopmentDevelopment

Develop People in ContextDevelop People in Context– Interactions with people influence who you Interactions with people influence who you

areare– Leadership arises in the joint actions of Leadership arises in the joint actions of

individualsindividuals– Leadership is about taking part, not taking Leadership is about taking part, not taking

chargecharge– Understand the nature of interrelating, its Understand the nature of interrelating, its

forms, and effectivenessforms, and effectiveness– Quality leadership is dependent upon the Quality leadership is dependent upon the

vitality of interrelatingvitality of interrelating

Implication for Leadership Implication for Leadership DevelopmentDevelopment

Develop Leadership Capacity of TeamsDevelop Leadership Capacity of Teams– Improve the quality of interrelating among people Improve the quality of interrelating among people

engaged in interdependent workengaged in interdependent work– Strengthen collective contributions as the sum Strengthen collective contributions as the sum

total of total of

all interaction of peopleall interaction of people– Enhance ability to resolve conflict constructivelyEnhance ability to resolve conflict constructively– Expand capability to engage in quantum thinkingExpand capability to engage in quantum thinking

Team Development and Team Development and Individual Leadership Individual Leadership

DevelopmentDevelopmentPremise:Premise: Organizational development Organizational development

practice and practice and individual development individual development practice will merge practice will merge to support a new to support a new concept of leadership.concept of leadership.

Current ModelCurrent Model– Separate model and curriculum for leadership Separate model and curriculum for leadership

development versus team building or development versus team building or organizational developmentorganizational development

– Viewed from different focus – individual vs. Viewed from different focus – individual vs. group dynamicsgroup dynamics

Team Development and Individual Team Development and Individual Leadership DevelopmentLeadership Development

Future ModelFuture Model– Integration of team and organizational Integration of team and organizational

development with leadership development with leadership developmentdevelopment

– Blending of two separate Blending of two separate organizational structures and culturesorganizational structures and cultures

LeadershipLeadership: :

What Does It Mean What Does It Mean & How Do You Get It?& How Do You Get It?

Open Discussion and Open Discussion and QuestionsQuestions