Module 1 Leadership Theories and Practices

8/3/2019 Module 1 Leadership Theories and Practices

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Leadership: ObjectivesLeadership: Objectives Explore and understand the leadershipExplore and understand the leadership

theories and how we can apply them in ourtheories and how we can apply them in our

rolesroles

DescribeDescribe the characteristics of thethe characteristics of the

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, ,, ,and visionary leader.and visionary leader.

Understand the differencesUnderstand the differences betweenbetween

different types of leaders and leadership.different types of leaders and leadership.


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Leaders and LeadershipLeaders and Leadership

Are leaders born?Are leaders born?

We often hear of a person being a naturalWe often hear of a person being a naturalborn leader. Is there such a thing?born leader. Is there such a thing?

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Do small children demonstrate leadershipDo small children demonstrate leadershipskills in their play and interactions?skills in their play and interactions?

If so, how did they acquire this skill?If so, how did they acquire this skill?


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LeadershipLeadership

Can people learn how to be a leader?Can people learn how to be a leader?

If so, what skills are learned?If so, what skills are learned?(Remember learning means a change(Remember learning means a change

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in behavior has occurred)in behavior has occurred)

What might be the measurements?What might be the measurements?


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Leadership DefinedLeadership Defined

Leadership is the ability to influenceLeadership is the ability to influenceothers.others.

Leadership is active.Leadership is active.

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Leadership is the catalyst thatLeadership is the catalyst thattransforms potential into reality yieldingtransforms potential into reality yielding

positive results.positive results.RodneyRodney VandeveerVandeveer


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Leadership DefinitionLeadership Definition

Is the process used by ordinary

people to bring forth the best in

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extraordinary things happen.

Transformational Leadership


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LeadershipLeadership

GoodGood leadersleaders dontdont askask moremore thanthan their their

constituentsconstituents cancan give,give, butbut theythey oftenoften askaskandand

getgetmoremore thanthan theirtheir constituentsconstituents intendedintended toto givegiveoror thoughtthought itit waswas possiblepossible toto

givegive..

Chapter 9 7

John W. Gardner,John W. Gardner,

ExcellenceExcellence, 1984, 1984


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Left Right

MANAGEMENT

Mobilise

Task

Control

LEADERSHIP

Mobilise thewant!

Relationships

Brain OrientationBrain Orientation

Leadership complements management; it

doesnt replace it....

Management controls people by pushing themin the right direction; leadership motivates them

by satisfying basic human needs

LogicReward

Protocol

Status Quo

Short termSolution

Inspire

Motivate

Empower

Feelings

People

Needs


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The Four Levels of EffectiveThe Four Levels of EffectiveLeadershipLeadership

GDI Development (Pty)Ltd


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LeadershipLeadership TheoriesTheories

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LeadershipLeadership Trait TheoryTrait Theory

Trait theory focuses on an individuals personalTrait theory focuses on an individuals personal

attributes.attributes. Six identified leadershipSix identified leadership traitstraits

Ambition and EnergyAmbition and Energy

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Desire to LeadDesire to Lead

Honesty and IntegrityHonesty and Integrity

SelfSelf--confidenceconfidence

IntelligenceIntelligence

JobJob--Relevant KnowledgeRelevant Knowledge


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LeadershipLeadership Trait TheoryTrait Theory

JustJust becausebecause youyou havehave thesethese traits,traits, itit

doesdoes notnot makemake youyou aa leader leader..

LeadershipLeadership isis activeactive andand oneone hashas toto dodo

Chapter 9 12

somethingsomething (influence(influence others)others) withwith itit..


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The fundamental underpinning of the situational

leadership theory is there is no single "best" style of

leadership. Effective leadership is task-relevant and that

the most successful leaders are those that adapt their

leadership style to the maturity ("the capacity to set high

Situational LeadershipSituational Leadership

but attainable goals, willingness and ability to takeresponsibility for the task, and relevant education and/or

experience of an individual or a group for the task) of the

individual or group they are attempting to lead/influence.

That effective leadership varies, not only with the personor group that is being influenced, but it will also dependon the task, job or function that needs to be accomplished


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Leadership styles are categorised into four behavior types, which they are S1 to

S4:

SS11:: TellingTelling -- isis characterizedcharacterized byby oneone--wayway communicationcommunication inin whichwhich

thethe leaderleader definesdefines thethe rolesroles ofof thethe individualindividual oror groupgroup andand providesprovidesthethe what,what, how,how, why,why, when,when, andand wherewhere toto dodo thethe tasktask

SS22:: SellingSelling -- whilewhile thethe leaderleader isis stillstill providingproviding thethe direction,direction, hehe or orsheshe isis nownow usingusing twotwo--wayway communicationcommunication andand providingproviding thethe sociosocio--


emotionalemotional supportsupport thatthat willwill allowallow thethe individualindividual oror groupgroup beingbeinginfluencedinfluenced toto buybuy intointo thethe processprocess..

SS33:: ParticipatingParticipating -- thisthis isis nownow sharedshared decisiondecision makingmaking aboutaboutaspectsaspects ofof howhow thethe tasktask isis accomplishedaccomplished andand thethe leaderleader isis providingprovidinglessless tasktask behaviorsbehaviors whilewhile maintainingmaintaining highhigh relationshiprelationship behaviorbehavior..

SS44:: DelegatingDelegating -- thethe leaderleader isis stillstill involvedinvolved inin decisionsdecisions;; however,however,thethe processprocess andand responsibilityresponsibility hashas beenbeen passedpassed toto thethe individualindividual ororgroupgroup.. TheThe leaderleader staysstays involvedinvolved toto monitormonitor progressprogress..


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Directive/Telling Style (S1)Directive/Telling Style (S1)

Coaching/Selling Style (S2)Coaching/Selling Style (S2)

Participating/Supporting (S3)Participating/Supporting (S3)

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Delegating (S4)Delegating (S4)


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Supportive BehaviorSupportive Behavior AsksAsks for suggestions or input on task accomplishmentfor suggestions or input on task accomplishment

Facilitates follower problemFacilitates follower problem--solving in task accomplishmentsolving in task accomplishment

Listens to the problems of the follower (job or nonListens to the problems of the follower (job or non--job related)job related)

Encourages or reassures a follower that he/she can do theEncourages or reassures a follower that he/she can do the tasktask

Communicates information about the total organizations operationCommunicates information about the total organizations operation

Discloses information about self (job or nonDiscloses information about self (job or non--job related)job related)

Praises the follower for task accomplishmentPraises the follower for task accomplishment

Engages in more twoEngages in more two--way communicationway communication

Listens and provides support and encouragementListens and provides support and encouragement Involves the other person in decision makingInvolves the other person in decision making

Encourages and Facilitates selfEncourages and Facilitates self--reliant problem solvingreliant problem solving


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Directive BehaviorDirective Behavior SetsSets goals or objectivesgoals or objectives

Makes clear the role each person will play in the accomplishmentMakes clear the role each person will play in the accomplishmentof the taskof the task

Plans work in advance to be accomplished by the followerPlans work in advance to be accomplished by the follower

OrganizesOrganizes resourcesresources

Communicates job prioritiesCommunicates job priorities

Sets timelines method of evaluation for follower performanceSets timelines method of evaluation for follower performance

Shows or tells a follower how to do a specific taskShows or tells a follower how to do a specific task

Checks to see if work is done properly and in timeChecks to see if work is done properly and in time

Sets Goals and Clarifies ExpectationsSets Goals and Clarifies Expectations Tells and shows an individual what to do, when, and how to do itTells and shows an individual what to do, when, and how to do it

Closely supervises, monitors, evaluates performanceClosely supervises, monitors, evaluates performance


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Contemporary Approaches to LeadershipContemporary Approaches to Leadership

Charismatic and visionary leadershipCharismatic and visionary leadership

TransactionalTransactional leadershipleadership

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Emotional intelligenceEmotional intelligence


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Charismatic LeadershipCharismatic Leadership Often Transformational and charismatic leadershipOften Transformational and charismatic leadership

are used interchangeably.are used interchangeably.

Charismatic traits and behaviorsCharismatic traits and behaviors

Advocates a visionAdvocates a vision

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ordinaryordinary perceived as changeperceived as change--agentagent

Acts in several unconventional waysActs in several unconventional ways counter tocounter tonormsnorms

Willingly makes selfWillingly makes self--sacrifices, takes personal risks, tosacrifices, takes personal risks, tosupport their visionsupport their vision

Strong selfStrong self--confidenceconfidence


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What Being Visionary MeansWhat Being Visionary Means Sensing opportunities and threats in the environmentSensing opportunities and threats in the environment

Simplify complex situations by identifying broadSimplify complex situations by identifying broad--stroke patternsstroke patterns

Foresee events that will affect your organizationForesee events that will affect your organization

Conduct a vigorous exchange with an array of people inside & outsideConduct a vigorous exchange with an array of people inside & outsidethe organizationthe organization

Setting strategic directionSetting strategic direction

Generate ideas for new strategiesGenerate ideas for new strategies

Make decisions with an eye toward the bigMake decisions with an eye toward the big picturepicture

Inspiring constituentsInspiring constituents

Frame current practices as inadequateFrame current practices as inadequate

Be open to new ways of doing thingsBe open to new ways of doing things

Encourage others to look beyond limitationsEncourage others to look beyond limitations

Communicate new andCommunicate new and better possibilities in clear, compelling waysbetter possibilities in clear, compelling ways


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Characteristics of Transactional LeadersCharacteristics of Transactional Leaders

ContingentContingent RewardReward:: ContractsContracts exchangeexchange ofof

rewardsrewards forfor effort,effort, promisespromises rewardsrewards forfor goodgoodperformance,performance, recognizesrecognizes accomplishmentsaccomplishments..

Mana ementMana ement bb Exce tionExce tion activeactive :: WatchesWatches

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andand searchessearches forfor deviationsdeviations fromfrom rulesrules andandstandards,standards, takestakes correctivecorrective actionaction..

ManagementManagement byby ExceptionException (passive)(passive):: IntervenesIntervenes

onlyonly ifif standardsstandards areare notnot metmet..


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Characteristics of Transformational LeadersCharacteristics of Transformational Leaders

CharismaCharisma:: ProvidesProvides visionvision andand sensesense ofof mission,mission,

instillsinstills pride,pride, gainsgains respectrespect andand trusttrust.. InspirationInspiration:: CommunicatesCommunicates highhigh expectations,expectations,

usesuses symbolssymbols toto focusfocus efforts,efforts, expressesexpresses importantimportant

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..

IntellectualIntellectual StimulationStimulation:: PromotesPromotes intelligence,intelligence,rationality,rationality, andand carefulcareful problemproblem solvingsolving..

IndividualizedIndividualized ConsiderationConsideration:: GivesGives personalpersonal

attention,attention, treatstreats eacheach employeeemployee individually,individually,coaches,coaches, advisesadvises..


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TransactionalLeadership

MotivatingMotivating forfor

performance atperformance at

expected levelsexpected levels

Initiating structure toInitiating structure to

clarify roles andclarify roles and

Transformational

Leadership

Motivating for performance

beyond expectationsPerformance

beyond


Goes Beyond Transactional

Leadership

Chapter 9 23

taskstasks

Stressing theStressing the linklink

between reward andbetween reward and

goalgoal achievement.achievement.

Uses agreed uponUses agreed upon

performance toperformance to

motivatemotivate

Inspiring for missions beyond

self interest.

Instilling confidence to achieve

performance

expectations


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Additive Effect of



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ValuesValues--based leadershipbased leadership

What is ValuesWhat is Values--Based Leadership?Based Leadership?

RespectRespect All PersonsAll Persons

Be Vision and Purpose MindedBe Vision and Purpose Minded

Do No HarmDo No Harm

Demonstrate Good StewardshiDemonstrate Good Stewardshi

IntentionallyIntentionally InfluenceInfluence


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ValuesValues--based leadershipbased leadershipI.I. RespectRespect AllAll PersonsPersons

ActivelyActively valuevalue andand honorhonor thethe similarities,similarities, differencedifference andand contributionscontributions ofof

everyevery individualindividual asas aa uniqueunique andand contributingcontributing membermember of of thethe

organisationorganisation

II.II. BeBe VisionVision andand PurposePurpose MindedMinded

BeBe positivepositive ambassadorsambassadors adad representativesrepresentatives ofof thethe values,values, missionmission

andand purposepurpose ofof thethe organizationorganization..

III.III. DoDo NoNo HarmHarm

DemonstrateDemonstrate activeactive carecare forfor thethe emotional,emotional, physical,physical, spiritual,spiritual, social,social,

andand intellectualintellectual wellwell beingbeing ofof everyevery individualindividual withinwithin andand outsideoutside ofof thethe

organizationorganization..


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ValuesValues--based leadershipbased leadershipIV.IV. DemonstrateDemonstrate GoodGood StewardshipStewardship

OperateOperate withwith integrityintegrity inin thethe management/management/ developmentdevelopment ofof resourcesresourcesyouryour organizationorganization hashas beenbeen entrustedentrusted withwith createcreate aa legacylegacy ofof leavingleaving

thingsthings betterbetter thanthan youyou foundfound themthem..

V.V. IntentionallyIntentionally InfluenceInfluence

ServeServe asas aa positivepositive forceforce withinwithin youryour organizationorganization.. InIn bothboth thethe

leadershipleadership andand followershipfollowership rolesroles thatthat youyou have,have, buildbuild up,up, encourage,encourage,

andand advanceadvance thethe causescauses andand purposespurposes ofof youryour organizationorganization bringingbringing

aboutabout positivepositive changechange inin allall arenasarenas ofof influenceinfluence..


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Emotional IntelligenceEmotional Intelligence

EmotionalEmotional intelligenceintelligence refersrefers toto thethe leadersleaders abilityability toto

recognizerecognize onesones ownown feelingsfeelings andand thosethose ofof othersothers forfor selfself

motivationmotivation andand forfor managingmanaging emotionsemotions inin themselvesthemselves andand

Chapter 9 28

inin relationshiprelationship withwith othersothers..


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Emotional IntelligenceEmotional Intelligence

Four fundamental capabilities:Four fundamental capabilities:

1. Self1. Self--awareness (Personal competence)awareness (Personal competence)

2. Self2. Self--management (Personalmanagement (Personal competence)competence)

Chapter 9 29

3. Social awareness (Social competence)3. Social awareness (Social competence)

4. Relationship management (Social4. Relationship management (Social competence)competence)


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Leadership SummaryLeadership Summary

Leadership plays a central part in understanding groupLeadership plays a central part in understanding group

behavior.behavior. Our understanding of leadership and the dynamicsOur understanding of leadership and the dynamics

continue to grow.continue to grow.

Male and female leadershi st les tend to be more alikeMale and female leadershi st les tend to be more alike

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than different.than different. No one style of leadership is always the preferredNo one style of leadership is always the preferred

leadership style.leadership style.


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Leadership SummaryLeadership Summary

Trait theory is based on individuals personalTrait theory is based on individuals personal

attributes.attributes.

CharismaticCharismatic and visionary leadership.and visionary leadership.

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Transactional and transformational leadership.Transactional and transformational leadership.


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Video: Leadership: The Art of PossibilityVideo: Leadership: The Art of Possibility

Leadership: The Art of PossibilityLeadership: The Art of Possibility


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1.1. Why do Roz and Ben say that leadership is an art of possibility?Why do Roz and Ben say that leadership is an art of possibility?

2.2. Why does the music metaphor work to help us understand a new wayWhy does the music metaphor work to help us understand a new way

of being?of being?

3.3. During the video, MatsDuring the video, Mats LederhausenLederhausen said, Its the end of the huntingsaid, Its the end of the hunting

season in theseason in the humahuma experience. What did he mean by that? Whatexperience. What did he mean by that? What


4.4. What does BenWhat does Ben ZanderZander mean by shining eyes?mean by shining eyes?

5.5. Roz stated that giving everybody an A is a possibility to live into, notRoz stated that giving everybody an A is a possibility to live into, not

a standard to live up to. What does she mean by that statement?a standard to live up to. What does she mean by that statement?

6.6. What does recognising the downward spiral mean?What does recognising the downward spiral mean?

7.7. Brainstorm ways you might enroll each voice in the visionBrainstorm ways you might enroll each voice in the vision


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1.1. How does Ben related leadership to a symphony?How does Ben related leadership to a symphony?

2.2.What is Rule # 6!?What is Rule # 6!?

3.3. What is a downward spiral?What is a downward spiral?


4.4. a s e new ea er s oa s e new ea er s o

5.5. According to BenAccording to Ben ZanderZander, where does power come from?, where does power come from?

6.6. What do you need to do to get shining eyes from yourWhat do you need to do to get shining eyes from your

team?team?


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1.1. Write down at least five common downwardWrite down at least five common downward

spiral conversations that you havespiral conversations that you have

experienced in the last few weeks.experienced in the last few weeks.


2.2. What are possible solutions?What are possible solutions?

Documents

Module 1 Leadership Theories and Practices