Professional Leadership Training

Lynn E. Black

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Training Goals

Influential Leaders

Change Agents

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INTRODUCTIONProfessional Leadership Training – Section 1

Introduction & Goals

Leadership Theory

Leadership Character & Dimensions

Leadership Styles & Levels of Influence

Leadership Profile

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Professional Leadership Training

See someone skilled in his work? They shall serve before kings. He shall not serve before officials of low rank. Proverbs 22:29 NIV

Introduction

Introduction:

• Anyone can be an effective leader if s/he is willing to grow and change.

• A leadership perspective is essential for fulfilling the Great Commission.

• A leadership perspective turns the tables in your favor. No one with a leadership mindset

can/will be a victim. Life is about the choices we make.

• Leadership is about being the best person that you can be.

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Training Goals

Define leadership as a life principle.

Outline the dimensions of effective leadership.

Discuss leadership goals

Develop a personal leadership profile.

Influential Leaders

Change Agents

Life principle – Discuss leadership as a way of life. “Be a leader everywhere you go!” Dimensions – Discuss what makes a leader. Leaders are a product of their

environment and training. Leadership Goals – Discuss the skills and qualities of effective leaders. Purposeful

leadership is the key to great success. Leadership Profile – Develop a profile of the kind of leader that you want to be. What

kind of leader do you want to be?

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Leadership Theory

(Zigarelli,2013)

But it shall not be this way among you. Instead, whoever wants to become great among you must be your servant. Mark 10:43

The pinnacle of leadership success is laying down our lives and serving others.

One of the first grad courses that I took was a class on leadership. The focus of the class was

servant leadership. I could not understand what the big deal was until years later. One day

standing outside of a colleague’s office with another colleague at our school in India. We

overheard my boss arguing with the director of development. Off-handedly, I commented, I

don’t understand why Christians would handle differences in that manner. He replied, “It’s

because they don’t understand servant leadership.” The light went on and it all made sense. The

Lord was trying to teach me to be a servant leader.

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Leadership Theory

LBE – Leadership By Example

Top 10 Ways to Lead By Example

(Golden, n.d.) Good leaders must lead by example. By walking your talk, you become a person others want to

follow. When leaders say one thing, but do another, they erode trust--a critical element of

productive leadership. Here are 10 of the many ways to lead by example. 1. Take responsibility. Blame costs you your credibility, keeps team members on the defensive

and ultimately sabotages real growth.

2. Be truthful. Inaccurate representation affects everyone. Show that honesty really IS the best

policy.

3. Be courageous. Walk through fire (a crisis) first. Take calculated risks that demonstrate

commitment to a larger purpose.

4. Acknowledge failure. It makes it OK for your team to do the same and defines failure as part

of the process of becoming extraordinary.

5. Be persistent. Try, try again. Go over, under or around any hurdles to show that obstacles don’t

define your company or team.

6. Create solutions. Don’t dwell on problems; instead be the first to offer solutions and then ask

your team for more.

7. Listen. Ask questions. Seek to understand. You’ll receive valuable insights and set a tone that

encourages healthy dialogue.

8. Delegate liberally. Encourage an atmosphere in which people can focus on their core

strengths.

9. Take care of yourself. Exercise, don’t overwork, take a break. A balanced team, mentally and

physically, is a successful team. Model it, encourage it, support it!

10. Roll up your sleeves. Like Alexander the Great leading his men into battle, you’ll inspire

greatness in your company.

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Leadership Theory

(Zigarelli,2013)

• The Great Man Theory – leaders are born with leadership abilities, characteristics

• Trait Theory – characteristics the leader possesses, ex: charisma, etc.

• Skills Theory – key abilities

• Style Theory – approaches to dealing with people

• Situational Theory – depends on the situation

• Contingency Theory – right leader to situation

• Transactional – reciprocal behavior

• Transformational – inspiring people toward vision

• Leader-Member Exchange – fair exchange

• Servant Leadership – reciprocal service produces high performance

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Leadership Character

(Rosenbach & Sashkin, 2014)

What do leaders do?

Create options and opportunities

Identify choices and solve problems

Build commitment and coalitions

Engage followers

Reproduce themselves

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Leadership Dimensions

(Bullwinkle, 2015) (Panopoulos, n.d.)

Characteristics Dimensions

Characteristics of a leader

• Pioneering involves blazing new trails. Go where no man has gone before.

• Energizing involves motivating others

• Affirming involves appreciating and valuing others and their work.

• Inclusive involves embracing every person’s humanity.

• Humble involves preferring to others.

• Deliberate involves being decisive and proactive

• Resolute involves being determined to accomplish great things.

• Commanding involves taking charge when necessary and providing direction where

needed.

Dimensions of leadership

• Results leadership

Delivering results – insisting on high performance

Leading change – energizing change

• Visionary leadership

Vision definition - Creating a compelling vision

Charismatic affect - Communicating with impact

• Relationship leadership

Team-building - Fostering teamwork

Mentoring & Coaching - Facilitating development

• Creative (Centered) leadership

Intrapersonal learning – internal alignment

Agility training – creative thinking

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(Panopoulos, n.d.)

Approaches to managing work

• Supporting

• Delegating

• Coaching

• Directing

Approaches to managing people

• Authoritarian

• Democratic

• Facilitative

• Laissez-Faire

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Maxwell's Levels of Leadership

(Maxwell, n.d.b)

Overview of the 5 Levels of Leadership (Maxwell, n.d.a)

Level 1: Position • Position is lowest level of leadership • Your only influence comes by way of

your job title • People follow because the have to. • Based on rights granted by the position and

title. • Everything is wrong with using position to get people to follow you. • Position is a poor

substitute for influence. • Never a leader at this level, only a boss • Have subordinates not team

members • Rely on rules, regulations, policies and organization charts to control their people. •

People will only follow within stated boundaries of their authority • People do only what is

required of them. • Don’t get discretionary effort. • Usually have difficulty working with

volunteers, younger people, and the highly educated. • Have no influence • Tend to be more

independent • Does not require effort or ability to achieve this level. • Anyone can be appointed a

position.

Level 2: Permission • Based entirely on relationships • People follow because they want to •

When you like people and treat them like individuals, you begin to develop influence with them.

You develop trust. • Agenda is not preserving position but instead it’s getting to know their

people and figuring out how to get along with them. • Leaders find out who their people are. •

Build solid, lasting relationships. • You can like people without leading them, but you cannot

lead people well without liking them.

Level 3: Production • Danger of getting to permission level is that leader might stop there. •

Good leaders don’t just create pleasant working environment, they get things done. • Level 3 =

Results • Leaders gain influence and credibility and people begin to follow them because of what

they have done for the organization. • Results of hitting level 3: work gets done, morale

improves, profits go up, turnover goes down, and goals are achieved and momentum kicks in. •

Leading others becomes fun • “When you are winning nothing hurts” Joe Namath • Leaders can

become change agents at this level • Tackle tough problems and face thorny issues. • Make

difficult decisions that will make a difference. • Take people to the next level of effectiveness.

Level 4: People Development • Leaders become great not because of their power but because of

their ability to empower others. • Use their position, relationships, and productivity to invest in

their followers and develop them until those followers become leaders in their own right. •

Reproduction •

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Maxwell's Levels of Leadership

(Maxwell, n.d.b)

Overview of the 5 Levels of Leadership (Cont’d) (Maxwell, n.d.a)

Level 4 leaders reproduce themselves • Production may win games, but People Development

wins Championships! • Teamwork goes to very high level here. • High investment in people

deepens relationships, helps people know one another better and strengthens loyalty. •

Performance increases at this level • You now have more leaders on team • These leaders help

improve everybody’s performance. • Level 4 leaders change the lives of people they lead. • Their

people follow them because of what their leaders have done for them personally. • Relationships

are often lifelong. Level

5: Pinnacle • Highest and most difficult level of leadership • Levels 1-4 can be learned • Level 5

requires not only effort, skill and intentionality, but also a high level of talent. • Only naturally

gifted leaders ever make it to this level. • Develop other leaders to become level 4 leaders. •

Developing followers to lead on their own is difficult. • Most leaders don’t do it because it takes

so much more work than simply leading followers. • Developing leaders to the point where they

are able and willing to develop other leaders is the most difficult task of all.

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Leadership Profile

Capable Management

Makes sure people have the resources they need to do a good job.

Provides information people need to effectively plan and do their work.

Helps people get the training they need to perform their jobs effectively.

Supports and encourages people to get the job done well.

Makes sure people have clear and challenging goals.

Transactional Leadership

Reward Equity

Rewards people fairly for their efforts.

Recognizes good performance with rewards people value.

Expresses appreciation when people perform well.

Knows the rewards people value.

Makes sure people know what to expect in return for accomplishing goals.

(Rosenbach & Sashkin, 2014)

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Leadership ProfileTransformational Leadership Behavior

Communications Leadership

Pays close attention to what others say.

Communicates a clear sense of priorities.

Grabs people’s attention, focusing on the important issues of a discussion.

Listens for feelings as well as ideas.

Is able to get complicated ideas across clearly.

Credible Leadership

Can be relied on.

Follows through on commitments.

Keeps promises.

Acts in ways consistent with her or his words.

Can be trusted.

(Rosenbach & Sashkin, 2014)

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Leadership ProfileTransformational Leadership Behavior

(Cont’d)Caring Leadership

Respects people’s differences.

Shows he or she cares about others.

Shows concern for the feelings of others.

Treats others with respect, regardless of position.

Makes others feel a real part of the group or organization.

Enabling Leadership

Creates opportunities for people to succeed.

Designs situations that permit people to achieve their goals.

Involves others in new ideas and projects.

Helps others learn from mistakes.

Gives people the authority they need to fulfill their responsibilities.

(Rosenbach & Sashkin, 2014)

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Leadership ProfileTransformational Leadership Characteristics

Confident Leadership

Acts in ways that have an impact.

Can see the results of her or his actions.

Makes a difference.

Is confident in her or his own abilities.

Is in control of his or her life.

Follower-Centered Leadership

Enjoys making others obey her or his orders.*

Expects others to obey without question.*

Uses power and authority to benefit others.

Seeks power and influence to attain goals people agree on.

Shares power and authority with others.

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Leadership ProfileTransformational Leadership Characteristics

Visionary Leadership

Considers how a specific plan of action might be extended to benefit others.

Concentrates on short term goals rather than long range, strategic goals.*

Explains long range plans and goals clearly.

Expresses a vision that engages people.

Has plans that extend over a period of several years or more.

Culture-Building Leadership

Considers how a specific plan of action might be extended to benefit others.

Concentrates on short term goals rather than long range, strategic goals.*

Explains long range plans and goals clearly.

Expresses a vision that engages people.

Has plans that extend over a period of several years or more.

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ReferencesBullwinkle, K. (2015, November). 8 dimensions of leadership overview. Retrieved from

https://www.talentgear.com/learn/november-2015/8-dimensions-of-leadership-overview/

Maxwell, J. (2013, September 10). The five levels of Leadership. [Video podcast]. Retrieved from

https://www.youtube.com/watch?v=aPwXeg8ThWI

Maxwell, J. (n.d.a). The five levels of leadership. Retrieved from

http://www.ccc.org/attachments/5_levels_of_leadership.pdf

Maxwell, J. (n.d.b). The five levels of leadership. [Image]. Retrieved from

https://media.licdn.com/mpr/mpr/p/4/005/084/306/3ee3a85.jpg

Panopoulos, B. (n.d.) 8 dimensions of leadership. [Image]. Retrieved from

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Quotesgram. (n.d.) Albert Schweitzer quote on leadership by example. Retrieved from

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879094&psig=AFQjCNHPRINrPiCUZlkjwC8Jrtk5qA8fVA&ust=1477157347879094

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ReferencesRosenbach, W. E. & Sashkin, M. (2014). The leaderhip profile: on becoming a better leader

through leadership that matters. Retrieved from

http://leadingandfollowing.com/documents/TLPParticipantManual.pdf

Golden, C. (n.d.) Top 10 ways to lead by example. Retrieved from

http://www.soulcraft.co/essays/lead_by_example.html

Zigarelli, M. (2013, August 17). Ten leadership theories in five minutes. [Video Podcast].

Retrieved from https://www.youtube.com/watch?v=XKUPDUDOBVo