Leadership

1. Leadership Session 1

2. Learning Objectives • To understand the theory base for leadership • To appreciate how models are used in the workplace • To unpack latest themes in the literature • To examine the different ways organisations try to develop leadership

3. What is leadership about? • Leadership vs. management? • Types of leaders? • Born or made? • Power? • Motivation? • Managing interactions?

4. Best boss / worst boss • In pairs – characteristics of the best boss you’ve ever had or the worst boss you’ve ever had

5. Definitions • “…it is about capturing attention and motivating people to follow your way – your vision and your dreams” (Augier & Teece, 2006) • “leadership is the process whereby one person influences others to work towards a goal” (Yulk and VanFleet, 1992)

6. Types of Leader • Charismatic • Churchill? Hitler? • Traditional • Hereditary Monarchs • Situational • Context specific • Appointed • Managers • Functional • Depends on what the leader does

7. Leadership Theory • Great Man • Trait • Behaviourist/Styles • Situational/Contingency • Transactional • Transformational • Dispersed/Distributed leadership

8. Concern for People Behaviourist Team Management Country Club Management Blake & Mouton (1964) Organisation & Management Impoverished Management Authority Obedience Concern for production

9. Situational/contingency leadership • Fiedler Contingency Theory • Leader-member relations • Task structure • Position power • Hersey & Blanchard • Task behaviour • Relationship behaviour • Maturity

10. The SLII ® Model 5–1 © 2001 The Ken Blanchard Companies. All rights reserved.

11. The Core Competencies of a Situational Leader • Diagnosis • Identify characteristics and needs of four levels of development • Determine needs for direction and support • Flexibility • Adjust leadership style when competence or commitment increases or decreases • Be perceived as flexible and effective • Partnering for Performance • Something we do with people, not to them! i–3 © 2001 The Ken Blanchard Companies. All rights reserved.

12. Diagnosis The willingness and ability to look at a situation and assess others’ developmental needs in order to decide which leadership style is the most appropriate for the goal or task at hand. 3–1 © 2001 The Ken Blanchard Companies. All rights reserved.

13. Development Level • Competence • Commitment 3–2

14. Competence • Demonstrated goal- or task-specific knowledge and skills • Transferable knowledge and skills 3–3 © 2001 The Ken Blanchard Companies. All rights reserved.

15. Commitment • Motivation • How interested are they in the task • How enthusiastic are they? • How keen are they to start? • Confidence • How do they feel about their own abilities? • How self-assured are they in their own abilities? 3–4 © 2001 The Ken Blanchard Companies. All rights reserved.

16. The Four Development Levels D1—Low competence and high commitment D2—Low to some competence and low commitment D3—Moderate to high competence and variable commitment D4—High competence and high commitment 3–5

17. The Four Development Levels D1—The Enthusiastic Beginner D2—The Disillusioned Learner D3—The Capable, but Cautious, Performer D4—The Self-Reliant Achiever 3–18

18. Motivation v Confidence © 2001 The Ken Blanchard Companies. All rights reserved.

19. Development Levels D4 D3 D2 D1 Commitment Competency © 2001 The Ken Blanchard Companies. All rights reserved.

20. Flexibility The ability to use a variety of leadership styles comfortably. 4–1 © 2001 The Ken Blanchard Companies. All rights reserved.

21. Directive Behavior • The extent to which a leader • Sets goals and clarifies expectations • Tells and shows an individual what to do, when, and how to do it • Closely supervises, monitors, and evaluates performance 4–2 © 2001 The Ken Blanchard Companies. All rights reserved.

22. Directive Behavior • Teach • Organize • Structure • Supervise • Evaluate 4–3 © 2001 The Ken Blanchard Companies. All rights reserved.

23. Supportive Behavior • The extent to which a leader • Engages in more two-way communication • Listens and provides support and encouragement • Involves the other person in decision making • Encourages and facilitates self-reliant problem solving 4–4 © 2001 The Ken Blanchard Companies. All rights reserved.

24. Supportive Behavior • Listen • Explain (why) • Ask (for input) • Nurture / Encourage • Facilitate (problem solving) 4–5 © 2001 The Ken Blanchard Companies. All rights reserved.

25. Style 1 Find something to acknowledge Give direction – show and tell Check for understanding You really want to help others develop their competence! 4–6 © 2001 The Ken Blanchard Companies. All rights reserved.

26. Style 2 You want to show you care! Find something to praise Lead with your ideas and why Consult and listen Make the final decision 4–7 © 2001 The Ken Blanchard Companies. All rights reserved.

27. Style 3 You want others to believe in Themselves! Pull ideas from the individual Listen and encourage Ask open ended questions Hold the individual accountable 4–8 © 2001 The Ken Blanchard Companies. All rights reserved.

28. Style 4 Allow the other person to take the lead Ask to be kept informed Challenge them to excell You want others to go beyond the possible! 4–9 © 2001 The Ken Blanchard Companies. All rights reserved.

29. The Four Leadership Styles You want others to believe in Themselves! You want to show you care! You want others to go beyond the possible! You really want to help others develop their competence! 4–10 © 2001 The Ken Blanchard Companies. All rights reserved.

30. Style 1 for Development Level 1 5–5 © 2001 The Ken Blanchard Companies. All rights reserved.

31. Style 2 for Development Level 2 5–6 © 2001 The Ken Blanchard Companies. All rights reserved.

32. Style 3 for Development Level 3 5–7 © 2001 The Ken Blanchard Companies. All rights reserved.

33. Style 4 for Development Level 4 5–8 © 2001 The Ken Blanchard Companies. All rights reserved.

34. A Leader Has Three Choices • Match • Oversupervise • Undersupervise 5–4 © 2001 The Ken Blanchard Companies. All rights reserved.

35. Where are the Hot Spots? D4 Hi Comp Hi Comm D3 Hi Comp Var Comm FOLLOWERS DEVELOPMENT LEVEL D2 Lo Comp Lo Comm D1 Lo Comp Hi Comm S1 Directing Hi Direction Lo Support S2 Coaching Hi Direction Hi Support S3 Supporting Lo Direction Hi Support S4 Delegating Lo Direction Lo Support MANAGER’S STYLE OF LEADERSHIP © 2001 The Ken Blanchard Companies. All rights reserved.

36. Where are the Hot Spots? Over Leading : Leadership style is more than required for the situation Too Much D X Too Much S D4 Hi Comp Hi Comm X Too Much D Too Little S D3 Hi Comp Var Comm Under Leading: Leadership style is less than required for the situation FOLLOWERS DEVELOPMENT LEVEL Too Little S Too Little D X D2 Lo Comp Lo Comm Too Much S X Too Little D D1 Lo Comp Hi Comm S1 Directing Hi Direction Lo Support S2 Coaching Hi Direction Hi Support S3 Supporting Lo Direction Hi Support S4 Delegating Lo Direction Lo Support MANAGER’S STYLE OF LEADERSHIP © 2001 The Ken Blanchard Companies. All rights reserved.

37. References • Augier & Teece (2006) Understanding complex organization: the role of know-how, internal structure, and human behaviour in the evolution of capabilities, Industrial and Corporate Change Vol 15, Issue 2 395-416 • Rollinson, Broadfield and Edwards (1998) Organisational behaviour and Analysis (chapter 11 and 12) • Blake R. R. & Mouton S. J. (1978) The New Managerial Grid, Houston, TX, Gulf • Hersey, P. and Blanchard, K. H, Leadership and the One Minute Manager, William Morrow, 1999 • Fiedler, F. (1969) Leadership, A Contingency Model, Organisations and identities Chandler and Barry 1994

38. Until next week… donnagent@hotmail.com

39. Leadership Session 2

40. Quick review • Last time • Theories of Leadership • Situational Leadership • Today • Four Circle Model - Climate and Styles • Latest Themes in Literature • Developing Leaders

41. Four Circle Model Competencies Job demands Leadership Styles Climate Hay McBer Performance

42. Competencies Skills and Knowledge Social Role Self image Values Motives

43. Four Circle Model Competencies Job demands Leadership Styles Climate Hay McBer Performance

44. Directive Pacesetting Affiliative Visionary Coaching Participative Leadership Styles

45. Four Circle Model Competencies Job demands Leadership Styles Climate Hay McBer Performance

46. Climate • Responsibility • Rewards • Flexibility • Clarity • Standards • Team Commitment

47. Current themes…. • “Leadership is a compelling yet elusive topic” • “as a scientific concept, leadership is a mess” • (Augier & Teece, 2006)

48. Shifting sands…. • “With a shift to team-based knowledge work comes the need to question traditional models of leadership” (Pearce, 2004) • “traditional and hierarchical modes of leadership yielding to a different way of working – one based on teamwork and community, one that seeks to involve others in decision making, one strongly based in ethical and caring behaviour…..servant leadership (Spears, 2004)

49. Beyond traditional boundaries… • Shared or Democratic forms of leadership • Pearce (2004) – high performing teams display more dispersed leadership patterns • Fullan – leading with moral purpose • Partnerships – the power of “we” • Tisch (2004) – partnerships redefine traditional business relationships

50. Themes on the individual…. • Emotional intelligence (Goleman; 2004), versatility and resilience (Shatte) • Flexibility and tailoring styles • About knowing and managing yourself (Boyatzis & McKee, 2006)