LEADERSHIP

1. LEADERSHIP By Charles D. Little, Ph.D.

2. LEADERSHIP • What is it? • Who does it? • How is it done? And What makes a good leader? • Can it be learned?

3. LEADERSHIP*What is it? A process whereby an individual – who has gained the loyalty of others – influencesgroups toward a common goal. “Recognize opportunities to lead and act like a leader to influence others to pursue goals for a better future.” Richard L. Daft, Ph.D. Distinguished Professor Vanderbilt University

4. LEADERSHIP*What is it? Key words: Process – a set of transactional events that occur between leader and follower. Loyalty– intangibles that engender confidence and trust. Influence – associated with how leaders affect followers. Groups – the context in which leadership takes place. Common goal – the energy of a group of individuals to achieve something together.

5. LEADERSHIP*What is it? • An instrument of goal achievement. • A power relationship. • A skill. “ Leaders have the skills to develop strategy, engagefollowers, and set an example.” Colin Howard United Kingdom Office of Gov’t Commerce

6. LEADERSHIP*What is it? Question: Is there a difference between leaders and managers? YES? NO? “Leaders have a vision, take initiative, and move groups forward.” Renee’ E. Speitel Executive VP Hewlitt-Packard

7. Have vision In touch with the external environment Set policy and providing direction Proactive Shape Ideas Create organizational culture Responsible for organizational success and/or failure Strategic problem solvers (long term) LEADERSHIP*What is it? Note: From an organizational standpoint, we readily identify people at the top of their organizations as leaders. They are said to look outward:

8. LEADERSHIP*What is it? Note: From an organizational perspective, we readily identify people in pivotalpositions as managers. They are said to look inward: • In touch with the internal environment • Translate policy into action • Reactive • Coordinate activities (the process) • Problem solvers (short term) • Coach

9. LEADERSHIP*What is it? LeadersManagers Commonalities: > Transactional! < > Gain Loyalty! < > Influence Others! < > Transformational! < > Work with Groups! < > Common Goals! < Conclusion: There is a difference between leaders and managers, but there are some important commonalities, as well. “Anyone in a position of formal authority in an organization has a responsibility to lead.” W.Edwards Deming, Ph.D. Consultant

10. Leadership* How is it done? and What makes a good leader? “Leaders inspire and empower, whichunleashes the potential, strength, andcreativity among followers… to the benefitof the customer.” David James Regional Executive IBM

11. Leadership* How is it done? and What makes a good leader? Two basic leadership styles: 1. Autocratic/Controlling/Directive 2. Democratic/Supporting/Participative “Analysis of leadership styles helps us to assess our behaviors and improve our leadership competencies andeffectiveness.” Peter Northouse, Ph.D. Professor University of Denver

12. The Leadership Continuum* How is it done? and What makes a good leader? Autocratic Directive Consultative Participative Democratic ------------------------------------------------------- Control-Centered Coaching Decision Making Supporting “Leaders use a democratic style to build relationships, trust, and loyalty. They move to autocratic style in emergencies, time pressures, and with low skill levels.” Dorothy Roberts CEO Echo Scarves

13. Achievements Energy, persistence, & assertiveness Integrity & honesty Intelligence Commitments & determination Consistency (in behavior and goals) Confidence Knowledge (of their business or field) Social & communication skills Charisma Leadership* How is it done? and What makes a good leader? Good leaders are transformational, as others subscribe to their unique traits:

14. Arousing intense feelings Inspiring Creating a common vision Heightening expectations Generating excitement Raising awareness & commitment Building confidence & Self-esteem Uniting Leadership* How is it done? and What makes a good leader? Thus, transformational leaders motivate by: “Leaders understand how to close ‘the tension gap’.” Charlie D. Little, Ph.D.

15. Empower Communicate Provide resources Involved Reinforce positive behavior Understand socio-emotional behavior Support Facilitate Participate Leadership* How is it done? and What makes a good leader? Good leaders are coaches and they are situational. As coaches, they: “Leaders should cultivate relationships, respect others, be intouch with their organizations, seek to satisfy task and socio-emotional need, and build (do not betray) people’s trust.” Warren Bennis, Ph.D. Management Scientist

16. Leaders* How is it done? and What makes a good leader? As situational leaders, they are: • Flexible • Quick to diagnose the event • Meeting the changing needs of groups and teams • Adaptable to the event or issue • Directive/Supportive • Intuitive “The secret ingredient to successful leadership is to sincerely care about your people. Be their champion; not just their commanding boss.” Len Roberts, CEO Radio Shack

17. Leadership*Can it be learned? YES? NO?

18. Leadership *Can it be learned? My Thoughts: “Leadership development cannot be perceived as a single training course. It is a continuous sequence of systematically organized learning and experience-building events.” Charles D. Little, Ph.D

19. Leadership *Can it be learned? Develop “Emotional Intelligence”: Emotional Intelligence is simply the ability to effectively manage individual emotions & relationships with others. • Awareness of personal emotions • Control - of positive and negative emotions • Motivate - toward long-term goals (avoid instant gratification) • Empathize and recognize - emotions in others (in tune with subtle social signals) • Interpersonal competence - read and manage the emotions of others “Emotional intelligence can be a key to building strong, trusting collaborative relationships and minimizing stress.” D. Goleman, Ph.D. Management Scientist

20. Leadership*Can it be learned? Develop leadership skills: • Have a clear vision & an interactive strategy • Build a knowledge base • Develop & benchmark transformational traits • Follow models of behavior • Identify personal strengths & build on them • Identify personal weaknesses & develop them • Become customer focused • Be open to new ideas & innovations • Be involved & caring • Be a servant leader • Promote teamwork “Leaders pursue learning and change and encourage the growth and development of others.” (sic) Peter Senge, Ph.D. Distinguished Professor, MIT

21. QUESTIONS? COMMENTS? Managers say, “Get going!” Leaders say, “Let’s go!” (Unknown)

22. THANK YOU! Charles D. Little, Ph.D. Seminars for Professional Development 817/531-4297 (office) 817/281-1716 (home) 817/944-9825 (cell) clittle@txwes.edu (e-mail)