BYU Engineering Leadership

1. BYU Engineering Leadership Leadership: A Sample of Theory, Style and Methods by Val Hawks

2. Trait (born) Height Intelligence Extroversion Fluency Communication Self-confidence Insight Process (made) Influence Development Concern for others Concern for task Learning Persistence Interaction with followers Trait Versus Process

3. Integrative Nature of Leadership • A leader must: • Be competent (technically): • But as important they must also: • Be humble • Be of high moral character • Live by a demanding ethic • Be mindful of individuals and broadly aware of the world condition • Have the ability to think innovatively about opportunities and solutions • Constantly learning and renewing • Have faith • Leadership is a broadly described, but integrated application of character, innovation, integrity, competence and other characteristics and skills.

4. Incorrect Management is leadership The greatest characteristic is vision Thrives on stability and structure Leaders are born not made Focus on metrics as the outcome Correct The primary work of leadership is building people (my work and glory) Leadership is comprehensive (learn of kingdoms, countries, principalities and powers) It is evidenced in many different ways (diversity of administration) Can be learned Focus on people as the outcome Assumptions of Leadership

5. Management versus Leadership • Managers focus on accomplishing things using people • Leaders focus on building people who then accomplish great things • For managers the task is the end, for leaders the task is the vehicle • Mindset “I’m not fixing a tractor, I am raising a son.” • It is all about building people. (Moses 1:39)

6. Elements of the Basic Theory • Leadership occurs only in a context • Must be practiced somewhere and somehow • Domains = home, church, work, society, class, project, etc. • Fundamentals are common • Simulations and analysis are interesting but of little value without practice or application

7. Good to Great theory Source: jimcollins.com

8. Situational Leadership Theory

9. Directive/Task Behavior Involves: • Clearly Telling People • What to Do • How to Do It • Where to Do It • When to Do It • And Then Closely Supervising Their Performance

10. Supportive/Relationship Behavior Involves: • Listening to People • Providing Support and Encouraging Their Efforts • Facilitating Their Involvement in Problem Solving and Decision Making

11. THE FOUR LEADERSHIP STYLES (High) High Directive and S U P P O R T I V E B E H A V I O R High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S) 8

12. Subordinate’s Development Level • Competence: Task, Knowledge and Skills • Commitment: Motivation and Confidence 9

13. Levels of Development • D1 - “Enthusiastic Beginner” • D2 - “Disillusioned Learner” • D3 - “Reluctant Contributor” • D4 - “Peak Performer” 10

14. Levels of Development D1 Low Competence, High Commitment “Enthusiastic Beginner” 11

15. Levels of Development D2 Some Competence, Low Commitment “Disillusioned Learner” 12

16. Levels of Development D3 Moderate to High Competence Variable Commitment “Reluctant Contributor” 13

17. Levels of Development D4 High Competence, High Commitment “Peak Performer” 14

18. Levels of Development • D1 - Low Competence, High Commitment “Enthusiastic Beginner” • D2 - Some Competence, Low Commitment “Disillusioned Learner” • D3 - Moderate to High Competence, Variable Commitment “Reluctant Contributor” • D4 - High Competence, High Commitment “Peak Performer” 15

19. Development Level is Task Specific!

20. THE FOUR LEADERSHIP STYLES (High) High Directive and S U P P O R T I V E B E H A V I O R High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S) 18

21. Directing • High Directive, Low Supportive • Leader Defines Roles of Followers • Problem Solving and Decision Making Initiated by the Leader • One-way Communication 19

22. THE FOUR LEADERSHIP STYLES (High) High Directive and S U P P O R T I V E B E H A V I O R High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S) 20

23. Coaching • High Directive, High Supportive • Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions • Two-way Communication • Control Over Decision Making Remains With the Leader 21

24. THE FOUR LEADERSHIP STYLES (High) High Directive and S U P P O R T I V E B E H A V I O R High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S) 22

25. Supporting • High Supportive, Low Directive • Focus of Control Shifts to Follower • Leader Actively Listens • Follower Has Ability and Knowledge to Do the Task 23

26. THE FOUR LEADERSHIP STYLES (High) High Directive and S U P P O R T I V E B E H A V I O R High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S) 24

27. Delegating • Low Supportive, Low Directive • Leader Discusses Problems With Followers • Seeks Joint Agreement on Problem Definitions • Decision Making Is Handled by the Subordinate • They “Run Their Own Show” 25

28. THE FOUR LEADERSHIP STYLES (High) High Directive and S U P P O R T I V E B E H A V I O R High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S) 26

29. What Happens If We Have a Mismatch of Style With Development Level?

30. What About You? • What type of follower do you want to be? • What type of leader will you become? • How will that happen?

31. What about you? • What are your God-given characteristics? • How much do you really know about yourself? • What are your blind spots? • Use 360 instruments, honest self-evaluation, etc. • Read, ponder, observe, practice, then . . . • Read more, ponder more, observe more and practice more.