ILE 2013- The Nature of Leadership

1. ILE 2013- The Nature of Leadership Nature of Leadership Importance of Leadership Being a Leader

2. Leadership Lao Tzu “A leader is best when people barely know he/she exists. Not so good when people obey and acclaim him, worst of all when they despise him. Fail to honor people, they fail to honor you; But of a good leader, who talks little, when his work is done, his aim fulfilled, they will say---we did this ourselves”

3. Gary Yukl says: • “Leadership is a subject that has long excited interest among scholars and laypeople alike. The term connotes images of powerful, dynamic individuals who command victorious armies, direct corporate empires from atop gleaming skyscrapers, or shape the course of nations. Much of our description of history is the story of military, political, religious, business, and social leaders. The exploits of brave and clever leaders are the essence of many legends and myths.

4. Gary Yukl says: • “Questions about leadership have long been a subject of speculation, but scientific research on leadership did not begin until the twentieth century. The focus of much of the research has been on the determinants of leadership effectiveness. Behavioral scientists have attempted to discover what traits, abilities, behaviors, sources of power, or aspects of the situation determine how well a leader is able to influence followers and accomplish group objectives.

5. The Evolution of Leadership • Trait Approach (personal attributes of leaders) • Behavior Approach (what leaders actually do) • Power-Influence Approach (examining influence processes between leaders and followers) • Situational Approach (contextual factors) • Relational Approach • Charismatic/Transformational Leadership

6. Emerging Leadership Approaches • 1980’s forward—Explosion of research • Leader’s will • Influence • Traits • Transformation • 21st century-Complexity of leadership • Visionary leadership/Authentic leadership/Heroic leadership/Spirituality in Leadership

7. Complexity Leadership Theory Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. Leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding.

8. Visionary Leadership • Visionary Leadership • A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. • Visionary leaders have the ability to: • Explain the vision to others. • Express the vision not just verbally but through behavior. • Extend or apply the vision to different leadership contexts.

9. Authentic Leadership-(Bill George) • Founded in Greek philosophical notion of “to thine own self be true” • Strong ethical convictions that guide behavior • Not so much avoiding doing what is “wrong” as much as trying to do what is “right” • Has gained momentum recently because of beliefs that: • Enhancing self-awareness can help people in organizations find more meaning and connection at work. • Promoting transparency and openness in relationships builds trust and commitment. • Fostering more inclusive structures and practices can help build more positive ethical climates.

10. Heroic Leadership: Basics of Leadership • Give people a reason to come to work. • Help them develop a passion for their work. Instill in them a sense of commitment to their colleagues. • Develop their sense of responsibility to customers. • Be loyal to the organization’s people.

11. Spirituality & Leadership is not about religion; it is about nurturing the spirit and gifts of every person-professional and personal. The leader who integrates this understanding creates and environment where people can use their full potential, feel appreciated and grow in the process.

12. What is leadership? Defining Leadership

13. Several Approaches to Defining Leadership • Leadership as a focus of group processes • Leadership as personality and its effects • Leadership as an act or behavior • Leadership as an instrument of goal achievement • Leadership as an emerging effect of interaction • Leadership as a differentiated role • Leadership as the initiation of structure • Leadership as the art of inducing compliance • Leadership as the exercise of influence • Leadership as a form of persuasion • Leadership as a power relationship

14. What is Leadership?Standard, typical textbook-type definitions • Roach and Behling- “The process of influencing an organized group toward accomplishing its goals.” • Clark- “Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. This definition is similar to Northouse’s definition-Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.”

15. A Working Definition “Leadership is the process of influencing others to understand and agree (reach some measure of consensus) about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.”

16. What is Leadership? • Heifetz: • Leadership is an activity. • Leadership is what individuals do in mobilizing other people, in organizations or communities, to do what I (Heifetz) call “adaptive work.” • Adaptive work can mean clarifying a conflict in values, or bridging the gap between the values that we stand for and the current conditions under which we operate. • Leaders don’t answer those questions themselves. That’s the old definition of leadership: The leader has the answers – the vision – and everything else is a sales job to persuade people to sign up for it---an adaptive approach focuses on developing answers together.

17. Conceptualizing Leadership Some definitions view leadership as: • The focus of group processes • A personality perspective • And act or behavior • The power relationship between leaders & followers • A transformational process • A skills perspective

18. Components Central to the Phenomenon of Leadership Leadership • Is a process • Involves influence • Occurs within a group context • Attends to common goals / values / expectations / vision / … Leaders • And followers are involved together • And followers need each other • Often initiate and maintain the relationship • Are not above or better than followers

19. A Study of the Leadership Process • A fault of some leadership studies is emphasis upon the “individual” rather than the individual as a factor in a social situation, • Leadership study calls for a situational approach, which is fundamentally sociological rather than psychological

20. The study of leadership started with the assumption that it was a phenomenon embedded in the leader, as opposed to within the follower. Viewed from a sociological perspective, leadership is an interplay and relationship between two or more actors within a particular context.

21. Looking at Leadership through Several Lenses • Studying only leaders provides just a partial view of the leadership process. • Leadership depends on several factors, including the situation and the followers, not just the leader’s qualities or characteristics. • Leadership is more than just the kind of person the leader is or the things the leader does. • The clearest picture of the leadership occurs only when you look at all three aspects---leader/follower/situation.

22. Clark • Leader- You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. • Followers-Different people require different styles of leadership. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs emotions, and motivation. • Situation- All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation.

23. Leader-Follower-Situation Interactions Leaders create environments within which follower’s innovations and creative contributions are welcome. Leaders encourage growth and development in their followers. Leaders are generally more interested in the big picture of followers’ work than managers. Leaders motivate followers more personally. Leaders redefine the parameters of tasks and responsibilities.

24. Leadership vs. Management Can we make a distinction between leadership and management?

25. Let’s Get Rid of Management • People don’t want to be managed. • They want to be led. • Whoever heard of a world manager? • World Leader, Yes. • Educational Leader. • Political Leader. • Religious Leader. • Scout Leader. • Community Leader. • Labor Leader. • Business Leader. • They Lead. • They don’t manage. • The carrot always wins over the stick. • Ask your horse.

26. Let’s Get Rid of Management • You can lead your horse to water, but you can’t manage him to drink. • If you want to manage somebody, manage yourself. • Do that well and you’ll be ready to stop managing. • And start leading.

27. Distinctions Between Managers and Leaders (Bennis) Leaders: • Innovate • Develop • Inspire • Take the long-term view • Ask what and why • Originate • Challenge the status quo Managers: • Administer • Maintain • Control • Have a short-term view • Ask how and when • Imitate • Accept the status quo

28. Leadership and Management (Hughes et. al.) • Leader-Team direction Manager- Structure and systems • Leaders- Effectiveness, results Managers- Efficiency, methods • Leaders- Build team Managers- Specific activities

29. Leadership & Management (Zaleznik) Managers Unidirectional Authority • Are reactive • Prefer to work with people solving • Low emotional involvement Leaders Multidirectional Influence • Are emotionally active & involved • Shape ideas over responding to them • Act to expand available options • Change the way people think about what is possible

30. Leadership vs. Management LEADER MANAGER Visionary Passionate Creative Inspiring Innovative Courageous Imaginative Experimental Independent Shares knowledge Trusting Warm and radiant Expresses humility Initiator Acts as coach, consultant, teacher Does the right things Rational Business-like Persistent Tough-minded Analytical Structured Deliberative Authoritative Stabilizing Centralizes knowledge Guarded Cool and reserved Rarely admits to being wrong Implementer Acts as a boss Does things right

31. Summary Point (Clark) • Assigned Leadership- Position as a manager gives authority to accomplish certain tasks and objectives. • This power does not make you a leader, it makes you the boss. • Emergent Leadership- Makes followers want to achieve high goals rather than bossing people around. Thus, you get Assigned Leadership by your position and you display Emergent Leadership by influencing people and being influenced by people to do things----to accomplish goals.

32. Leadership & Management Kotter Management Activities “Produces order and consistency” • Planning & Budgeting • Organizing & Staffing • Controlling & Problem Solving Leadership Activities “Produces change and movement” • Establishing direction • Aligning people • Motivating/Inspiring Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper.

33. Concept Overlap • Leaders perform many activities traditionally though as management functions and vice versa. • To be an outstanding manager often necessitates being a good leader. • To be an outstanding leader requires one to be good at decision making, planning, organizing, directing, and controlling--- the essence of managing.

34. Warren Bennis “Managers do things right, while leaders do the right things.”

35. Leadership Conceptualized • Leadership is a Trait • Leadership is an Ability • Leadership is a Skill • Leadership is a Behavior • Leadership is a Relationship • Leadership is an Influence Process

36. Leadership Is a Trait • Each of us has unique leadership traits • Emphasizes the leader in the leader-follower context • Is it elitist to say only some have leadership capacity? • Is leadership an art or a science? (i.e., Are leaders born or made?) • Or, are we all born with certain traits that we can modify and change?

37. Leadership Is an Ability • It means you are able--- you have the capacity. • Is it like playing the piano? The more you play, the better you get? • It is a natural capacity but can also be learned. • We can develop our abilities through hard work and practice.

38. Leadership Is a Skill • This means leadership is a competency. • A skill means you know how to do something, that you are competent. • As a competency, leadership becomes available to everyone. • If we can learn from experience, we can acquire leadership.

39. Leadership Is a Behavior • It is about the actions of leaders. • Leadership requires task and process behaviors. • Effective leaders combine these two behaviors in the optimum way.

40. Leadership Is a Relationship • An unusual way of thinking about leadership • Centered on communication between leaders and followers • Not linear but an interactive process • Not top-down • Mutual purposes imply an ethical dimension

41. Leadership Is an Influence Process • A process whereby an individual influences a group and is influenced by the group to achieve a common goal • Interactive event • Leaders affect followers / followers affect leaders • Stressing common goals gives an ethical dimension to leadership

42. Practicing Leadership • There is a strong demand for leadership today. • People want effective leadership. • Effective leadership is intentional and creates change for the common good. • The challenge is to be prepared to lead when called on (“I will get ready, and perhaps my chance will come.”).

43. Practicing Leadership • Everyone is asked to be a leader. • What sort of leadership roles are you called on / will you be called on to play in your life? • Leadership is exciting but carries with it many responsibilities.