Leadership (Theory & Practice)

1. Leadership (Theory & Practice) Professional Development 2012

2. Learning Outcomes • Revisit Leadership Theory • Consider Significance of Emotional Intelligence for people centred leadership • Identify your own leadership profile in the context of leadership as a professional competency • Use essential readings to understand leadership in complex environments

3. Leadership What is it & what are its characteristics?Summary Of Leadership TheoriesAuthoritarian Vs Facilitative Leadership StylesLeadership = Power & Influence?Emotional Intelligence & People Centred LeadershipMy personal/professional Leadership profile (MBTI perspectives)Leading Groups Through a Project Cycle

5. Think, Reflect, Recall • Family • College & Peers • Placement • Community Development Contexts • Previous Career • Society • Public Life

6. Definition of Leadership • “A process whereby an individual influences a group of individuals to achieve a common goal.” • Peter G. Northouse • “Leadership at its core, is a very simple process of thinking well or thinking clearly about the situation facing them” • Sean Ruth

7. Most Common Characteristics • Caring • Approachable • Has Integrity • Accepting of people • Respectful • Affirming • Understanding • Enthusiastic • Thoughtful • Bring out the best in people • Positive • Supportive • Has a vision • Good listener • Challenging • Inspiring • Sense of Humour

8. Enthuser Integrity-lives his/her values Leads by example Aware of own behaviour Intellect to meet job needs Aware of group needs Exhibits trust in his followers Able to represent the organisation to his people and his people to the organisation Generates good leaders from his followers Leadership Characteristics pd-mr&bk

9. Described as the solo leader Task oriented one way communicator Sees others as subordinates-directs Makes all the decisions Uses policy and structure-conforms Uses extrinsic rewards considered the expert Pushes change from the top works one to one with subordinates Leadership Styles - Authoritarian pd-mr&bk

10. Quality oriented Empowers-delegates decision making & problem solving Emphasises trust, innovation and risk taking Defines tasks broadly and uses cross training Works towards consensus-mission Skilled in motivation toward improvement Uses intrinsic motivation Initiates change through groups Develops colleagues Leadership style :Facilitative pd-mr&bk

11. Power “Power is the capacity or potential to influence”. Peter G. Northouse • Beliefs – Attitudes – Course of Action • What is your potential to exercise the above and does this indicate leadership role(s)?

12. Types of Power • John French and Bertram Raven in 1959 • LEGITIMATE – has a right to make demands and expects compliance and obedience. • REWARD – Results from one person’s ability to compensate another for compliance • COERCIVE – Can punish others for non compliance. • EXPERT – Person’s superior skills and knowledge • REFERENT – Person’s perceived attractiveness, worthiness, and right to respect from others.

13. The Development of Leadership Theories • 1. Leadership Traits Theory • 2. Behavioural Style Theory (Blake and Mouton) • 3. Contingency Theory and Situational Leadership (Hersey Blanchard) • 4. Action Centred Leadership (Adair) • 5. Emotional Intelligence (Goleman) pd-mr&bk

14. 1. Theories of Leadership • Trait theories: • Personality? • Dominance and personal presence? • Perseverance • Charisma & enthusiasm • Self confidence? • Achievement driven • Ability to formulate a clear vision? • Worker & doer

15. 2.Theories of Leadership • Behavioural: • Imply that leaders can be trained – focus on the way of doing things • Structure based behavioural theories – focus on the leader instituting structures – task orientated • Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated

16. 3. Theories of Leadership • Contingency Theories: • Leadership as being more flexible – different leadership styles used at different times depending on the circumstance. • Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts

17. 4. Action Centered Leadership (Adair) • Leadership must ensure that all three sets of needs are met on an ongoing basis Group Task Focus Relationships Individual Self-esteem/actualisation ‘Tannenbaum and Schmidt’ pd-mr&bk

18. 5. Emotional Intelligence “An array of capabilities, competencies and skills that influence one’s ability to succeed in coping with environmental demands and pressures” Reuven Bar On It is a factor in determining one’s ability to succeed in life Relates to potential for performance Centre for Education and Developing Human Potential

19. How does EQ differ from IQ • IQ focuses upon developing cognitive abilities and is more academically orientated • IQ is thought to be established at birth and cannot be enhanced • IQ has traditionally been used to predict a persons potential for success EQ focuses on developing an understanding of and ability to mange emotions EQ can be developed and enhanced through life Until recent years EQ has been over looked in predicting a persons potential for success Centre for Education and Developing Human Potential

20. Real Leadership pd-mr&bk

21. Centre for Education and Developing Human Potential

22. EQ-I Measures Intrapersonal: emotional self awareness, assertiveness, self-actualisation, self regard, independence Interpersonal: empathy, social responsibility, interpersonal relationships Adaptability: problem solving, reality testing, flexibility Stress Management: stress tolerance, impulse control General Mood: happiness and mood Centre for Education and Developing Human Potential

23. Components of EQ: Intrapersonal. Awareness of your own emotions – ability to name feelings you are experiencing Ability to manage your emotions – anger, anxiety, sadness expressed in a constructive manner and ability to create and maintain positive emotions Recognising emotions in other people – putting yourself in the other persons shoes and having empathy for other peoples feelings Centre for Education and Developing Human Potential

24. The Emotionally Intelligent Leader Is self aware, motivated and perceives others accurately Manages emotions to create well formed outcomes Can recognise and name emotions Prepares to manage both people and tasks Thinks positively and stays with a challenge Is flexible and adapts easily to changes Excellent social skills and sense of community Is resilient and looks for solutions Seeks to grow and develop Adapted from Emotional Intelligence Chartered Management Institute 2003 Centre for Education and Developing Human Potential

25. Emotional Capital- 3 core elements in organisations External emotional capital- value of feelings and perceptions held by the client/service user and external stakeholders Internal emotional capital- values, feelings, beliefs held by all employees/volunteers in org/agency Intra-personal emotional capital–level of positive energy a leader invests and how they mobilise, focus and renew the collective energy of the people they lead Source: Emotional Capitalists Martyn Newman 2005 Centre for Education and Developing Human Potential

26. MBTI –Leadership & Team Building(see handout for your type-Krebs Hirsh, S.) • Your Team Leadership Style • How you might irritate team members • How you might influence team members • How you contribute to team dynamic • How you can maximise your effectiveness • How you might be irritated by other team members

27. Dominant Functions

28. Additional Slides • Leading Teams/Groups throughout a project cycle

29. Blanchard’s Model of Situational Leadership Applied to Team Development Hi Lo Forming Storming Norming Performing Competence of the Team Commitment of the Team pd-mr&bk

30. Team Leader’s responsibility at the Forming Stage • Hold a detailed briefing session • Answer all questions honestly • Create a clear sense of direction • Present mission, goals and requirements • Identify outputs and deliverables • Define tasks, responsibilities and roles • Provide training on team roles, tools and processes pd-mr&bk

31. Bonding Stage • Make team members feel welcome and needed • Develop relationships to unify participants • Establish ground rules to develop common ground • Build mutual trust between members and management • Cultivate participation with communication • Encourage creativity and accept feedback • Brainstorm problems and their causes pd-mr&bk

32. Storming Stage-managing team conflict • Welcome differences • React positively • Use empathy • Use positive feedback • Confront problems • Negotiate solutions together pd-mr&bk

33. Empowering the team • Let the team finalise its charter • Assist the team develop a master plan • Let the team run meetings as soon as possible • Guide the team to share its workload • Encourage consensus decision making • Help the team to resolve conflicts pd-mr&bk

34. Facilitating Team training • Team building skills • Organising Skills • People Skills • Meeting Skills • Supporting tools • Work and project management • Technical skills pd-mr&bk

35. Leadership is about inspiring trust?

36. Leadership is about seeing possibilities? Rodger Bannister 1954

37. Leadership is about seeking new strategies? Dick Fosbury 1969 

38. Leadership is about having a vision?

39. Leadership is about quality communication?

40. Reading Material Two Journal Articles Nienow, D. (2009). Collective Leadership For Community Change: The Essential Role Of The Community Organisation. Centre of Ethical Leadership (PDF download on moodle). Tarplett, P. (2011) Leadership in Tough Times International Journal of Leadership in Public Services, Vol 7, No 3 - 2011. (PDF copy on Moodle) Leadership: Theory and Practice ; Peter Northouse, Sage Publications, London 2007 Effective Educational Leadership; Ed. Nigel Bennett, Megan Crawford, Marion Cartwright, Open University/Sage, London 2008 Leadership Can be Taught; Sharon Daloz Parks, Harvard Business School Press, Boston 2005