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Leadership

Leadership. Session 1 Donna Gent. Learning Objectives. To understand the theory base for leadership To appreciate how models can be used in the workplace To unpack latest themes in the literature To examine the different ways organisations try to develop leadership.

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Leadership

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  1. Leadership Session 1 Donna Gent

  2. Learning Objectives • To understand the theory base for leadership • To appreciate how models can be 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. Definition • “…it is about capturing attention and motivating people to follow your way – your vision and your dreams” (Augier & Teece, 2006)

  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 leadership • Hersey & Blanchard • Task behaviour • Relationship behaviour • Maturity • Fiedler Contingency Theory • Leader-member relations • Task structure • Position power

  10. The SLII ® Model 5–1 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  13. Development Level • Competence • Commitment 3–2 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  14. Competence • Demonstrated goal- or task-specific knowledge and skills • Transferable knowledge and skills 3–3 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  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 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  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 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  18. Motivation v Confidence © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  19. Development Levels D4 D3 D2 D1 Commitment Competency © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  20. Flexibility The ability to use a variety of leadership styles comfortably. 4–1 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  22. Directive Behavior • Teach • Organize • Structure • Supervise • Evaluate 4–3 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  24. Supportive Behavior • Listen • Explain (why) • Ask (for input) • Nurture / Encourage • Facilitate (problem solving) 4–5 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  30. Style 1 for Development Level 1 5–5 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  31. Style 2 for Development Level 2 5–6 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  32. Style 3 for Development Level 3 5–7 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  33. Style 4 for Development Level 4 5–8 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  34. A Leader Has Three Choices • Match • Oversupervise • Undersupervise 5–4 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  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. Do not duplicate • Item # 14363 • V040201

  37. Until next week… donnagent@hotmail.com

  38. Leadership Session 2

  39. Quick review • Last time • Theories of Leadership • Situational Leadership • Today • Climate and Styles • Latest Themes in Literature • Developing Leaders

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

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

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

  43. Directive Pacesetting Affiliative Visionary Coaching Participative Leadership Styles

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

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

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

  47. 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)

  48. Current themes… • Emotional intelligence (Goleman; 2004), versatility and resilience (Shatte) • Flexibility and tailoring styles • About knowing and managing yourself (Boyatzis & McKee, 2006)

  49. Current themes…. • Authentic moral leaders • Verschoor (2006) – good ethics is good business • Leadership as a “state of being” • Leaders embark of a developmental cycle of awakenings prompting higher levels of enlightenment (Locander & Leuchauer, 2006)

  50. 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

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