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

Leadership: A Sample of Theory, Style and Methods

by

Val Hawks

BYU Engineering Leadership

Trait Versus Process 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

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.

Assumptions of Leadership 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

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)

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

Good to Great theory

Source: jimcollins.com

Situational Leadership Theory

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

Directive/Task Behavior

Supportive/Relationship Behavior

Involves: Listening to People Providing Support and Encouraging Their Efforts Facilitating Their Involvement in Problem Solving and Decision Making

8

S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

9

Subordinate’s Development Level

Competence: Task, Knowledge and Skills

Commitment: Motivation and Confidence

10

Levels of Development

D1 - “Enthusiastic Beginner” D2 - “Disillusioned Learner” D3 - “Reluctant Contributor” D4 - “Peak Performer”

11


D1 Low Competence, High Commitment

“Enthusiastic Beginner”

12


D2 Some Competence, Low Commitment

“Disillusioned Learner”

13


D3Moderate to High Competence

Variable Commitment

“Reluctant Contributor”

14


D4 High Competence, High Commitment

“Peak Performer”

15

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”

Development Level is

Task Specific!

18

S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR



HIGH LOWMODERATE

D4 D1D2D3

19

Directing

High Directive, Low Supportive Leader Defines Roles of Followers Problem Solving and Decision Making Initiated by

the Leader One-way Communication

20


S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR


HIGH LOWMODERATE

D4 D1D2D3

21

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

22

S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR



HIGH LOWMODERATE

D4 D1D2D3

23

Supporting

High Supportive, Low Directive Focus of Control Shifts to Follower Leader Actively Listens Follower Has Ability and Knowledge to Do the

Task

24

S3

S1S4

S2







HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

25

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”

26

S3

S1S4

S2







HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

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

What About You?

What type of follower do you want to be?

What type of leader will you become?

How will that happen?

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.

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

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