Leadership Session 1. Learning Objectives To understand the theory base for leadership To appreciate...

Leadership

Session 1

Learning Objectives

• To understand the theory base for leadership

• To appreciate how models are used in the workplace

• To unpack latest themes in the literature

• To examine the different ways organisations try to develop leadership

What is leadership about?

• Leadership vs. management?

• Types of leaders?

• Born or made?

• Power?

• Motivation?

• Managing interactions?

Best boss / worst boss

• In pairs – characteristics of the best boss you’ve ever had or the worst boss you’ve ever had

Definitions

• “…it is about capturing attention and motivating people to follow your way – your vision and your dreams”

(Augier & Teece, 2006)• “leadership is the process whereby one person

influences others to work towards a goal”

(Yulk and VanFleet, 1992)

Types of Leader

• Charismatic– Churchill? Hitler?

• Traditional– Hereditary Monarchs

• Situational– Context specific

• Appointed– Managers

• Functional– Depends on what the leader does

Leadership Theory

• Great Man

• Trait

• Behaviourist/Styles

• Situational/Contingency

• Transactional

• Transformational

• Dispersed/Distributed leadership

Behaviourist

Blake & Mouton (1964)

Country Club Management

Team Management

ImpoverishedManagement

AuthorityObedience

Organisation &Management

Concern for production

Concern for People

Situational/contingency leadership

• Fiedler Contingency Theory– Leader-member relations– Task structure– Position power

• Hersey & Blanchard– Task behaviour– Relationship behaviour– Maturity

The SLII ® Model

5–1 © 2001 The Ken Blanchard Companies. All rights reserved.

i–3

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!

© 2001 The Ken Blanchard Companies. All rights reserved.

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.


Development Level

• Competence

• Commitment

3–2

3–3

Competence

• Demonstrated goal- or task-specific knowledge and skills

• Transferable knowledge and skills


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?


The Four Development Levels

D1D1—Low competence and high commitmentD2D2—Low to some competence and low

commitmentD3D3—Moderate to high competence and variable

commitmentD4D4—High competence and high commitment

3–5

The Four Development Levels

D1D1—The Enthusiastic Beginner

D2D2—The Disillusioned Learner

D3D3—The Capable, but Cautious, Performer

D4D4—The Self-Reliant Achiever

3–18

Motivation v Confidence

Motivation Confidence Behaviour

A ↑ X↓B X↓ ↑C X↓ X↓D ↑ ↑


Development LevelsD4 D1D3 D2

Commitment Competency © 2001 The Ken Blanchard Companies. All rights reserved.

Flexibility

The ability to use a variety of leadership styles comfortably.


4–2

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


Directive Behavior

• Teach

• Organize

• Structure

• Supervise

• Evaluate


4–4

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


•Listen

•Explain (why)

•Ask (for input)

•Nurture / Encourage

•Facilitate (problem solving)

4–5

Supportive Behavior


Style 1

4–6

You really want tohelp others developtheir competence!

Find something to acknowledgeGive direction – show and tell

Check for understanding


4–7

Style 2

You want toshow you care!

Find something to praiseLead with your ideas and why

Consult and listenMake the final decision


4–8

Style 3

You want othersto believe inThemselves!

Pull ideas from the individualListen and encourage

Ask open ended questionsHold the individual accountable


4–9

Style 4

You want others to go beyondthe possible!

Allow the other person to take the leadAsk to be kept informedChallenge them to excell


The Four Leadership Styles

4–10

You really want tohelp others developtheir competence!

You want toshow you care!

You want others to go beyondthe possible!

You want othersto believe inThemselves!


Style 1 for Development Level 1


A Leader Has Three Choices

•Match

•Oversupervise

•Undersupervise


Where are the Hot Spots?

D4Hi CompHi Comm

D3Hi Comp

Var Comm

D2Lo CompLo Comm

D1Lo CompHi Comm

S1Directing

Hi DirectionLo Support

S2Coaching

Hi DirectionHi Support

S3Supporting

Lo DirectionHi Support

S4Delegating

Lo DirectionLo Support

MANAGER’S STYLE OF LEADERSHIP

FO

LLO

WE

RS

DE

VE

LOP

ME

NT

LE

VE

L


Where are the Hot Spots?

Too LittleS

Too LittleD X

X Too LittleD

Too Much S

Too LittleS

Too MuchS

Too Much D X

X Too MuchD

D4Hi CompHi Comm

D3Hi Comp

Var Comm

D2Lo CompLo Comm

D1Lo CompHi Comm

S1Directing

Hi DirectionLo Support

S2Coaching

Hi DirectionHi Support

S3Supporting

Lo DirectionHi Support

S4Delegating

Lo DirectionLo Support

Over Leading :Leadership style is more

than required for the situationU

nd

er Lead

ing

:Leadership style is less

than required for the situation

MANAGER’S STYLE OF LEADERSHIP

FO

LLO

WE

RS

DE

VE

LOP

ME

NT

LE

VE

L


References

• Augier & Teece (2006) Understanding complex organization: the role of know-how, internal structure, and human behaviour in the evolution of capabilities, Industrial and Corporate Change Vol 15, Issue 2 395-416

• Rollinson, Broadfield and Edwards (1998) Organisational behaviour and Analysis (chapter 11 and 12)

• Blake R. R. & Mouton S. J. (1978) The New Managerial Grid, Houston, TX, Gulf

• Hersey, P. and Blanchard, K. H, Leadership and the One Minute Manager, William Morrow, 1999

• Fiedler, F. (1969) Leadership, A Contingency Model, Organisations and identities Chandler and Barry 1994

Until next week…

[email protected]

Leadership

Session 2

Quick review

• Last time– Theories of Leadership– Situational Leadership

• Today– Four Circle Model - Climate and Styles– Latest Themes in Literature– Developing Leaders

Four Circle Model

Job demandsCompetencies

Leadership Styles Climate

PerformanceHay McBer

Competencies

Motives

Values

Self image

Social Role

Skills and Knowledge

Four Circle Model




Leadership Styles

• Directive

• Pacesetting

• Affiliative

• Visionary

• Coaching

• Participative

Four Circle Model




Climate

• Responsibility

• Rewards

• Flexibility

• Clarity

• Standards

• Team Commitment

Current themes….

• “Leadership is a compelling yet elusive topic”

• “as a scientific concept, leadership is a mess”

• (Augier & Teece, 2006)

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)

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

Themes on the individual….

• Emotional intelligence (Goleman; 2004), versatility and resilience (Shatte)– Flexibility and tailoring styles– About knowing and managing yourself

(Boyatzis & McKee, 2006)

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)

The fundamental state of leadership

• Leading oneself– “you must be the change you wish to see in the

world”• Ghandi

• Grapple with the shadow sides– Empathy is good but cannot replace

confrontation with yourself (Badaracco, 2006)

Developing Leadership

• What are we trying to develop?

• How can we develop it?

• How do we know if we’ve been successful?

Leadership competencies

• Five forces shape leadership competencies– Global Competition– Information technology– The need for flexible organisations– Teams– Differing Employee Needs– (Barrett & Beeson, 2002)

AstraZeneca Leadership Capabilities

• Provides Clarity About Strategic Direction

• Ensures Commitment

• Focuses on Delivery

• Builds Relationships

• Develops People

• Demonstrates Personal Conviction

• Builds Self Awareness

NCSL 17 leadership qualities

• Analytical thinking• Challenge and support• Confidence• Developing potential• Drive for Improvement• Holding People Accountable• Impact and influence• Information seeking• Initiative• Integrity• Personal Convictions• Respect for others

• Strategic thinking• Team working• Transformational leadership• Understanding the

Environment• Understanding Others

Developing Leadership

• Training is most common developmental practice

• More effective?– Special projects– Mentors– Personal Coaches– Action Learning Sets– (Pomeroy 2006)

Informal Leadership Development

• Informal– Engaging with texts (Augier & Teece)

• Reflective Enquiry and Action– (Jentz and Murphy 2005)

One Size Fits All?

• A1 – A3 leadership roles

• Implications for talent management and succession planning

Leadership progression

Job Shape A3 A2 A1

Strategic

Tactical

Operational

Final thoughts

• Developers must show ROI

• What does this mean for movement towards ethical and moral leadership?

References…

• Succession management: Trends and current practiceBusine and Watt Asia Pacific Journal of Human Resources.2005; 43: 225-23

• Pomeroy (2006)• Jentz, B. & Wofford, J. (2006) Leadership and Learning:

Personal Change in a Professional Setting

Leadership Session 1. Learning Objectives To understand the theory base for leadership To appreciate...

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