Authentic leadership
52
Authentic Leaderschip Prof.dr. Jesse Segers @SegersJesse
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Transcript of Authentic leadership
Well, I would have
exhibited more
leadership qualities if
someone would have
told me to.
Goals
1. To realize that implicit theories influence our view about leadership
2. To better understand what authentic leadership is
3. To be able to see me/others/events through multiple perspectives
4. To realize the importance of meaning and stories as a leader
5. To reflect about and to connect the dots between my own story as a person/leader, my value system, my motivations to lead and my goals as a leader
Agenda
1. What is (authentic) leadership?
2. How do you develop it?
• Personal leadership
• Leadership in relation to others
3. Why do you want to develop it?
What is leadership
2. If you have to draw leadership: how does it look like?
5 minutes on your own
20 minutes in groups of 5 or 6 people
When ready hang your group drawing against the wall
Explain your drawing in 2 minutes
1. A personal leadershipexperience duringthe last year.
= the challenge
What do you need in order to speak about leadership?
A
C B= the people
challenging thoughts about leadership.
= the challenge
What do you need in order to speak about leadership?
A
C B= the people
“Leadership, for us, is not simply about getting people to do things. It is about getting them to want to do things. Leadership, then, is about shaping beliefs, desires, and priorities. It is about achieving influence, not securing compliance.”
Haslam et al. (2011)
Environment exercise
Types of challenges
Problem Solution Type of challenge
! ! Technical
! ? Mixed
? ? Adaptive
(Ronald Heifetz, 1994)
Leadership is acknowledging the elephant in the room
1. Which elephant have you acknowledged lately in the room?
2. When have you been the skunk at the lawn party?
3. What was your last courageous conversation?
= the challenge
What do you need in order to speak about leadership?
A
C B= the people
Skills
Identity
Adult development
(Daniel Day et al., 2011)
«Self authoring
«Socialized mind
«Self transforming
Adult development
New experiencesFeedbackExploring biography, reflectionSafety: a third place
Leadership is developing as a human being
1. What have been situations lately that you didn’t understand?
2. Where do you reflect?
3. Where is your third place?
4. On what does your self-worth depend? On being liked by others?
challenging thoughts about leadership.
= the challenge
What do you need in order to speak about leadership?
A
C B= the people
When does political behavior arises?
Limited resources Vagueness
How do you feel about politics?
• Politics viewed as
• Negative: I prefer that it doesn’t exist, is always a win/losesituation
• Neutral: this is just the way it is, it is human nature
• Positive: it is fun, exciting, is looking for a win/win situation
How do you feel about politics?
• Action orientation
• Responds: if needed, but tries to stay of it
• Predicts: looks at it, tries to predict, anticipate
• Initiates: politcal action
Political style gridPolitics viewed as...
Act
ion
ori
enta
tio
n
Negative Neutral Positive
Initiates
Predicts
Responds
DeLuca (1999)
Political style gridPolitics viewed as...
Act
ion
ori
enta
tio
n
Negative Neutral Positive
Initiates Machiavellian
• manipulator,
sometimes created by
context
• looks at the number 1
•Win/lose
Responsible
•Obligation (no desire) to
protect the good
• comes with the scope
•Often reaction against
Machiavellian
Leader
• Play maker
• Impact player
•Win/win
•Creativity
•Low key
Predicts Protector
• Filer builder (emails,
files, …)
• defensive towards
new ideas, bureaucratic
Speculator
• Observe
•Grapeviner (especially
with reorganizations)
•Predicts who is going to
get what, which project is
going to be launched
Advisor
• Counselor in politics
•Often senior who help
juniors
•Look for win/win
Responds Cynic
• “I told you so...”
• Gossip
•Have lost many tomes
(lose/win)
•Don’t take risks
Fatalist
• Que sera sera
•Do your job and hope for
the best
•A lot of technical
managers
Spectator
• fan, soap opera
• encourager, supports
players (goes for a
drink after win or los)
DeLuca (1999)
Machiavellian vs Political leader (De Luca, 1999)
Machiavellian Political leader
Manipulates Influences
Create losers Creates winners
Lone wolf Team player
Use power for self-interest Uses power to get things done
Boot licking & brownnosing Respect, chooses moments
Promotion is a goal Promotion is an outcome
Hidden agenda’s Open agenda’s
His/her word is an aid His/her word as a contact
Calculated Strategic
Gossip Repeats
Takes credit Spreads credit
Exercise:
• Think of a political skilled individual in your working environment
• What makes this person political skilled?• Define 3 characteristics or typical behaviors
Political skills
Political skills
Definition• “the ability to effectively understand others at
work, and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organizational objectives”
Dimensions• Social astuteness• Interpersonal influence• Networking ability• Apparent sincerity
Ferris et al. (2005, 2007)
Social Astuteness
Which power/influence tactics to use to enforce your personal (leadership)claim?
Which power tactics, influence strategies or techniques could be used?
Kipnis et al. (1980), Higgins et al. (2003)
Tactics Characteristics Direction
Rational persuasion Presenting logical arguments and factual evidence to demonstrate a request is reasonable
Inspirational appeals Expressing an inspirational vision and stressing its value
Consultation Asking for advice and suggestion to improve things
Ingratiation Flattery, praise, stressing the qualities and suitability of the other, friendly behavior
Exchange Offering help in an explicit manner in the domain of the other in exchange for support
Personal appeals Asking for compliance based on friendship or loyalty
Coalitions Create an informal group of like minded people around 1 theme.
Collaborating Offering the other help (resources, assistance…) with what one wants that the other does
Legitimacy Stress consistency with existing rules, politics, appointments or habits.
Recommending Stressing the benefits for the other
Pressure Using warnings, repeated demands, and threats
Kipnis et al. (1980), Ammeter et al. (2002), Yukle , et al. (2008)
Power/influence tactics
Effectiveness of influence tactics
The effectiveness depends on:• Combination of tactics
• 1 soft tactic (e.g. ingratiation, personal appeal, inspirational appeal, consultation) more effective than 1 hard tactic (legitimacy, pressure, exchange)
• 2 soft tactics or a combination of a soft with rational persuasion, is more effective than any combination of the harder tactics
• Gender• Conform role expectations
• Soft tactics more effective when used by women• Hard tactics more effective when used by men
• Transparency of the pursued self-interest• Political skills of the influencer
Fable & Yukle (1992), Rudman (1998), Higgins et al. (2003), Brooke et al. (2011)
Political skills
General effects of political skills for leaders:• Better performance appraisals• Better team performance• Better sales results• Better outcomes in assessments for promotion• More confidence, job satisfaction, commitment, and
support towards the organization of the subordinates• Lower cynicism with subordinates• It’s a buffer against negative effects (stress/burnout),
of organizational stressors (role conflict, role overload, job pressure, interpersonal conflict, social stressors)
Ahearn et al. (2004), Treadway et al. (2004), Perrewé et al. (2004, 2005), Ferris et al.
(2005, 2007), Zellars et al. (2008), Blinckle et al. (2010, 2011), Meurs et al. (2011)
Leadership is working with the system
1. Do you have a good sense of organizational timing?
2. Who warns you for bad timing?
3. What is your political style?
4. How flexible are you in your influencing strategies?
5. How prototypical are you for the system?
Trust is the power of leadership
1. How do you build, maintain and repair trust?
2. Do you appear to be sincere? How transparent are you?
3. Do you still try to walk your talk? Or do you talk your walk?
Skills
Identity
Adult development
(Daniel Day et al., 2011)
Leaders develop leaders
1. On what does your self-worth depend? On being better than others?
2. How often do you ask for help?
3. Do you grant others a leadership identity?
Developing my leadership through golden moments
Golden moment = moment that has been defining in your evolution.
The goal is to come to corevalues and beliefs by ‘connecting the dots’
My golden moments
1. Personal reflection -10’
Start with the first very good experience you had. Draw it the happiness/tim axe, describe it with some core words: why was it defining? What have you learned? .
Go to the next defining moment. Continue until have mapped them all out.
Happ
ines
s
Time
2. Sharing (3x20 min. incl. breaks)
-Materialize the time line with post-it’s on the ground
-Walk your defining moments with your two buddies and explain them. Your buddies can ask for clarification
-Your buddies make you reflect on your leadership behaviors, beliefs, values and purpose by asking open question
My golden moments
3. Personal reflection + feedback (20’)
-Note in your learning log what you became aware of (10’).
-Share your learnings with your buddies who can give feedback.
Conclusion1. Which elephant have you acknowledge lately in the room? When have
you been the skunk at the lawn party? What was your last courageous conversation When have you protected the skunk at the lawn party?
2. What have been situations that you didn’t understand lately ? Where do you reflect? Where is your third place? On what does your self-worth depend? On being liked by others?
3. What’s your story?
4. Do you have a good sense of organizational timing? Who warns you for bad timing? What is your political style? How flexible are you in the influencing strategies? How prototypical are you for the system?
5. How do you build, maintain and repair trust? Do you appear to be sincere? How transparent are you? Do you still try to walk your talk? Or do you talk your walk?
6. On what does your self-worth depend? On being better than others? How often do you ask for help? Do you grant others a leadership identity?
I want to develop my leadership this year because…
Q&A
