Leadership

Learning ObjectivesIdentify the main obstacles to effective leadership in the organization

Understand the nature of leadership – both formal and lateral

Understand a range of leadership skills

Use the skills and processes presented techniques to improve the quality of leadership

Explain the benefits of having effective leadership in the organization

What is Leadership?

What is Leadership?

• Leadership is not something you do to people it is something you do with people

Blanchard, Zagarmi and Zagarmi 1994

Leadership Defined

Creating & Communicating Meaning

Genuine Caring About People

External Focus

Awareness of the Big Picture

Clear Honest Communication

Leadership and the Organization

The organization needs to have leadership because leaders provide:

• Direction

• Motivation

• Inspiration

These allow ordinary people within the organization to produce extraordinary results over the long term.

Understanding Leadership

Leadership is the essential ingredient that turns visions and plans into reality Effective leaders harness the energies and gain the commitment of their people

towards great achievements Leadership is the ability to get others to do willingly the things you want them to do

for you Key elements are therefore

• Vision Clarity in knowing where you need to get to • Motivation

Spurring the people to work with you to achieve the vision

What Makes an Effective Leader?

Traits

Behavioral

Situational

The factors that make an effective leader can be classified under three headings:

Situational Approach

Behavioral Approach

Traits

Approach

What Makes an Effective Leader?

What Makes An Effective Leader?

Current thinking is that an effective leader possesses

• key characteristics from the Traits approach

• Skills and behaviors from the Behavioral Approach

• Use these in conjunction with appropriate responses from the Situational

Approach

Leadership & Management

Leadership v/s Management

Activity Management Leadership

Creating an agenda

Planning and budgeting

Establishing direction

Developing a human network for achieving the

agenda

Organizing and staffing Aligning people

Executing plans Controlling and problem solving

Motivating and inspiring

Leadership v/s Management• There has to be a balance

– Managers need to have some leadership skills– Leaders need to have some management skills

– A mix of both is what makes a leader successful in today’s world.

Leadership Style

Leadership Style

Can be defined as

• The way in which you carry out your functions as a leader

• A consistent pattern of behavior

• A behavior that has been developed by you consciously or sub-

consciously over time

Leadership Styles

Autocratic Leadership Style

Bureaucratic Leadership Style

Democratic Leadership Style

Laissez-Faire Leadership Style

Autocratic Leadership Style

• Manager retains as much power and decision-making authority • Manager does not consult employees, nor are they allowed to give any input

Should be used when:• New, untrained employees join• There is limited time in which to make a decision

Should be avoided when:• Employees expect to have their opinions heard• Employees become tense, fearful, or resentful

Bureaucratic Leadership Style

• The leader ensures that everything must be done according to procedure or policy• If things are not done according to the book, the manager refers to the next level

above him or her

Should be used when:• Employees are performing routine tasks over and over• Safety or security training is being conducted

Should be avoided when:• Employees do only what is expected of them and nothing more• Employees lose their interest in their jobs and in their fellow workers.

Democratic Leadership Style

• Also called the participative style as it encourages employees to be a part of the decision making

• Manager shares decision making and problem solving responsibilities• Can produce high quality and high quantity work for long periods of time

Should be used when:• Highly skilled or experienced employees• When implementing operational changes

Should be avoided when:• New, untrained employees join• When time is limited

Laissez-Faire Leadership Style

• Also known as the "hands-off¨ style. The manager provides little or no direction and gives employees as much freedom as possible

• All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.

Should be used when:• Employees are highly skilled, experienced, and educated• Outside experts, such as staff specialists or consultants are being used

Should be avoided when:• If It makes employees feel insecure at the unavailability of a manager.• The manager cannot provide regular feedback to let employees know how well they

are doing or when the Manager doesn't understand his or her responsibilities and is hoping the employees can cover for him or her

Leading A Team

Leadership & Teams

Forces and Leadership Style In today’s organization teams are

involved in every function

For teams to achieve maximum

effectiveness it is important that

appropriate leadership be shown so as

to provide:

• Direction

• Motivation

• Cohesion

There are three forces that need to be considered• Forces within you

― Influenced by background, knowledge, values and experience

• Forces in the team ― Influenced by the leaders

personality, their relationship with the leader and their expectations of the leader

• Forces in the situation ― Influenced by the nature of the

task, time available, customer demands, resource availability

Motivational Skills

Giving praise and honest appreciation when it is due

The leader’s job often includes having to change the attitudes and behaviors of the followers This can be achieved by:

Calling people’s attention to mistakes - but indirectly

Talk about your own mistakes before criticizing another person

Ask questions instead of giving direct orders

Let the other person save face

Praise very improvement

Give the person a fine reputation to live up to

Use encouragement to make any fault seem easy to fix

Make the other person happy about doing as you suggest

Lateral Leadership

Definition: Getting things done when you are not the boss

This may be required or appropriate when

• Cross Functional Teams are involved

• Project Team Management is required

Lateral Leadership by Fisher & Sharp 1998

Lateral Leadership

Lateral Leadership Process There is a 5 step process for lateral leadership

1.

•Defining the purpose by clarifying the results to be achieved

2.

•Think about the process and the outcomes

3.

•Integrate thinking and doing to learn

4.

•Offer everyone a challenging role so as to engage hearts, minds and bodies

5.

•Give clear feedback in a constructive way

Keeping Leadership On-Course • The key components for this are what defined leadership at the

beginning of this module

Creating & Communicating

MeaningGenuine Caring About People

External Focus

Awareness of the Big Picture

Clear Honest Communication

Final Comment

An army of deer led by a lion is more to feared than an army

of lions lead by a deer

Phillip II of Macedonia

Thank you