Leadership Session 1 Donna Gent. Learning Objectives To understand the theory base for leadership To...
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Transcript of Leadership Session 1 Donna Gent. Learning Objectives To understand the theory base for leadership To...
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
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
Definition
• “…it is about capturing attention and motivating people to follow your way – your vision and your dreams”
(Augier & Teece, 2006)
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 leadership
• Hersey & Blanchard– Task behaviour– Relationship behaviour– Maturity
• Fiedler Contingency Theory– Leader-member relations– Task structure– Position power
The SLII ® Model
5–1 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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. Do not duplicate • Item # 14363 • V040201
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
Development Level
• Competence
• Commitment
3–2 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
3–3
Competence
• Demonstrated goal- or task-specific knowledge and skills
• Transferable knowledge and skills
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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
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 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Motivation v Confidence
Motivation Confidence Behaviour
A ↑ X↓B X↓ ↑C X↓ X↓D ↑ ↑
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Development LevelsD4 D1D3 D2
Commitment Competency © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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
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
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Directive Behavior
• Teach
• Organize
• Structure
• Supervise
• Evaluate
4–3 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
•Listen
•Explain (why)
•Ask (for input)
•Nurture / Encourage
•Facilitate (problem solving)
4–5
Supportive Behavior
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Style 1
4–6
You really want tohelp others developtheir competence!
Find something to acknowledgeGive direction – show and tell
Check for understanding
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
4–7
Style 2
You want toshow you care!
Find something to praiseLead with your ideas and why
Consult and listenMake the final decision
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
4–8
Style 3
You want othersto believe inThemselves!
Pull ideas from the individualListen and encourage
Ask open ended questionsHold the individual accountable
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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!
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Style 1 for Development Level 1
5–5 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Style 2 for Development Level 2
5–6 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Style 3 for Development Level 3
5–7 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Style 4 for Development Level 4
5–8 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
A Leader Has Three Choices
•Match
•Oversupervise
•Undersupervise
5–4 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
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
© 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V040201
Until next week…
Leadership
Session 2
Quick review
• Last time– Theories of Leadership– Situational Leadership
• Today– 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
Job demandsCompetencies
Leadership Styles Climate
PerformanceHay McBer
Leadership Styles
• Directive
• Pacesetting
• Affiliative
• Visionary
• Coaching
• Participative
Four Circle Model
Job demandsCompetencies
Leadership Styles Climate
PerformanceHay McBer
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)
Current themes…
• 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)
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
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 Competencies
• 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
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
• 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
Final thoughts
• Developers must show ROI
• What does this mean for movement towards ethical and moral leadership?