OELSU_BPD_Leadership_Introduction_2.pdf

7/27/2019 OELSU_BPD_Leadership_Introduction_2.pdf

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LEADERSHIP INTRODUCTION 2

Business and Professional Development


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Lecture Learning Outcomes

Examine what we know about leadership

Are there competencies required in leaders ?

Can I make a good/great leader???

What sets the leader apart?


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Period Approach Core Theme

Up to 1940s Trait Approach Leadership ability is

innate

1940s to 1960s Style / Behavioural Approach Leadership effectiveness

is to do with how leaderbehaves.

1960s to 1980s Contingency Approach It all depends. Effectiveleader is affected by the

situation

Since 1980s New Leadership Approach Leaders need Vision

Transformational


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What Do We Actually Know About Leadership?

Leadership requires Competencies

Leaders vary from Good to Great

For LeadersSelf awareness matters

For Leaders.What other people see is important

Personality predicts leadership????

Good leaders can move mountains

Bad leaders alienate people

Base rate of incompetent managers.


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Leadership requires

Competencies


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Competencies Examples..People Leaders

Self-Awareness

Self-Confidence Self-Reliance

Self-Actualization

Assertiveness Relationships Skills

Empathy

Self-Control Flexibility

Optimism


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Competencies Examples.Business

Leaders

Authenticity

Relationships Leading Change

Results Orientation

Commercially Focussed

Customer Partnership Development

Entrepreneurship


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a Leader


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Key Competencies of a Leader

Authenticity

RelationshipsLeading

Change


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AuthenticityCompetency What it is What it isn't

Authenticity

Has strong self

awareness and

consistency in

thoughts, words and

Takes a firm stand on personal beliefs even

when there is a different prevailingpoint of view.

Honest and open at all times, is

known and respected for their

integrity.

Fails to take responsibility for

own actions/mistakes. Does not display attributes of

personal honesty and integrity.

Ignores instances of non

compliance.

actions.

Approaches work in a manner

consistent

Speaks and acts in a consistent

manner.

Demonstrates a clear sense of right

and wrong.

Is reliable and consistent in decision-making.

Honors confidentiality and

preserves sensitive information.

Models the behaviors identified in

your organisation.

Operates hidden agendas.

Does not follow through on

commitments.

Does not interact with others in a

manner that is straightforward,

respectful and inclusive.

Lack the emotional awareness incertain situations.

Does not learn from mistakes and

feedback.


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RelationshipsCompetency What it is What it isn't

Relationships

Builds and maintains

strong relationships

treating everyone

Establishes and maintains good

relationships with a broad range ofpeople.

Builds trust and strong relationships

with those they work with both in

internally and externally.

Uncomfortable communicating

with people at all levels withinorganisation

Sees himself/herself as better

than others and fails to respect

others.

respectfully.

Committed to teamwork.

Understands the strengths of the

team and leverages these.

Develops and encourages all team

members to work collaboratively

within and across functions.

Is able to influence others. Retains relationships through high

quality technical expertise,

knowledge and skill.

Clearly orient new people to the

Barry Group culture and values.

Takes time to recognise others and

celebrate success.

Cooperates selectively in

accordance with his or her own

personal interests.

Talks patronising to or about

other departments or individuals.

Does not contribute towards a

team atmosphere of opennessand helpfulness.

Does not actively participate in

team events.

Fails to follow through on

commitments.

Does not listen to the view of

others.


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Leading Change

Competency What it is What it isn't

Leading Change

Successfully identifies

and adapts to changing

requirements and brings

Is open and flexible to change. Understands the impact of change and plans

accordingly.

Sees change as an opportunity and creates

momentum behind it.

Set and communicates clear standards and

Keeps important organisationalinformation to him or herself or withinimmediate department and does notshare relevant information with othersregarding change.

Is negative about change.

Does not change work practices or accept

others with them

focusing on a new and

challenging direction.

expectations within change.

Leads by example and encourages others to

adapt to changing circumstances.

Uses persuasive and influencing skills to

deliver change in the Strategy and Business

Plans.

Understand the process of change.

Liaises with other leaders/managers i to

ensure an integrated and team approach is

achieved.

Maintains momentum in the face of obstacles

and setbacks and modifies course as

necessary.

the requirements of change initiatives.

Does not deliver clarity in expectations. Does not communicates to those

affected by changes.

Disregards the steps in the change

process.

Fails to develop new approaches,

methods or technologies. Does not adapt own style to suit

changing environment.


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For LeadersSelf

For Leaders.Whatother people see is

important


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Knowing others and knowing oneself, in one

hundred battles, no danger.Not knowing the other and knowing oneself,

Self Awareness matters....Not a new concept

.

Not knowing the other and not knowing

oneself, in every battle certain defeat

Sun Tzu, The Art of War


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Personality Profiling

Emotional Intelligence

Four Key Skills

(1) Self-awareness

(3) Social awareness

(4) RelationshipManagement


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Emotional Intelligence

Emotional state of the leader affects the entire

group = emotional contagionEnergy level of team increases when leaders are

optimistic

Ability to empathise creates feeling of team spirit

Leaders can use it to help followers develop


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Leadership is not

Management


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Functions of Management

Guiding, monitoring and

modifying performance

Supervision of Business

Unit

Establishment of objectivesDeveloping plans

Communication

Motivation

Co-operation

Developing Teams

Activity analysis

Strategic implementation

Decision makingWork responsibility

& allocation


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The Leader/Manager Debate .Both leaders and managers

may have involvement in

establishing direction, aligningresources, and motivating

people.

Managers, however, plan andbudget while leaders establishdirection.

Managers have a narrow

purpose and try to maintainorder, stabilize work, and

organize resources.


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Leaders vs. Managers Manager

Plans and budgets

Allocates resources

Decides timetables

Leader

Establishes direction

Strategies for change

Aligning people

Problem solving

Monitors output

Produces order,

consistency andpredictability

Inspires and motivates

Produces positive andsometimes dramatic

change


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Balancing Management and Leadership..

we need both

Organisation

capable of

M

a

n

Strong

Or anisation

OrganisationManagement

Leadership

great t ings

Organisation

drifts.can die

Big

picture.what

about theimplementation

ag

e

m

e

n

t

Leadership

StrongWeak

is bureaucratic


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Can you find an organisation that fits???

Organisation

capable of

M

a

n

Strong

Or anisation

OrganisationManagement

Leadership

great t ings

Organisation

drifts.can die

Big

picture.what

about theimplementation

ag

e

m

e

n

t

Leadership

StrongWeak

is bureaucratic


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The 4 Imperatives of Great Leaders


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The Leadership Choice


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The Five Dysfunctions of a Team

Inattention to Focus on Collective Outcomes

The Leadership ChoiceThe Role of the Leaders?

Lack of Force Clarity and Closure

Absence of Develop Consistency!

Fear of Mine for Conflict

Avoidance of Confront Difficult Issues


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A Healthy Organisation

Reinforce Clarity

Through

People and Systems

Over-Communicate

Clarity

The Leadership ChoiceWhat they do?

Create

Organisational Clarity

Build and Maintain

a CohesiveLeadership Team


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Leaders vary fromGood to Great


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Now that we know

what Level 5 Leaders

Good to Great

Themes

are..

WHY dont we see more

great leaders and great

organizations?Greatness is not a function of circumstance. Greatness, it turns out, is largely amatter of conscious choice. p. 11 Good to Great


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Professional Will Creates superb results, in the transition

from good to great.

Personal Humility Demonstrates a compelling modesty,

Acts with quiet, calm determination;

Good to Great Themes

CEOs of Fortune 1000 companies with 15 years sustained performance:

The ability to combine amazing persistent (professional will) and personal

humility

Demonstrates an unwavering resolve to

do whatever must be done to producethe best long-term results

Sets the standard of building anenduring great company;

Looks out the window, not in the

mirror, to apportion credit for thesuccess to other people, externalfactors, and good luck.

o mo va e co eagues.

Channels ambition into the company,not the self;

Sets up successors for even moregreatness in the next generation.

Looks in the mirror, not out the

window, to apportion responsibilityfor poor results.

VARIABLES IN THE


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VARIABLES IN THE

LEADERSHIP PROCESS

THE TEAM: Key issues are maturity in terms of abilityand willingness, group cohesion, time together

and individual differences within the group.

THE CONTEXT: Key issues are the dominant style and cultureof the organisation. What is deemedacceptable and appropriate, particularly in

erms o e av our.

THE TASK: Key issues are freedom to act, degree ofdiscretion between demands and constraints,time and urgency.

THE LEADER: Key issues are past experience, values and

beliefs about people, personalitycharacteristics, diagnostic skill and degree offlexibility.


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Cultural Effect

(Schein, 1985)


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Why should anyone be ledby You?


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LeadershipWe can be more effective leaders if we recognise: Leadership is situational

-What is required of us will depend upon the situation

Leadership is non hierarchical

-hierarchy is neither a necessary nor sufficient condition for the exercise ofleadership

and give people the opportunity to exercise it Leadership is relational

-You cannot be a leader without followers

-Successful leaders actively and reciprocally engage in a complex series of

relationships that require cultivation and nurture

Leaders need to know how to excite their followers to becomegreat performers

Adapted from Gaffe & Jones


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Leadership is relational, so what do followers want?

AuthenticityKnow yourself and show

yourself skilfully so that I

am proud to be led by you

Community

Engender a sense ofbelonging so that it is clear

why I am here

SignificanceRecognise my contribution

Make me feel valued

ExcitementExcite me to higher levels

of performance and

commitmentI want to see your passion

Adapted from Goffee & Jones


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So, why would anyone want to be led by you?

Which personal strengths form the basis of your leadership capability?Which strengths could excite others?What are the values that underpin your approach to leadership?

Which personal weaknesses do you reveal to those you are leading?The characteristics that make you more attractive as opposed to the ones that irritate

Are you able to read different contexts?How well do you pick up the subtle shifts in the behaviour of others? (team, customers, competitors etc)

How do you gain acceptance with others?How adept are you at identifying a common goal?

How skilful are you at moving between closeness and distance?Do you evoke loyalty and affection whilst also reminding your followers of the collective endeavour you

are engaged in?

How well do you manage the shifts between closeness and distance?

How well do you communicate?Do you use the appropriate mode of communication taking into account the context, the people and

your own strengths?



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So, why would anyone want to be led by you?

Which personal strengths form the basis of your leadership capability?Which strengths could excite others?What are the values that underpin your approach to leadership?

Which personal weaknesses do you reveal to those you are leading?The foibles that make you more attractive as opposed to the ones that irritate

Are you able to read different contexts?How well do you pick up the subtle shifts in the behaviour of others? (team, customers, competitors etc)

How do you gain acceptance with others?How adept are you at identifying a common goal?

How skilful are you at moving between closeness and distance?Do you evoke loyalty and affection whilst also reminding your followers of the collective endeavour you

are engaged in?

How well do you manage the shifts between closeness and distance?

How well do you communicate?Do you use the appropriate mode of communication taking into account the context, the people and

your own strengths?



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Authenticity is key

Authenticity is integral to the relationship between leaders and

followersi.e. a consistency between words and deeds, a coherence between different

roles and a comfort with being yourself

To demonstrate authenticity: Know your strengths and use them to your advantage

Deploy your differences in a way that attracts followers

Be yourself in contexti.e. read people and situations and respond appropriately


Module Competency


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Module Competency

Authenticity

Competency What it is What it isn't

Authenticity

Has strong self

awareness and is

consistency in

Takes a firm stand on personal beliefs even

when there is a different prevailing point of

view.

Honest and open at all times, is known and

respected for their integrity.

Approaches work in a manner consistent with

the organisations expectations.

Fails to take responsibility for own

actions/mistakes.

Does not display attributes of personal

honesty and integrity.

Ignores instances of non compliance.

Operates hidden agendas.

Does not follow through on commitments.

t oug ts, wor s an

actions.

Speaks and acts in a consistent manner.

Demonstrates a clear sense of right andwrong.

Is reliable and consistent in decision- making.

Honours confidentiality and preserves

sensitive information.

Does not interact with others in a manner

that is straightforward, respectful andinclusive.

Lack the emotional awareness in certain

situations.

Does not learn from mistakes and

feedback.


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Explanation

In threes

Knowing what you know of yourself...Why Should Anyone beLed by You?

Group Exercise

Time

10 Minutes


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I believe it is no harder to buildsomething great than it is to build

something good.

Jim Collins Good to Great

Thank YouQuestionsThank YouQuestions

OELSU_BPD_Leadership_Introduction_2.pdf

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