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7/24/2019 Effective Leadership Principles[1]
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7/24/2019 Effective Leadership Principles[1]
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Introduction toLeadershipDefnition o Leadership
Leadership is not Management
The Importance o LeadershipRoles o Leaders
Characteristics o Leaders
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Understanding-based
leadership philosophy“ The eneral is the !rmy" There are no bad
battalions only bad o#cers$ Napoleon
“To lead is the ability to thin% ahead$" FrenchSaying
“ood leaders see problems as challenges& 'oorleaders use them as e(cuses or non-perormance$"
“I you )ant to change the )orld* you frst ha+e to
start )ith yoursel$" Mark Twain
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Defnition o Leadership
Leadership is a process )hereby an indi+idual
in,uences a group o indi+iduals to achie+e a
common goal"
Leadership
is a process
in+ol+es in,uenceoccurs )ithin a group conte(t
in+ol+es a common goal
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Defnition o Leadership
Leadership is an in,uence relationship among
Leaders and .ollo)ers )ho intend real
changes that re,ect their shared purposes"
Leadership thereore in+ol+esin,uencechanges
shared purposesintentionpeople/in,uencepersonal responsibility
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Leadership contdLeadership reers to situations in )hich you
are )or%ing )ith others"
It is not about doing things yoursel"It is about accomplishing tas%s and reaching
goals through the e0orts o other people"
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In,uence
Change1hared
purpose
.ollo)ers
Intention
'ersonalresponsibilityLeader
Source: RD Fig.1.1 p6
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The 2e) Reality orLeadership Old Paradigm
Industrial !ge
1tabilityControl
Competition
Things
Uniormity
New Paradigm
Inormation !ge
Change3mpo)erment
Collaboration
'eople andrelationships
Di+ersity
Source: RD Fig.1.2 p9
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Planning1elect goals and )ays to
obtain them
DirectingMoti+ate and coordinate
employees
StafngRecruit and obtain
employees
ControllingMonitor acti+ities and
ma%e corrections
Organising!ssign authority and
responsibility ortas% accomplishment
Source: RD Fig.2.1 p36
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Management Leadership
Direction: Planning and budgeting
Keeping eye on bottom line
Creating vision and strategy
Keeping eye on horizon
Alignment: Organising and staffing
Directing and controlling
Create boundaries
Creating shared culture and values
Helping others grow
Reduce boundaries
Relationships: Focusing on obects ! producing"selling goods andservices
#ased on position power
$cting as boss
Focusing on people ! inspiring andmotivating followers
#ased on personal power
$cting as coach% facilitator% servant
PersonalQualities:
&motional connections 'Heart(Open mind ')indfulness(
*istening 'Communication(
+onconformity 'Courage(
,nsight into self ',ntegrity(
Outcomes: )aintains stability Creates change% often radicalchange
3motional distance3(pert mind
Tal%ing
Conormity
Insight into organisation
Source: RD Fig.2.3 p39
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Leadership is notManagementManagers manage T4I21
Leaders lead '35'L3
Managers do T4I21 RI4T
Leaders do the RI4T T4I21
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Roles o a Leader!cts
as a ste)ard rather than an administrator
to suppress ego and allo) others to gaincredit
accepts personal responsibility
to de+elop relationshipsto ta%e ris%s
to become a partner* nurturer andacilitator
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.orces that Dri+eLeadership'assion
6ision
1el-confdence Tolerance or ambiguity and parado(
Intuition
3mpathy
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Theories o Leadership Traits theory
- great leaders are those )ho possesscharacteristics or traits that ma%e themleaders"
- traits considered to be naturally part o
person7s personality"- This theory assumes that leaders are born"
- it is seen as characteristics o an indi+idual)ho is most li%ely to attract ollo)ers"
- honesty
- inspiring
- or)ard loo%ing
- good loo%ing
- competent
- intelligent
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Theories contd
'roblems associated )ith traits are
8hat uni+ersal criteria should )e use todetermine )ho a leader is9
The characteristics should enable one to be aleader no matter the place he fnd him/hersel"
Cultural di0erences ma%es it di#cult or astandard characteristics to be enacted"
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!utocratic +rs DemocraticLeadership 1tyle
5n one e(treme* leadership styles )ere
described as autocratic:: on the othere(treme* democratic" It )as elt that anyleader7s style )ould all bet)een these t)oe(tremes"
Democratic Autocratic
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Leadership 1tyles
; 3(tremesDemocratic
'articipatory
!ccepting input rom subordinates'ro+iding support* encouraging their e0orts.acilitating their in+ol+ement in decision-ma%ing and
problem-sol+ingLoosely super+ising
Autocratic
2on-participatory Telling )hat to do* ho) to do it* )here to do it* )hen to
do it
Closely super+ising
Th i ti d
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Theories continued!s Managers )ere obser+ed and their
beha+iours recorded* it became clear that theautocratic and democratic labels did notdescribe accurately ho) they did things"
This led to a research into )hat leadersactually do"
Leadership is an in,uence process andthereore modiying the beha+iours o
subordinates is the %ey actor"Research indicate that leaders perorm ; main
unctions"
Directive or Task Behaviours
Supportive or Relationship Behaviours
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Tas% <eha+iourIn+ol+es
Leader engages in spelling out the duties andresponsibilities o an indi+idual or group
- Clearly telling 'eople
- what to do
- how to do it
- where to do it
- when to do it and
- who is to do it - !nd then closely super+ising theirperormance
eg going or a blood test"
1 i /R l i hi
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1upporti+e/Relationship<eha+iour
In+ol+es The e(tent to )hich the leader engages in t)o-
)ay communication" <eha+iours include
- listening to people
- 'ro+iding support and 3ncouraging theire0orts
- .acilitating their in+ol+ement in
- 'roblem sol+ing and decision-ma%ing
- pro+iding clarifcation
- gi+ing socio-emotional support
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Leadership style! leaders style thereore is described in
se+eral )ays ie “tough and hard nosed$ )hileothers may be “easy and permissi+e$
Den
The patterns o beha+iour =)ords and actions>o the leader as perceived by others"
Leadership style is defned in terms o ho) theleader appears in the eyes of the beholder
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1ituational Leadership
!ou get the best e"ort fro#
others not by lighting $rebeneath the# but by buildinga $re within%
by Bob Nelson
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<ases 5 'o)er
1ince leadership is the process of atte#pting toin&uence the behavior of others, and power isthe #eans by which the leader actually gainsthe co#pliance of the follower's )* the t)oconcepts are inseparable"
Leaders cannot automatically in,uence other people&they must utili?e po)er to succeed in any in,uenceattempt"
! number o bases o po)er ha+e been identifed o+erthe years as potential means o successullyin,uencing the beha+ior o others" 1e+en important
po)er bases are defned as ollo)s&
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<ases o 'o)er contd
Expert Power The perception that theleader has rele+ant education* e(perience*and e(pertise
Inormation Power The 'ercei+ed access to@ or procession o - useul inormation"
eerent Power! The percei+edattracti+eness o interacting )ith the leader
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<ases o po)er contd
Legitimate Power! The perception that it isappropriate or the leader to ma%e decisions dueto title* role* or position in the organi?ation"
eward Power! The percei+ed ability to pro+idethings that people )ould li%e to ha+e
Connection Power! The percei+ed association
o the leader )ith in,uential persons oorgani?ations"
Coerci"e Power! The percei+ed ability topro+ide sanctions* punishment or conseAuencesor not perorming"
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The B Leadership 1tylesDirecting!
- high directi+e* lo) supporti+e
- leader defnes roles o ollo)ers- 'roblem 1ol+ing and Decision ma%inginitiated by the leader"
- 5ne-)ay Communication"
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B leadership styles contdCoac#ing!
- high directi+e* high supporti+e- leader no) attempts to hear ollo)er7ssuggestion* ideas* opinions"
- ; )ay-communication
- Control o+er decision ma%ing remains )iththe Leader"
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B leadership styles contd"
Supporting!
- high supporti+e* lo) directi+e- ocus on control shits to ollo)er
- Leader acti+ely listens
- .ollo)er has ability and %no)ledge to do
the tas%"
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B leadership stylesDelegating!
- Lo) supporti+e* lo) directi+e- Leader discusses problems )ith ollo)ers
- 1ee%s oint agreement on problemdefnitions"
- Decision ma%ing is handled by thesubordinate"
- They “run their o)n sho)$
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Increasing .ollo)er
De+elopment Le+el Tell them )hat you )ant them to do"
1ho) them )hat you )ant them to do
Let them try @ there is some ris%"
5bser+e perormance @ ocus on the positi+e
Manage the conseAuences"
<uild your ollo)er7s De+elopment le+el soyou can start using less time consuming styles
and still get high Auality results"
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Conclusion
There is no best style but an e0ecti+e stylethat fts the situation"
1ituational leadership is not something you do$%O& people but something you do $'I%(& people"
Try to INSPIE others beore you E)PIE
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3bo uarm
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Leadership and 3thics8hat is (thics9
3thical Theories
3thics and Leadership
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8hat is 3thics9
Et#ics @ rom 3T451 customs* conduct*character"
3thical theory pro+ides a system o rules orprinciples that guides us in ma%ing decisions
about “right or )rong$ and “good or bad$ in aparticular situation"
It pro+ides a basis or understanding )hat it
means to be a morally decent human being"
8ith regard to Leaders#ip* 3thics has to do)ith )hat leaders do and )ho leaders are"
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3thical TheoriesIn 8estern tradition* the de+elopment o
ethical theory dates bac% to 'lato =B;E-FBE
<C>
Comprise t)o broad domains
G" Theories about leaders7 conduct =actions>;" Theories about leaders7 character =)ho
they are
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G" Theories about
Conduct Theories that stress the conseAuences oleaders actions =conduct>
Theories that emphasi?e Duty or Rulesgo+erning leaders7 actions
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G"G !ssessingConseAuences @ Three!pproaches
3thical egoism
3thical utilitarianism
3thical altruism
• !ltruism
• Utilitarianism
•
3thical 3goism4I4
4I4
M3D
M3D
L58
L58
Concernor 1el-Interest
Concern or the Interest oSource: PN, Fig. 12.2, p252
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!ssessing Duty
.ocuses on the actions o leaders andtheir moral obligations andresponsibilities to do the right thing"
- Is the action itsel good9 =irrespecti+eo conseAuences>
Telling the truth =Clinton> Heeping promises <eing air Respecting others
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;" Theories about Leaders7
character =+irtue-based>.ocuses on leaders as people
- )irtues are noted in the heart o an
indi+idual- )irtues and moral abilities can be acAuired
and learned through practice
- 8hat ought to be @ rather than )hat to do
! #oral person demonstrates the ollo)ing
- courage* temperance* generosity* sel-control* honesty* sociability* modesty*airness and ustice
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3thics is Central to
LeadershipLeaders must
in,uence ollo)ers rightly =moralresponsibility>
establish and enorce organisational+alue
promote right +alues as these impact onorganisational +alues
play a maor role in establishing theethical climate o their organisation
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1tudies on 3thical
LeadershipG" Ronald 4eiet? =GB> @ Leaders use theirauthority to create an en+ironment)here there is trust* empathy* shared-goal achie+ements
;" J"M" <urns =GEK> 'laces a strongemphasis on Folloers7 needs* +aluesand morals"<urn7s Transfor#ational *eadership model in+ol+es attempts by Leaders to
mo+e Folloers to higher standards omorality"F" Robert reenlea =G;* GE>
.ocuses on the need to be attenti+e tothe concerns o Folloers by helpingthem become more competent"
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Et#icalLeaders#ip
Respects5thers
<uildsCommunity
1er+es5thers
1ho)s Justice
Maniests4onesty
Source: PN, Fig. 12.3, p25!
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<ecoming 3thical Leaders
Leader must constantly e(aminethemsel+es
8hat is the right thing to do9
8hat is the air thing to do98hat )ould a good person do9
Do I sho) respect to others9
Do I act )ith a generous spirit9