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Leadership
Session 1
Learning Objectives
• To understand the theory base for leadership
• To appreciate how models are 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
Definitions
• “…it is about capturing attention and motivating people to follow your way – your vision and your dreams”
(Augier & Teece, 2006)• “leadership is the process whereby one person
influences others to work towards a goal”
(Yulk and VanFleet, 1992)
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/contingency leadership
• Fiedler Contingency Theory– Leader-member relations– Task structure– Position power
• Hersey & Blanchard– Task behaviour– Relationship behaviour– Maturity
The SLII ® Model
5–1 © 2001 The Ken Blanchard Companies. All rights reserved.
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.
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.
Development Level
• Competence
• Commitment
3–2
3–3
Competence
• Demonstrated goal- or task-specific knowledge and skills
• Transferable knowledge and skills
© 2001 The Ken Blanchard Companies. All rights reserved.
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.
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
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
Motivation v Confidence
Motivation Confidence Behaviour
A ↑ X↓B X↓ ↑C X↓ X↓D ↑ ↑
© 2001 The Ken Blanchard Companies. All rights reserved.
Development LevelsD4 D1D3 D2
Commitment Competency © 2001 The Ken Blanchard Companies. All rights reserved.
Flexibility
The ability to use a variety of leadership styles comfortably.
4–1 © 2001 The Ken Blanchard Companies. All rights reserved.
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.
Directive Behavior
• Teach
• Organize
• Structure
• Supervise
• Evaluate
4–3 © 2001 The Ken Blanchard Companies. All rights reserved.
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.
•Listen
•Explain (why)
•Ask (for input)
•Nurture / Encourage
•Facilitate (problem solving)
4–5
Supportive Behavior
© 2001 The Ken Blanchard Companies. All rights reserved.
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.
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.
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.
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.
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.
Style 1 for Development Level 1
5–5 © 2001 The Ken Blanchard Companies. All rights reserved.
Style 2 for Development Level 2
5–6 © 2001 The Ken Blanchard Companies. All rights reserved.
Style 3 for Development Level 3
5–7 © 2001 The Ken Blanchard Companies. All rights reserved.
Style 4 for Development Level 4
5–8 © 2001 The Ken Blanchard Companies. All rights reserved.
A Leader Has Three Choices
•Match
•Oversupervise
•Undersupervise
5–4 © 2001 The Ken Blanchard Companies. All rights reserved.
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.
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.
References
• Augier & Teece (2006) Understanding complex organization: the role of know-how, internal structure, and human behaviour in the evolution of capabilities, Industrial and Corporate Change Vol 15, Issue 2 395-416
• Rollinson, Broadfield and Edwards (1998) Organisational behaviour and Analysis (chapter 11 and 12)
• Blake R. R. & Mouton S. J. (1978) The New Managerial Grid, Houston, TX, Gulf
• Hersey, P. and Blanchard, K. H, Leadership and the One Minute Manager, William Morrow, 1999
• Fiedler, F. (1969) Leadership, A Contingency Model, Organisations and identities Chandler and Barry 1994
Leadership
Session 2
Quick review
• Last time– Theories of Leadership– Situational Leadership
• Today– Four Circle Model - 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)
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
Themes on the individual….
• 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)
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
• 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 Capabilities
• 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
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
Leadership progression
Job Shape A3 A2 A1
Strategic
Tactical
Operational
Leadership progression
Job Shape A3 A2 A1
Strategic
Tactical
Operational
Final thoughts
• Developers must show ROI
• What does this mean for movement towards ethical and moral leadership?
References…
• Succession management: Trends and current practiceBusine and Watt Asia Pacific Journal of Human Resources.2005; 43: 225-23
• Pomeroy (2006)• Jentz, B. & Wofford, J. (2006) Leadership and Learning:
Personal Change in a Professional Setting