What type of leader are you

John Fisher NET(net), Inc.

TEEPEE

November 16, 2011

When you think of a Great Leader

Who comes to mind?

General Patton?

A Subordinate? Abraham Lincoln?

Mahatma Gandhi?

Another CIO or Mentor?

November 2011 2

© 2006-2011 All Rights Reserved - John Fisher

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.“

Warren Bennis, Ph.D., Distinguished Professor of Business Administration at the University of Southern California

November 2011 3


Can Leadership be Learned? • Are Managers supposed to be Leaders?

• Are Technical Leaders different?

What makes you a Leader?

• Authority Empathy

• Position Responsibility

• Attitude Experience

• Self-Awareness

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Do the skills, behaviors and attitudes that

make you a good manager or technical

expert, also

Make you a good Leader?

Classic difference between Leaders and

Managers • Managers do things right

• Leaders do the right things

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Leading starts with setting a direction Leaders achieve a vision by motivating

and inspiring

Leadership is about coping with change Management is about coping with complexity

Leaders achieve their goals by aligning people Managers achieve a plan by organizing and staffing


There are thousands of books on

leadership and just as many theories

We will be discussing two approaches: Blanchard’s Situational Leadership

Blake and Moulton’s Managerial Grid

And communication/behavioral style

Some books I find helpful: Peter Northouse, Leadership Theory and Practice 4th ed. (2007)

Paul Glen, Leading Geeks (2003)

Gerald Weinberg, On Becoming a Technical Leader (1986)

November 2011 © 2006-2011 All Rights Reserved - John Fisher 7

All Leaders are not the same

All Leadership Situations are not the

same

What is your style?

Is one style good for all situations?

November 2011

8 © 2006-2011 All Rights Reserved - John Fisher

Effective leadership depends on using a

leadership style that is appropriate to the

situation.

• Factors: Balance between

concern for Work and

concern for People

November 2011 9


What factors influence your leadership

style? • Approach

• Training

• Behaviors

• Self-Awareness

• The Situation

The work and the people involved

November 2011 10


© 2006-2011 All Rights Reserved - John Fisher November 2011 11

Situational Leadership

Model

Decision Styles

1. Leader-Made Decision

2. Leader-Made Decision with

Dialogue and/or Explanation

3. Leader & Follower-Made

Decision or Follower-Made

Decision with Encouragement

from Leader

4. Follower-Made Decision

Task Behavior • Goal Setting

• Organizing

• Directing

• Controlling

Relationship Behavior • Giving Support

• Communicating

• Active Listening

• Feedback

Developed by Robert Blake and Jane Mouton from 1964 to 1991

Four types of Leaders Authoritarian — strong on tasks, weak on people skills

Country Club — strong on people skills, weak on tasks

Impoverished — weak on tasks, weak on people skills

Team Leader — strong on tasks, strong on people skills

Questionnaire to rate your behavior on 18 items

0=Never, 3=Sometimes, 5=Always



9

8

7

6

5

4

3

2

1

1 2 3 4 5 6 7 8 9

Country Club

Impoverished

Team Leader

Authoritarian

Co

nc

ern

for P

eo

ple

Concern for Results

Team Leader (high task, high relationship)

• These leaders lead by positive example and endeavor to foster a team

environment where all team members can reach their highest potential

• They encourage the team to reach team goals as effectively as possible, while

also working tirelessly to strengthen the bonds among the various members.

• They normally form and lead some of the most productive teams.

Authoritarian Leader (high task, low relationship)

• Leaders who get this rating are very much task oriented and are hard on their

workers (autocratic).

• There is little or no allowance for cooperation or collaboration.

• Heavily task oriented people are very strong on schedules; they expect people

to do what they are told without question or debate;

• When something goes wrong they tend to focus on who is to blame rather than

concentrate on exactly what is wrong and how to prevent it;


Country Club Leader (low task, high relationship)

• These leaders predominantly use reward power to maintain discipline and to

encourage the team to accomplish its goals.

• They are almost incapable of employing the more punitive coercive and

legitimate powers.

• This inability results from fear that using such powers could jeopardize

relationships with the other team members.

Impoverished Leader (low task, low relationship)

• These leaders use a “delegate and disappear” management style.

• They are not committed to either task accomplishment or maintenance; they

essentially allow their team to do whatever it wishes

• They prefer to detach themselves from the team process by allowing the team

to suffer from a series of power struggles



1

2

3

4

5

6

7

8

9

1 2 3 4 5 6 7 8 9

Country Club Team Leader

Impoverished Authoritarian People Task

1 7 7.2

2 6 7

3 7.8 7.4

4 6.6 6.4

5 7.8 7.6

6 5.8 6.6

7 6.6 7.2

8 6.8 6.4

9 6.8 7.6

10 6.2 6.2

11 7.6 6.8

We are all Team Leader Types

Should we always be a Team Leader?

Are there times we need to be • Authoritarian?

• Impoverished?

• Country Club?


November 2011 18

Another tool for understanding ourselves

is the Behavioral Assessment

People perceive things differently

People have different styles of

communicating, understanding and

motivating

Assessment tools can help us understand

ourselves and those we work with


19

What it IS • A system for understanding and managing

behavior • Idea developed in 1928 by William Marsten • This version created over 30 years ago • Has been used by over 40 million people

What it IS NOT

• An indicator of skills, ability or aptitude • A success criteria • A win-lose system

November 2011 © 2006-2011 All Rights Reserved - John Fisher

20

People who understand their strengths

and limitations are able to adapt to the

needs of others and the needs of their

environment in ways that lead to

maximum effectiveness

People who self-manage are capable of

becoming “peak performers”


21

Understand themselves and how their behavior affects others

Understand their reactions to other people

Know how to maximize on what they do well

Have a positive attitude about themselves

Know how to adapt their behavior

Preview-21 November 2011 © 2006-2011 All Rights Reserved - John Fisher

22

There are four styles of behavior

D – Dominance

I – Influence

S – Steadiness

C – Conscientiousness

Each person has a dominant style, and may have a secondary style

Few people are Pure Styles – most are a mixture


Active

Thoughtful

Accepting Questioning

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24

Thoughtful Steadiness

Accepting

Influence

Accepting

Steadiness

Active

Questioning

Dominance Influence

Active

Dominance

Questioning Questioning

Conscientiousness


25

Why do we want to know this?

How can it help in our jobs?

Helps understand our subordinates, our boss and our peers

Helps us understand ourselves

For example – dealing with conflict


26

D i

S C

Tends to:

ASSERT

Tends to:

SUPPRESS November 2011 © 2006-2011 All Rights Reserved - John Fisher

27

D i

S C

Focuses on:

FEELINGS Focuses on:

LOGIC


28

WITHDRAW Goal: Justice

COMPLY Goal: Harmony

EXPRESS Goal: Acknowledgement

DEMAND Goal: Victory

Focuses on:

FEELINGS

Tends to:

SUPPRESS

Focuses on:

LOGIC

Tends to:

ASSERT


Knowing more about yourself helps you

understand more about others

Understanding others helps you know

what motivates them

Knowing what motivates them, helps you

understand how to Lead

November 2011 29


30

“Since I’ve only been in this job for 10 years, I

don’t see any reason to change.”

“I’ll call my friend in that department to see if the

new boss is nicer than mine.”

“I’ll decide whether to apply after I thoroughly

investigate the pros and cons of the new job.”

“I’ve decided to take the job.”

D

A new job opening has been posted ….

i

C

S

i

C

S

D


31

Different approaches for rearranging the office.

D

i

C

S

i

C

S

D “Don’t worry, I’ll take care of the whole thing.”

“Is it OK if I don’t move?”

“Can we pick who we sit by?”

“I’ll have some alternatives drawn up by next

week.”


"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.“

Warren Bennis, Ph.D., Distinguished Professor of Business Administration at the University of Southern California

November 2011 32


What is your style?

How can you adapt?

What will you do differently?

November 2011 33


November 2011 34

When researchers went out to look at

effective leaders — • There are NO common traits

• Charisma is the least effective form of

governance

Why?

• Trust is the most important factor

Easiest to loose

Hardest to rebuild


November 2011 35


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