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Leaders

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WHO IS A LEADERSHIP

Leadership is a process by which a

person influences others toaccomplish an objective and directsthe organization in a way that makesit more cohesive and coherent.

Leadership

Leadership

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Leaders.

Some personality traits may lead peoplenaturally into leadership roles.

Leaders Do Not Push, They Always Pull.

Leaders Do Not Enforce, They Inspire. Leaders Lead For A Destination That Is Not

Here.

Leaders Attract Followers By Flashing A LightAhead.

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Traits of true Leadership Lead from the front.

Make decisions that are sometimes unpopular.

Teach and Mentor.

Empower people.

Hold people accountable.

Develop an inclusive vision.

Demonstrate honesty and integrity

Have conviction.

Be flexible.

Motivate and Inspire.

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Framing influencing

tool

"...a way to use language to manage

meaning

FramingFraming

"...the way for leaders to influencehow events are seen and understood

"...selection or highlighting of one ormore aspects of a subject whileexcluding others

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TRUST key dimensions

Honesty & truthfulnessIntegrityIntegrity

CompetenceCompetence

loyaltyloyalty

ConsistencyConsistency

OpennessOpenness

Reliability, predictability& judgment

Knowledge & skills

Willingness to protect &save face for another

Sharing honestly &

openly

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Identifiable Leadership Behaviours

Behaviors go beyond looking at traits:

Autocratic Centralize Authority, Limit participation

Democratic Full participation, discussion, etc

Laissez-faire Gives team members full freedom

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TRUST - types

Deterrence-based trust

Identification-based trust

Knowledge-based trust

Based on fear of reprisal if trust is violatedBased on fear of reprisal if trust is violated

Based on behavioral predictability thatcomes from a history of interaction

Based on behavioral predictability thatcomes from a history of interaction

Based on a mutual understanding of eachothers intentions& appreciation of the

others wants & desires

Based on a mutual understanding of eachothers intentions& appreciation of the

others wants & desires

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Leaders as Shapers

VISIONARYVISIONARY

CHARISMATICCHARISMATIC

TRANSFORMATIONATRANSFORMATIONALL

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Leaders as Shapers

CHARISMATICCHARISMATIC

Followers make attributions of heroic or extraordinary

leadership abilities when they observe certain behaviors

Key characteristics

1. Vision & articulation 2.Personal risk

3. Environmental sensitivity 4.Unconventional behavior

5. Sensitivity to followers needs

Articulating

the vision

CHARISMATIC LEADERSHIP a four-step process

High performance

expectations

Conveys new

set of values

Self sacrifice

& unconventional

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Leaders as Shapers

TRANSFORMATIONALTRANSFORMATIONAL

LEADERS who inspire followers to transcend their own self

interests with a profound & extra ordinary effect on

followers

TRANSACTIONAL

LEADERS who guide or motivate their followers in the

direction of established goals by clarifying role & task

requirements

Key characteristics

1. Rewards good performance - reward

2. Management by exception (active) corrective action

3. Management by exception (passive) intervenes when

standards are not met

4. Laissez-faire avoids responsibilities, decision making

Key characteristics

1. Charisma 2. Inspiration

3. Intellectual stimulation 4. Individualized consideration

Transformational & transactional are not opposing styles,

rather transformational is built on transactional leadership

Transformational leadership is more than charismatic.

Charismatic leader wants followers to adopt the

charismatic world view, the transformational leader willenable the followers to uestion established views.

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QUALITIES OF A GOOD

LEADER

Knowledgeable Problem solver Influence people

Confident Motivating Respectable

Works well withothers

Accountable Goal oriented

Effective Observant Good communicator

Good listener Capable ofcorrecting mistakes

Personality oriented

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IntegrityIntegrity

DriveDrive

Truthfulness

Translates words into deeds

Inner motivation to pursue goals Need for achievement, quest to learn

LeadershipLeadership

MotivationMotivation

High need for socialized power to

accomplish teams or firms goals

EmotionalEmotional

IntelligenceIntelligence

Perceiving, assimilating, understanding,

and regulating emotions

Seven LeadershipCompetencies

more

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IntelligenceIntelligence Above average cognitive ability Can analyse problems/opportunities

Knowledge ofKnowledge of

the Businessthe Business

Familiar with business environment

Aids intuitive decision making

Self-ConfidenceSelf-Confidence High self-efficacy regarding ability to

lead others

Seven Leadership

Competencies (cont)

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MANAGERS vs LEADERS

Administer

Eye the bottom lineImitate

Do things right

Efficient

Managers Leaders

Innovate

Eye the Horizons

Originate

Do the right things

Effective

Managers are people who do things right, whileleaders are people who do the right thing. - WarrenBennis, Ph.D. "On Becoming a Leader"

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LEADERSHIP ROLES

Providing teamleadership

Providing teamleadership

Four specific team leader rolesFour specific team leader roles

liaison with external constituencies

transition from typical managerrole

Facilitate than command-controlLearn skills as patience, trust, to

give up authority, know when tointervene

trouble shooters

coaches

conflict managers

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LEADERSHIP ROLES

Self LeadershipSelf Leadership

How do leaders create self leaders?How do leaders create self leaders?

model self leadership

. A set of processes through whichindividuals control their ownbehavior

self-set goals

positive thought patterns

self rewards

encourage self criticism

climate of self leadership

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LEADERSHIP ROLES

MentoringMentoring

Three specific mentoring rolesThree specific mentoring roles

coaching developing protg skills

a senior employee who sponsorsor supports a less experienced

employee (protg)

counseling provides support & help toboost protg self confidence

sponsoring actively intervene onprotg behalf, lobbying to get

assignment, rewards

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LEADERSHIP ROLES

Mentors what do theydo.

Mentors what do theydo.

Formal mentor programsFormal mentor programs

Present ideas clearly,Listen wellEmpathize with protgShare experiencesAct as role modelShare contactsProvide guidance through organizational politicalscene

Benefits to the mentor

Benefits to theorganization

Benefits to the protg

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Challenges toLeadership

Leadership is more about appearances thanreality

Leadership is more about appearances thanreality

You must look like a leader

ATTRIBUTION THEORY OFLEADERSHIP

characterize leaders as intelligent,confident, strong communication,

aggressive etcpeople use leadership attributions toexplain organizational outcomes

leaders also tend to project theappearance of an effective leader

rather than on actual accomplishments

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Challenges toLeadership

certain (individual, job or organization) variablesact as substitutes or neutralizes the leaderseffect to influence his followers

Leadership will always be effectiveregardless of the situation

Leadership will always be effectiveregardless of the situation

NEUTRALIZERS

Make it impossible forleaders behavior tomake any differenceto followers outcomes

They negate theinfluence

SUBSTITUTES

Make leadersinfluence impossibleand also unnecessary

They replaceinfluence

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Challenges toLeadership

Defining characteristics Relationshiporiented

Task oriented

INDIVIDUAL

Experience/training

Professionalism

Indifference to rewards

No effect on

Substitutes for

Neutralizes

Substitutes for

Substitutes for

Neutralizes

JOB

Highly structured task

Provides own feedback

Intrinsically satisfying

No effect on

No effect on

Neutralizes

Substitutes for

Substitutes for

No effect on

ORGANIZATION

Explicit formalized goals

Rigid rules & procedures

Cohesive work groups

No effect on

No effect on

Substitutes for

Substitutes for

Substitutes for

Substitutes for

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