LEADERSHIP PRINCIPLES

LEADERSHIP PRINCIPLESIntroduction to LeadershipDefinition of LeadershipLeadership is not ManagementThe Importance of LeadershipRoles of LeadersCharacteristics of Leaders

Understanding-based leadership philosophy The General is the Army. There are no bad battalions only bad officers Napoleon

To lead is the ability to think ahead. French Saying

Good leaders see problems as challenges; Poor leaders use them as excuses for non-performance.

If you want to change the world, you first have to start with yourself. Mark Twain Definition of LeadershipLeadership is a process whereby an individualinfluences a group of individuals to achieve acommon goal.

Leadership:is a processinvolves influenceoccurs within a group contextinvolves a common goal

Definition of LeadershipLeadership is an influence relationship amongLeaders and Followers who intend realchanges that reflect their shared purposes.

Leadership therefore involves:influencechangesshared purposesintentionpeople/influencepersonal responsibility

Leadership contdLeadership refers to situations in which you are working with others.It is not about doing things yourself.It is about accomplishing tasks and reaching goals through the efforts of other people.What Leadership InvolvesInfluenceChangeSharedpurposeFollowersIntentionPersonalresponsibilityLeaderThe New Reality for Leadership Old ParadigmIndustrial AgeStabilityControlCompetitionThingsUniformityNew ParadigmInformation AgeChangeEmpowermentCollaborationPeople and relationshipsDiversity8Functions of ManagementPlanningSelect goals and ways toobtain themDirectingMotivate and coordinateemployeesStaffingRecruit and obtainemployeesControllingMonitor activities andmake correctionsOrganisingAssign authority andresponsibility fortask accomplishmentSource: RD Fig.2.1 p36Leadership is not ManagementComparing Management and LeadershipManagementLeadershipDirection:Planning and budgetingKeeping eye on bottom lineCreating vision and strategyKeeping eye on horizonAlignment:

Organising and staffingDirecting and controllingCreate boundariesCreating shared culture and valuesHelping others growReduce boundariesRelationships:Focusing on objects producing/selling goods and servicesBased on position powerActing as bossFocusing on people inspiring and motivating followersBased on personal powerActing as coach, facilitator, servantPersonal Qualities:

Emotional connections (Heart)Open mind (Mindfulness)Listening (Communication)Nonconformity (Courage)Insight into self (Integrity)Outcomes:Maintains stabilityCreates change, often radical changeEmotional distanceExpert mindTalkingConformityInsight into organisationLeadership is not ManagementManagers manage THINGSLeaders lead PEOPLE

Managers do THINGS RIGHTLeaders do the RIGHT THINGSRoles of a LeaderActsas a steward rather than an administratorto suppress ego and allow others to gain creditaccepts personal responsibilityto develop relationshipsto take risksto become a partner, nurturer and facilitatorForces that Drive LeadershipPassionVisionSelf-confidenceTolerance for ambiguity and paradoxIntuitionEmpathyTheories of LeadershipTraits theory-great leaders are those who possess characteristics or traits that make them leaders.-traits considered to be naturally part of persons personality.-This theory assumes that leaders are born.-it is seen as characteristics of an individual who is most likely to attract followers.-honesty-inspiring-forward looking-good looking-competent-intelligentTheories contdProblems associated with traits are:What universal criteria should we use to determine who a leader is?The characteristics should enable one to be a leader no matter the place he find him/herself.Cultural differences makes it difficult for a standard characteristics to be enacted.Autocratic vrs Democratic Leadership StyleOn one extreme, leadership styles were described as autocratic on the other extreme, democratic. It was felt that any leaders style would fall between these two extremes.DemocraticAutocraticLeadership Styles :2 ExtremesDemocratic ParticipatoryAccepting input from subordinatesProviding support, encouraging their effortsFacilitating their involvement in decision-making and problem-solvingLoosely supervising

Autocratic

Non-participatoryTelling what to do, how to do it, where to do it, when to do itClosely supervising

Theories continuedAs Managers were observed and their behaviours recorded, it became clear that the autocratic and democratic labels did not describe accurately how they did things.

This led to a research into what leaders actually do.Leadership is an influence process and therefore modifying the behaviours of subordinates is the key factor.Research indicate that leaders perform 2 main functions.

Directive or Task BehavioursSupportive or Relationship BehavioursTask BehaviourInvolvesLeader engages in spelling out the duties and responsibilities of an individual or group-Clearly telling People-what to do-how to do it-where to do it-when to do it and -who is to do it-And then closely supervising their performance e,g, going for a blood test.Supportive/Relationship BehaviourInvolves:The extent to which the leader engages in two-way communication. Behaviours include:

-listening to people-Providing support and Encouraging their efforts-Facilitating their involvement in-Problem solving and decision-making-providing clarification-giving socio-emotional supportLeadership styleA leaders style therefore is described in several ways ie tough and hard nosed while others may be easy and permissive

Defn:

The patterns of behaviour (words and actions) of the leader as perceived by others.

Leadership style is defined in terms of how the leader appears in the eyes of the beholder

Situational LeadershipYou get the best effort from others not by lighting fire beneath them but by building a fire within

by Bob NelsonBases Of PowerSince leadership is the process of attempting to influence the behavior of others, and power is the means by which the leader actually gains the compliance of the follower(s), the two concepts are inseparable. Leaders cannot automatically influence other people; they must utilize power to succeed in any influence attempt. A number of bases of power have been identified over the years as potential means of successfully influencing the behavior of others. Seven important power bases are defined as follows;Bases of PowerExpert Power: The perception that the leader has relevant education, experience, and expertiseInformation Power: The Perceived access to or procession of - useful information.Referent Power: The perceived attractiveness of interacting with the leaderLegitimate Power: The perception that it is appropriate for the leader to make decisions due to title, role, or position in the organization.Reward Power: The perceived ability to provide things that people would like to haveConnection Power: The perceived association of the leader with influential persons of organizations.Coercive Power: The perceived ability to provide sanctions, punishment or consequences for not performing.

The 4 Leadership StylesDirecting:high directive, low supportiveleader defines roles of followersProblem Solving and Decision making initiated by the leader.One-way Communication

4 leadership styles contdCoaching:-high directive, high supportive-leader now attempts to hear followers suggestion, ideas, opinions.-2 way-communication-Control over decision making remains with the Leader.

4 leadership styles contd.Supporting:

-high supportive, low directive-focus on control shifts to follower-Leader actively listens-Follower has ability and knowledge to do the task.4 leadership stylesDelegating:

-Low supportive, low directive-Leader discusses problems with followers-Seeks joint agreement on problem definitions.-Decision making is handled by the subordinate.-They run their own show Increasing Follower Development LevelTell them what you want them to do.Show them what you want them to doLet them try there is some risk.Observe performance focus on the positiveManage the consequences.

Build your followers Development level so you can start using less time consuming styles and still get high quality results.ConclusionThere is no best style but an effective style that fits the situation.

Situational leadership is not something you do TO people but something you do WITH people.

Try to INSPIRE others before you EXPIREETHICAL LEADERSHIPEbo QuarmLeadership and EthicsWhat is Ethics?

Ethical Theories

Ethics and LeadershipWhat is Ethics?Ethics from ETHOS: customs, conduct, character.

Ethical theory provides a system of rules or principles that guides us in making decisions about right or wrong and good or bad in a particular situation.

It provides a basis for understanding what it means to be a morally decent human being.

With regard to Leadership, Ethics has to do with what leaders do and who leaders are.Ethical TheoriesIn Western tradition, the development of ethical theory dates back to Plato (427-347BC)

Comprise two broad domains

Theories about leaders conduct (actions)Theories about leaders character (who they are1. Theories about ConductTheories that stress the consequences of leaders actions (conduct)

Theories that emphasize Duty or Rules governing leaders actions1.1 Assessing Consequences Three ApproachesEthical egoismEthical utilitarianismEthical altruism Altruism Utilitarianism Ethical EgoismHIGHHIGHMEDMEDLOWLOWConcern for Self-InterestConcern for the Interest of OthersSource: PN, Fig. 12.2, p252Assessing Duty Focuses on the actions of leaders and their moral obligations and responsibilities to do the right thing.

Is the action itself good? (irrespective of consequences)

Telling the truth (Clinton)Keeping promisesBeing fairRespecting others2. Theories about Leaders character (virtue-based)Focuses on leaders as peopleVirtues are noted in the heart of an individualVirtues and moral abilities can be acquired and learned through practiceWhat ought to be rather than what to doA moral person demonstrates the following:courage, temperance, generosity, self-control, honesty, sociability, modesty, fairness and justiceEthics is Central to LeadershipLeaders must

influence followers rightly (moral responsibility)establish and enforce organisational valuepromote right values as these impact on organisational valuesplay a major role in establishing the ethical climate of their organisationStudies on Ethical LeadershipRonald Heifetz (1994) Leaders use their authority to create an environment where there is trust, empathy, shared-goal achievementsJ.M. Burns (1978) Places a strong emphasis on Followers needs, values and morals.Burns Transformational Leadership model involves attempts by Leaders to move Followers to higher standards of morality.Robert Greenleaf (1920, 1997)Focuses on the need to be attentive to the concerns of Followers by helping them become more competent.Principles of Ethical LeadershipEthical LeadershipRespectsOthersBuildsCommunityServesOthersShowsJusticeManifestsHonestySource: PN, Fig. 12.3, p258Becoming Ethical LeadersLeader must constantly examine themselvesWhat is the right thing to do?What is the fair thing to do?What would a good person do?Do I show respect to others?Do I act with a generous spirit?