Leadership Community

7/28/2019 Leadership Community

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LEADERSHIP COMMUNITY


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LEADERSHIP IN CULTURE

For organizational success, leadershipdevelopmentand organizational culture areimportant

Leadership developmentrefers to anyactivity that enhances the quality ofleadership within an individual ororganization.

Organizational culture describes the attitudes,experiences, beliefs and values of anorganization.


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OC is the specificcollection of valuesand norms that areshared by people

and groups in anorganization andthat control the waythey interact with

each other and withstakeholders outsidethe organization..


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Organization Culture refers to a

system of shared meaning held by

members that distinguishes the

organization from other organizations.Culture has its origin in the

organizational interaction


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GUIDELINES FOR A CULTURAL

CHANGE

Formulate a clear strategic vision

Display Top-management commitment

Model culture change at the highest levelModify the organization to support

organizational change

Select and socialize newcomers andterminate deviants

Develop ethical and legal sensitivity


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An effective leadership is required toincorporate such changes

HRD becomes important to supportthe changes

Learning organizations , willing toincorporate innovations in culture,should be there.


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A Learning Organization is one inwhich people at all levels, individualsand collectively, are continually

increasing their capacity to produceresults they really care about."

Focus on creativity, positive attitude,innovation, experimentation , newideas, etc.


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Teamwork is

essential

Assessment

becomes important


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Followship

Accepts direction andinstruction

Is responsible, loyal and

dependable

Is creative and

resourceful

Is a team player

Does not compete with leaders

Does not give up or agree for everything


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Qualities of a good follower overlap

those of a good leader.

Followship, like leadership, is a role

each of us must assume from time to

time


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Power

Ability to get things done the way one

wants them to be

Probability of one actor in a social

relationship will be position to carry

out his own will despite of the

resistances offered


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Capability of one person to influence

others behavior such that he does

something which he would not do

otherwise.


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Reward power: - Compliance achieved

based on the ability to distribute rewards thatothers view as valuable. Able to give specialbenefits or rewards to people. You might find itadvantageous to trade favors with him or her.


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Legitimate power: The

power a person receives

due to position in the

formal hierarchy of an

organization.

The person has the right,

considering his or her

position and your job

responsibilities, to expect

you to comply withlegitimate requests.


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Expert power:

Influence based on

special skills or

knowledge.

This person earns

respect by experience

and knowledge.

Expert power is the most

strongly and consistentlyrelated to effective

employee performance.


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Referent power:

Influence based on

possession by an

individual ordesirable

resources or

personal traits.

You like the personand enjoy doing

things for him or

her.


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Coercive power:

Power that is based onfear.

A person with coercivepower can make thingsdifficult for people.

These are the persons

that you want to avoidgetting angry.

Employees workingunder coercive managersare unlikely to be

committed, and morelikely to resist themanager.


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Leadership power is much more than the

use of force. It is influencing others to truly

WANT to achieve a goal.


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SITUATIONAL LEADERS

a situational leader is one who can

adopt different leadership styles

depending on the situation.

Ken Blanchard and Paul Hersey

created a model for Situational

Leadership


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Directing Leaders define the roles and

tasks of the 'follower', and supervise them

closely. Decisions are made by the leader

and announced, so communication islargely one-way.

Coaching Leaders still define roles and

tasks, but seeks ideas and suggestions

from the follower. Decisions remain theleader's prerogative, but communication is

much more two-way.


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Supporting Leaders pass day-to-day

decisions, such as task allocation and

processes, to the follower. The leader

facilitates and takes part in decisions, butcontrol is with the follower.

Delegating Leaders are still involved in

decisions and problem-solving, but control

is with the follower. The follower decideswhen and how the leader will be involved.


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DEVELOPMENT LEVEL OF FOLLOWER

D4

High CompetenceHigh Commitment

Experienced at the job, comfortable with theirown ability to do it well.

May even be more skilled than the leader.

D3

High Competence

Variable CommitmentExperienced and capable but may lack theconfidence to go it alone, or the motivation to doit well / quickly


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D2

Some CompetenceLow Commitment

May have some relevant skills,but won't be able to do the job without help.

The task or the situation may be new to them.

D1Low CompetenceLow Commitment

Generally lacking the specific skills required for

the job in hand,and lacks any confidence and / or motivation totackle it.


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Steps in situational leadership

Make an overview per employee of

his /her tasks.

Assess the employee on each

task.(D1D4)

Decide on the leadership style per

task.

Discuss the situation with the

employee.

Make a joint plan.

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Strengths of the leadership model

Easy to understand

Easy to use.


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Limitations of the situational

leadership model

Fails to distinguish b/w leadership and

mngt.

Decision making is not the chief task

of a leader.

Focuses too exclusively on what a

person does.

Leaders and managers have to

behave in a different way.


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Assumptions of situational

leadership model

Leaders should adapt their style to

follower MATURITY

There are 4 leadership styles

Leader should put more/less focus on

the task in hand or the relation with

the follower.

Assumes that leadership is about how

the boss makes decision.


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Leaders create resonance

Comes from the Latin word resonare

(again creating sound).

They speak authentically about their

own values, direction, priorities and

resonate with the emotions of the

surrounding people.


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6 leadership styles

These are styles, not types. Anyleader can use any style, and a

good mix that is customized to thesituation is generally the most

effective approach.


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The Visionary Leader

The Visionary Leader moves peopletowards a shared vision, telling them whereto go but not how to get there - thusmotivating them to struggle forwards. They

openly share information, hence givingknowledge power to others.

They can fail when trying to motivate moreexperienced experts or peers.

This style is best when a new direction isneeded.

Overall, it has a very strong impact on theclimate.


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The Coaching Leader

The Coaching Leader connects wants toorganizational goals, holding longconversations that reach beyond theworkplace, helping people find strengths

and weaknesses and tying these to careeraspirations and actions. They are good atdelegating challenging assignments,demonstrating faith that demands

justification and which leads to high levels

of loyalty.Done badly, this style looks likemicromanaging.

It is best used when individuals need to

build long-term capabilities.


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The Affiliative Leader

The Affiliative Leader creates peopleconnections and thus harmony within theorganization. It is a very collaborative stylewhich focuses on emotional needs over

work needs.When done badly, it avoids emotionallydistressing situations such as negativefeedback. Done well, it is often usedalongside visionary leadership.

It is best used for healing rifts and gettingthrough stressful situations.

It has a positive impact on climate.


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The Democratic Leader

The Democratic Leader acts to value

inputs and commitment via participation,

listening to both the bad and the good

news.When done badly, it looks like lots of

listening but very little effective action.

It is best used to gain buy-in or when

simple inputs are needed ( when you are

uncertain).

It has a positive impact on climate.


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The Pace-setting Leader

The Pace-setting Leader builds challenge andexciting goals for people, expecting excellenceand often exemplifying it themselves. They identifypoor performers and demand more of them. Ifnecessary, they will roll up their sleeves and

rescue the situation themselves.They tend to be low on guidance, expectingpeople to know what to do. They get short termresults but over the long term this style can lead toexhaustion and decline.

It is best used for results from a motivated andcompetent team.

It often has a very negative effect on climate(because it is often poorly done).


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The Commanding Leader

The Commanding Leader soothes fears

and gives clear directions by his or her

powerful stance, commanding and

expecting full compliance (agreement is notneeded). They need emotional self-control

for success and can seem cold and distant.

This approach is best in times of crisis

when you need unquestioned rapid actionand with problem employees who do not

respond to other methods.


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Thanksall the best for

exams!!!
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