The Keys to Business Leadership · Leadership Session Prof. Rija The Keys to Business Leadership...

Leadership Session

Prof. Rija

The Keys to Business Leadership

Rija

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS

POLICIES, PROCEDURES, PROCESSES

ACTIVITIES

Leadership

Management

Managementeffectiveness+

Leadershipeasiness

+

lkahtani, 2011; Lunenburg, 2012; Kotter, 2013

LEADERSHIP ?

It is the ability to influence a grouptoward the achievement of goals.

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS

POLICIES, PROCEDURES, PROCESSES

ACTIVITIES

Leadership

Management

LEADERSHIP ?

It is the ability to influence a grouptoward effective results.

Leadership Session

Prof. Rija

Effective ResultsProductivity QualitySatisfaction CompetitivenessLearning Etc…

The Leader’s Behaviour• Role orientation• Employee orientation• Autocratic• Democratic• Etc…

1940s: Leadership Behaviour Theory

The Leader’s Traits• Intelligence• Decisiveness• Charisma• Etc…

1930s: Leadership Trait Theory

CLASSICAL THEORY


The Leader’s Behaviour• Role orientation• Employee orientation• Autocratic• Democratic • Etc…


Situational Variables• Followers’ needs• Task structure• Position power• Leader-follower trust• Group readiness• Sense of urgency• Etc…

Late 1960s: Leadership Contingency Theory

CONTINGENCY THEORY


The Leader’s Behaviour• Role orientation• Employee orientation• Autocratic• Democratic• Etc…

Situational Variables• Followers’ needs• Task structure• Position power• Leader-follower trust• Group readiness• Sense of urgency• Etc…


SITUATIONAL LEADERSHIP MODEL

TRANSACTIONALAND TRANSFORMATIONAL

LEADERSHIP MODELS

Leadership That Gets Results

• Leaders need many styles (diversity).

• Do not rely on only one leadership style (classical theory).

• Align your style with the business situation � flexibility + fluidity

(contingency theory).

Daniel Goleman

What leadership style gets results?(Goleman, 2000)

Leadership Session

Prof. Rija

Leadership That Gets Results

• Leaders need many styles (diversity).

• Do not rely on only one leadership style (classical theory).

• Align your style with the business situation � flexibility + fluidity (contingency theory).

• Emotional intelligence competencies are crucial (sensitivity).

Daniel Goleman

SELFAWARENESS

SOCIALAWARENESS

SELFMANAGEMENT

SOCIALSKILL

Emotional Intelligence ?

“The ability to manage ourselves and our relationship effectively”.

Daniel Goleman

Emotional Intelligence, WHY?

• The leader’s mood and behaviours drive the moods and behaviours of everyone else;

• A leader’s EI creates certain culture and work environment:

– High levels of EI create climates in which info sharing, trust, healthy risk taking and learning flourish.

– Low levels of EI create climates rife with fear and anxiety.

Leader’s mood + behaviour = drivers of performance

Druskat & Wolff, 2008; Goleman, 2011; O’Neil, 2013; Bradberry, 2014






Primal task of leadership = Emotional leadership







PRIMAL LEADERSHIP MODEL


Fact

• Leaders can have a bad day or week.

• Primal leadership demands more than putting on a game face every day.

• It requires discipline, commitment and practice.


Leadership Session

Prof. Rija

LEADER’S TRAITS

LEADER’S BEHAVIOUR

LEADER’S EI

SITUATIONAL VARIABLES

EFFECTIVE RESULTS

Emotional Intelligence

• The skills of EI can be learned…

• But it’s not easy.

• It takes discipline, commitment and practice.


Hidden Self

As I see myselfKnown Unknown

As otherssee me

Known

Unknown

Arena Blind Spot

Unknown

Potential

Johari Window

Feedback

Exposure

People tell you

Self-awareness � Self-mgmt

Hidden Self

As I see myselfKnown Unknown

As otherssee me

Known

Unknown

Arena Blind Spot

Unknown

Potential

Johari Window

Feedback

Exposure

Social awareness � Social skill

You may need to tell

others

Build:

• Mutual understanding

• Mutual trust

• Mutual respect

Hidden Self

As I see myself

Known Unknown

As otherssee me

Known

Unknown

Arena Blind Spot

Unknown

Potential

Johari Window

Feedback

Exposure

Touched duringinteractions and feedback

Hidden Self

As I see myself

Known Unknown

As otherssee me

Known

Unknown

Arena Blind Spot

Unknown

Potential

Johari Window

Feedback

Exposure

Not going to berevealed through interactions and feedback… but need to be found

Leadership Session

Prof. Rija

Emotional Intelligence

• Growing your EI requires interaction management and self-diagnosis from multiple viewpoints (e.g., 360°feedback).


LEADERSHIP

MODELS STYLES CHARACTERISTICSTHEORIES

• 1930s: Leadership Traits Theory• 1940s: Leadership Behaviour Theory• 1960: Leadership Contingency Theory

CLASSICAL THEORY Focus = The Leader

LEADERSHIP

MODELS STYLES CHARACTERISTICSTHEORIES

• 1960: Situational Model• mid-1960s: Transactional Model• mid-1980s: Transformational Model• 2000: Primal Model• 2007: Authentic Model• 2008: Resonant Model

CONTINGENCY THEORY Focus = The Leader + The Followers

“A company/business cannot grow without,until its leaders grow within.”

– John C. Maxwell –

Good is the Enemy of Great

• Pride � Arrogance • Complacency� Business as Usual

WHY ?

Feeling Good

A Need for Level 5 Leaders

PERSONALHUMILITY

PROFESSIONALWILL+

KEY ?

Jim Collins

Leadership Session

Prof. Rija

“The winner’s edge is not in a gifted birth,in a high IQ, or in talent…The winner’s edge is in the attitude…”

– Denis Waitley –

PERSONALHUMILITY

PROFESSIONALWILL+

Willingness + Abilityto LEARN

Jim Collins

PERSONALHUMILITY

PROFESSIONALWILL+

LEADER = LEARNER

Jim Collins

PERSONALHUMILITY

PROFESSIONALWILL+

LEADER = LEARNER

To make a difference

Jim Collins

“The rate at which an organisation learnsmay become the only sustainable source

of competitive advantage.”

Jorma Ollila

Ex-CEO and Group Chairman

NOKIA, Finland

PERSONALHUMILITY

PROFESSIONALWILL+

LEADER = AGILE LEARNER

Jim Collins

Leadership Session

Prof. Rija

Speed

Time0

Pace of change

Obeng, 2009; 2012; 2014

t

Rate of learning

“Wise leaders know their time is limited.”

– John C. Maxwell –

Effective leaders don’t simply sit back and wait for opportunities to come to them.They make it their responsibilities to go outand find them.Effective leaders don’t rely on luck.

Open Door Policyversus

Managing & Leading by Walking

“Leadership needs to be intentional… not incidental.”

Dr. R. Khoza

Leadership Session

Prof. Rija

Why Leaders Failed ?

• Exhibit common ills of leadership

• Too much focused on the vision and lost sight on the present state

• Missing the appropriate strategy

• Lack of good followership

Common Ills of Leadership

• Leaders who do not scan the environments

• Leaders who do not listen

• Leaders who do not practice what they preach

• Leaders who practice favouritism

• Leaders who intimidate others

• Leaders who demoralise others

• Leaders who fail to create direction

• Leaders who do not develop their people

• Leaders who are complacent

Common Ills of Leadership

• Leaders who do not have emotional intelligence

• Leaders who do not have personal humility and professional will

• Leaders who lie

Types of Followers

1. Sheep

2. Yes people

3. Alienated followers

4. Survivors

5. Effective followers

Developing Good Followership

• Can be done via training and by example;

• Incorporating good followership into performance appraisal and feedback systems;

• Incorporating good followership into the organisational culture via:

– The use of leaderless groups;

– Groups with rotating leaders;

– Delegating decision making to lower levels.

• What else did YOU find?

Why Leaders Failed ?

• Lack of balanced focus

• Lack of understanding of shared leadership

Leadership Session

Prof. Rija

CAMBRIDGE CONSULTING GROUP: BOB ANDERSON

by Lorsch & Gabarro

Cambridge Consulting Group

High TechnologyGroup

BankingGroup

TransportationGroup

RetailingGroup

CCG• Profitable

• Well-targeted strategic alliances– Rapidly growing firms � incl. high tech

• Rich traditions (organisational culture)– Recruiting only high calibre employees

– Hard work, loyalty and commitment

– Rewards came for developing business

• Strong reputation (brand)

• Outstanding talent

High Technology Group• Profitable

• Focus on companies whose strategy in new technology

• Rich traditions (organisational culture)– Recruiting only high calibre employees

– Hard work, loyalty and commitment

– Rewards came for developing business

• Strong relations with clients

• Respect of clients’ top managers

GOOD NEWS

High Technology Group• Diversity management

• Performance management– Feedback

– Reward system

• Internal communication

• HR planning

• Training, development and careers

• Organisational culture – Family/work life

CONCERNS

High Technology Group

• Time management

• Interaction management

• External environment change

• Emotional intelligence

CONCERNS

Are these concerns due to leadership?

Leadership Session

Prof. Rija

Strategic

ExternalInternal

Operational

The Time Management MatrixCovey Leadership Centre, 1994; Czartoryski, 2012; Krogue, 2013

Important

UrgentNot urgent

Not important

Strategic

ExternalInternal

Operational

NI

I

UNU

NI

I

UNU

NI

I

UNU

NI

I

UNU

Examples of Shared Leadership

MohandasGANDHI

INDIA

Nehru Patel

Jinnah


Martin L.KING

USA

JesseJACKSON

AndrewYOUNG

JulianBONDCoretta S.

KING

RalphABERNATHY


NelsonMANDELA

SA

GovanMBEKI

WalterSISULU

WalterMASEMOLARaymond

MHLABA

OliverTAMBO

Leadership Session

Prof. Rija

Fact & Reality

Even the most fabled “solitary” leadersare found to have been supportedby a team of other effective leaders.

Toole, Galbraith and Lawler, 2002: 66

Fact & Reality

• No one individual, no matter how gifted a leader, can be “right” all the time.

• “No one of us is as smart as all of us.”

Toole, Galbraith and Lawler, 2002: 67

Fact & Reality

• The practice of shared leadership is neither new or unusual.

• The fact that shared leadership exists doesn’t make it a good practice, or necessarily better than the solo variety.

Shared Leadership

• It allows more time for leaders to spend in the field;

• It create internal dynamic in which the leaders constantly challenge each other to higher levels of performance;

• It encourages a shared leadership mindset at all levels of the company;

• It prevent the trauma of transition that occurs in organisations when a strong leader (e.g., CEO) suddenly leaves.

BENEFITS

Structure at the Top

• Mr. Inside and Mr. Outside

• Mr. Business Line A and Ms. Business Line B

• Ms. Operations and Ms. Acquisitions

• By interests: innovation vs. operations

• By skills: technology vs. people

• By personality bent: strategy vs. implementation

“The fact that you have been knocked down is interesting…but the length of time you remain down is important.”

– Austin O’Malley –

“When leaders fall, followers also pay the price.”

Leadership Session

Prof. Rija

“The greatest glory of the living liesnot in never falling,but in rising every time you fall”.

– Nelson Mandela –

“Even God uses people who fail,because there aren’t any other kinds around”.

– Unknown –

When You Fail, Fall Forward!• Rule #1: You will learn lessons.

• Rule #2: There are no mistakes – only lessons.

• Rule #3: A lesson is repeated until it is learned.

• Rule #4: If you don’t learn the easy lessons, they get harder.

• Rule #5: You’ll know you’ve learned a lesson when your actions change.

“The essence of man is imperfection.Failure is simply a price we pay to achieve success.”

– Norman Cousins –

“One thing is sure.We have to do something.We have to do the best we know how at the moment.If it does not turn out right,we can modify it as we go along.”

– Franklin D. Roosevelt –

Do Somethingvs.

Do Nothing

Which one would YOU choose?

WHY?

LEADERSHIP MANAGEMENT

Is about coping with CHANGE. Is about coping with COMPLEXITY.

• Decide what needs to be done;• Create networks of people and relationships thatcan accomplish an agenda;

• Try to influence and ensure that people perform their roles.

HOW?

Leadership Session

Prof. Rija



• Leading an organisation to

constructive change by setting a

direction:

– Develop a vision of the future;

– Develop strategies for producing the

changes needed to achieve that

vision.

• Managing complexity by planning

and budgeting:

– Set targets and goals for the future;

– Establish detailed steps for achieving

those targets;

– Allocate resources to accomplish

those plans.



• Aligning people:

– Communicating the new direction to

those who can create coalitions that

understand the vision and are

committed to its achievement.

• Management develops the capacity

to achieve its plan by organising

and staffing:

– Create an organisational structure and

set of roles for accomplishing plan

requirements;

– Staffing the roles with qualified

individuals;

– Communicating the plan to those

people;

– Delegating responsibility for carrying

out the plan;

– Devising systems to monitor

implementation.



• For leadership, achieving a vision

requires motivating and inspiring:

– Keeping people moving in the right

direction, despite major obstacles to

change, by appealing to basic but

often untapped human needs, values

and emotions.

• Management ensures plan

accomplishment by controlling and

problem solving:

– Monitoring results Vs the plan in some

detail (formally and informally);

– Identifying deviations;

– Planning and organising to solve the

problems.

Leadership complements management;it doesn’t replace it …

And vice versa!

“The real secret of success is enthusiasm.You can do anything if you have enthusiasm.Enthusiasm is the yeast that makes your hope rise to the stars.Enthusiasm is the sparkle in your eye,

it is the swing in your gait,the grip of your hand,the irresistible surge of your willand your energy to execute your idea…

Lastly…

Enthusiasts are fighters.They have fortitude,they have staying qualities.Enthusiasm is at the bottom of all progress.With it there is accomplishment.

Without it there are only alibis.”

Walter ChryslerWalter ChryslerWalter ChryslerWalter Chrysler

The Keys to Business Leadership · Leadership Session Prof. Rija The Keys to Business Leadership...

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