Module 1: Leadership Theories and Practices

Leadership: Objectives
Explore and understand the leadership theories and how we can apply them in our roles Describe the characteristics of the transactional, transformational, charismatic and visionary leader. Understand the differences between different types of leaders and leadership.

Leaders and Leadership

Are leaders born? We often hear of a person being a natural born leader. Is there such a thing? Do small children demonstrate leadership skills in their play and interactions? If so, how did they acquire this skill?

Leadership Can people learn how to be a leader? If so, what skills are learned? (Remember learning means a change in behavior has occurred) What might be the measurements?

Leadership Defined Leadership is the ability to influence others. Leadership is active. Leadership is the catalyst that transforms potential into reality yielding positive results.
Rodney Vandeveer

Leadership Definition
Is

the process used by ordinary and others, to make

people to bring forth the best in themselves extraordinary things happen.

Transformational Leadership

Leadership
Good leaders dont ask more than their constituents can give, but they often askand ask get getmore than their constituents intended to give or thought it was possible to give. give.
John W. Gardner, Excellence, Excellence, 1984

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Brain Orientation
MANAGEMENT Mobilise
Task Control Logic Reward Protocol Status Quo Short term Solution Leadership complements management; it doesnt replace it.... Management controls people by pushing them in the right direction; leadership motivates them by satisfying basic human needs
Left Hemisphere Right Hemisphere

LEADERSHIP Mobilise the want!

Relationships Influence Inspire Motivate Empower Feelings People Needs

The Four Levels of Effective Leadership

GDI Development (Pty) Ltd

Leadership Theories

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Leadership Trait Theory

Trait theory focuses on an individuals personal attributes. Six identified leadership traits
Ambition and Energy Desire to Lead Honesty and Integrity SelfSelf-confidence Intelligence JobJob-Relevant Knowledge

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Leadership Trait Theory Just because you have these traits, it does not make you a leader. leader. Leadership is active and one has to do something (influence others) with it. it.

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Situational Leadership

The fundamental underpinning of the situational leadership theory is there is no single "best" style of leadership. Effective leadership is task-relevant and that the most successful leaders are those that adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task) of the individual or group they are attempting to lead/influence. That effective leadership varies, not only with the person or group that is being influenced, but it will also depend
on the task, job or function that needs to be accomplished

Situational Leadership
Leadership styles are categorised into four behavior types, which they are S1 to S4:

S1: Telling - is characterized by one-way communication in which onethe leader defines the roles of the individual or group and provides the what, how, why, when, and where to do the task S2: Selling - while the leader is still providing the direction, he or she is now using two-way communication and providing the sociotwosocioemotional support that will allow the individual or group being influenced to buy into the process. process. S3: Participating - this is now shared decision making about aspects of how the task is accomplished and the leader is providing less task behaviors while maintaining high relationship behavior. behavior. S4: Delegating - the leader is still involved in decisions; however, decisions; the process and responsibility has been passed to the individual or group. group. The leader stays involved to monitor progress. progress.

Situational Leadership
Directive/Telling Style (S1) Coaching/Selling Style (S2) Participating/Supporting (S3) Delegating (S4)

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Supportive Behavior
Asks for suggestions or input on task accomplishment Facilitates follower problem-solving in task accomplishment problemListens to the problems of the follower (job or non-job related) nonEncourages or reassures a follower that he/she can do the task Communicates information about the total organizations operation Discloses information about self (job or non-job related) nonPraises the follower for task accomplishment Engages in more two-way communication twoListens and provides support and encouragement Involves the other person in decision making Encourages and Facilitates self-reliant problem solving self-

Directive Behavior
Sets goals or objectives Makes clear the role each person will play in the accomplishment of the task Plans work in advance to be accomplished by the follower Organizes resources Communicates job priorities Sets timelines method of evaluation for follower performance Shows or tells a follower how to do a specific task Checks to see if work is done properly and in time Sets Goals and Clarifies Expectations Tells and shows an individual what to do, when, and how to do it Closely supervises, monitors, evaluates performance

Contemporary Approaches to Leadership

Charismatic and visionary leadership Transactional leadership Transformational leadership Emotional intelligence

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Charismatic Leadership
Often Transformational and charismatic leadership are used interchangeably. Charismatic traits and behaviors
Advocates a vision Not keeper of the status quo behavior is out of the ordinary perceived as change-agent changeActs in several unconventional ways counter to norms Willingly makes self-sacrifices, takes personal risks, to selfsupport their vision Strong self-confidence self19

What Being Visionary Means

Sensing opportunities and threats in the environment Simplify complex situations by identifying broad-stroke patterns broadForesee events that will affect your organization Conduct a vigorous exchange with an array of people inside & outside the organization Setting strategic direction Encourage new business Generate ideas for new strategies Make decisions with an eye toward the big picture Inspiring constituents Frame current practices as inadequate Be open to new ways of doing things Encourage others to look beyond limitations Communicate new and better possibilities in clear, compelling ways

Characteristics of Transactional Leaders

Contingent Reward: Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. accomplishments. Management by Exception (active): Watches (active): and searches for deviations from rules and standards, takes corrective action. action. Management by Exception (passive): Intervenes (passive): only if standards are not met.

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Characteristics of Transformational Leaders Charisma: Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. trust. Inspiration: Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. ways. Intellectual Stimulation: Promotes intelligence, Stimulation: rationality, and careful problem solving. solving. Individualized Consideration: Gives personal Consideration: attention, treats each employee individually, coaches, advises. advises.
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Transactional Leadership
Motivating for performance at expected levels Initiating structure to clarify roles and tasks Stressing the link between reward and goal achievement. Uses agreed upon performance to motivate

Transformational Leadership Goes Beyond Transactional Leadership

Transformational Leadership
Motivating for performance beyond expectations Inspiring for missions beyond self interest. Instilling confidence to achieve performance

Performance beyond expectations

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Additive Effect of Transformational Leadership

ValuesValues-based leadership
What is Values-Based Leadership? ValuesRespect All Persons Be Vision and Purpose Minded Do No Harm Demonstrate Good Stewardship Intentionally Influence

ValuesValues-based leadership
I.

Respect All Persons

Actively value and honor the similarities, difference and contributions of every individual as a unique and contributing member of the organisation

II.

Be Vision and Purpose Minded

Be positive ambassadors ad representatives of the values, mission and purpose of the organization. organization.

III.

Do No Harm
Demonstrate active care for the emotional, physical, spiritual, social, and intellectual well being of every individual within and outside of the organization. organization.

ValuesValues-based leadership
IV.

Demonstrate Good Stewardship

Operate with integrity in the management/ development of resources your organization has been entrusted with create a legacy of leaving things better than you found them. them.

V.

Intentionally Influence
Serve as a positive force within your organization. organization. In both the leadership and followership roles that you have, build up, encourage, and advance the causes and purposes of your organization bringing about positive change in all arenas of influence. influence.

Emotional Intelligence
Emotional intelligence refers to the leaders ability to recognize ones own feelings and those of others for self motivation and for managing emotions in themselves and in relationship with others. others.

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Emotional Intelligence
Four fundamental capabilities: 1. Self-awareness (Personal competence) Self2. Self-management (Personal Selfcompetence)

3. Social awareness (Social competence) 4. Relationship management (Social competence)

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Leadership Summary
Leadership plays a central part in understanding group behavior. Our understanding of leadership and the dynamics continue to grow. Male and female leadership styles tend to be more alike than different. No one style of leadership is always the preferred leadership style.

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Leadership Summary
Trait theory is based on individuals personal attributes. Charismatic and visionary leadership. Transactional and transformational leadership.

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Leadership: The Art of Possibility

Video: Leadership: The Art of Possibility

Leadership: The Art of Possibility

1. 2.

Why do Roz and Ben say that leadership is an art of possibility? Why does the music metaphor work to help us understand a new way of being? During the video, Mats Lederhausen said, Its the end of the hunting season in the huma experience. What did he mean by that? What were we hunting and what do we need to be focusing on now? What does Ben Zander mean by shining eyes? Roz stated that giving everybody an A is a possibility to live into, not a standard to live up to. What does she mean by that statement? What does recognising the downward spiral mean? Brainstorm ways you might enroll each voice in the vision

3.

4. 5.

6. 7.

Leadership: The Art of Possibility

1. 2. 3. 4. 5. 6.

How does Ben related leadership to a symphony? What is Rule # 6!? What is a downward spiral? What is the new leaders job? According to Ben Zander, where does power come from? Zander, What do you need to do to get shining eyes from your team?

Leadership: The Art of Possibility

1.

Write down at least five common downward spiral conversations that you have experienced in the last few weeks. What are possible solutions?

2.