Leadership

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Scope of Presentation Introduction Leadership Style

Authoritarian or autocratic Participative or democratic Delegative or Free Reign

Forces

Positive and Negative Approaches

Use of Consideration and Structure

Paternalism Characteristics of a Great Leader

Leadership of Jesus Christ, Napoleon Bonaparte and Mahatma Gandhi

Leadership Applications

Introduction

Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”.

Alan Keith of Genentech said that "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen."

It is a combination of traits, qualities, and skills that not only learned and practiced, but are not necessarily inherent qualities that a person is born with.

Introduction

To develop leadership we must become students of human relations.

Then we can become good communicators and listeners, offer genuine appreciation and praise to others, and show others the respect they deserve.

WE then must learn not to be overly critical, to harness enthusiasm, give people a good reputation to live up to, and keep a sense of fun and balance in our lives.

Introduction

Not only will we then reap the rewards of being a leader, but we will also begin to develop others into leaders, thus expanding our influence as well as building up the organization we are associated with.

That is a responsibility we must live up to if we wish to become a great leader.

Leadership StyleLeadership Styles

Leadership Styles

Leadership style is the manner and approach of providing direction, implementing plans, and motivating people.

The three major styles of leadership are:

Authoritarian or autocratic Participative or democratic Delegative or Free Reign

Good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style.

Leadership Styles

Authoritarian (autocratic)

I want both of you to. . .

Used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers.

Appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

Leadership Styles

Authoritarian (autocratic)

Some people tend to think of this style as a vehicle for yelling, using demeaning, language, and leading by threats and abusing their power.

An abusive, unprofessional style called bossing people around.

The authoritarian style should normally only be used on rare occasions.

Leadership Styles

Participative (Democratic)

Let's work together to solve this..

It involves the leader including one or more employees in the decision making process (determining what to do and how to do it).

Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

Leadership Styles

Participative (Democratic)

This is normally used when you have part of the information, and your employees have other parts.

Note that a leader is not expected to know everything -- this is why you employ knowledgeable and skillful employees.

Using this style is of mutual benefit -- it allows them to become part of the team and allows you to make better decisions.

Leadership Styles

Delegative (Free Reign)

You two take care of the problem while I go. . .

In this style, the leader allows the employees to make the decisions.

Used when employees are able to analyze the situation and determine what needs to be done and how to do it.

You cannot do everything! You must set priorities and delegate certain tasks.

Leadership Style

Delegative (Free Reign)

Not a style to use so that you can blame others when things go wrong.

Do not be afraid to use it, however, use it wisely!

Use when you fully trust and have confidence in the people below you.

Forces Forces

Forces

A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation.

Using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee.

Using a participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team.

Forces

Using a delegative style with a worker who knows more about the job than you. You cannot do everything! The employee needs to take ownership of her/his job. Also, the situation might call for you to be at other places, doing other things.

Using all three:

o A procedure is not working correctly and a new one must be established (authoritarian).

o Asking for their ideas and input on creating a new procedure (participative).

o Delegating tasks in order to implement the new procedure (delegative).

Forces

Forces that influence the style to be used are:

How much time is available. Are relationships based on respect and trust or

on disrespect? Who has the information - you, your

employees, or both? How well your employees are trained and how

well you know the task. Internal conflicts. Stress levels. Type of task. Is it structured, unstructured,

complicated, or simple? Laws or established procedures such as

training plans.

Positive and Negative Approaches

Positive and Negative Approaches

Positive and Negative Approaches

Positive leaders use rewards, such as education, independence, etc. to motivate employees.

Those who primarily work out of the positive are considered real leaders.

Positive and Negative Approaches

Negative employers emphasize penalties.

o Negative leaders act domineering and superior with people.

o They believe their authority is increased by frightening everyone into higher lever of productivity.

Positive and Negative Approaches

o When used wrongly: morale falls which of course leads to lower productivity.

o Must be used carefully due to its high cost on the human spirit.

o People who continuously work out of the negative are bosses.

Use of ConsiderationAnd Structure

Use of Consideration And Structure

Use of Consideration and Structure

Consideration (employee orientation) - Leaders are concerned about the human needs of their employees. They build teamwork, help employees with their problems, and provide psychological support.

Structure (task orientation) - Leaders believe that they get results by consistently keeping people busy and urging them to produce.

Use of Consideration and Structure

There is evidence that leaders who are considerate in their leadership style are higher performers and are more satisfied with their job.

Consideration and structure are independent of each other, thus they should not be viewed on opposite ends of a continuum.

A leader who becomes more considerate, does not necessarily mean that he has become less structured.

PaternalismPaternalism

Paternalism

Paternalism has at times been equated with leadership styles.

Leadership is influencing people -- by providing purpose, direction, and motivation -- while operating to accomplish the mission and improving the organization.

Influence is defined as a: means of getting people to do what you want them to do.

Paternalism

There’s more to influencing than simply passing along orders.

The example you set is just as important as the words you speak. Walk your talk. . .

You set an example -- good or bad .

Through your words and example, you must communicate purpose, direction, and motivation.

Paternalism

“Paternalism" (Webster)

A system under which an authority undertakes to supply needs or regulate conduct of those under its control in matters affecting them as individuals as well as in their relationships to authority and to each other.

Paternalism supplies needs for those under its protection or control, while leadership gets things done.

Paternalism is directed inwards, while leadership is directed outwards.

Span of Control

12 Characteristics of a Great Leader

12 Characteristics of a Great Leader

12 Characteristics of a Great Leader

1. Leaders are always improving. 2. Great leaders inspire people around them

to become better. 3. Leaders know how to concentrate on

people's strengths and not their weaknesses.

4. Leaders are pro active and not reactive. 5. Leaders treat people with respect and

importance. 6. Great leaders are self-motivated.

12 Characteristics of a Great Leader

7. Leaders are well spoken. 8. Leaders are always prepared. 9. Great leaders do not have big

egos. 10. Great leaders are great mentors. 11. Leaders are people who write

down goals and strive to achieve them.

12. Great leaders are ambitious, hard workers and with visions.

LeadershipOf Mahatma Gandhi

LeadershipOf Mahatma Gandhi

Leadership of Mahatma Gandhi

He was not a task leader.

His non-violent approach in solving conflicts was a good indication that he did not try to achieve results with all costs.

He set the vision and influenced his followers.

When facing the conflicts, Gandhi choose fasting, a suffering on himself rather than anyone else to end the conflicts non-violently.

As a great leader, he had been always among his people even to the moment of his death.

LeadershipApplicationsLeadership

Applications

Leadership Applications

Situational Leadership Theory

Henry and Blanchard developed a model of leadership effectiveness that attempts to relate maturity of the group prescribed leader behaviors.

Maturity may be broken down further into:

o the members’ ability to do the job (called job maturity) and

o the members’ motivation or willingness to do the job (called psychological maturity)

Leadership Applications

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Leadership Applications

Toward a Dynamic Theory of Leadership

Leadership must be seen as a dynamic process.

Individuals change as they gain experience, training and new perspectives about their job.

Organizations change.

New personnel assignments, reorganization, and changes in the organizational mission demand a constant reassessment of a system in flux.

Leadership Applications

Conference Leadership

Preparation. 7 factors that should receive careful attention:

o Location

o Purpose

o Frequency

o Duration

o Participants

o Agenda

Checklist

Have You Yes No

1. Fixed in your mind the objectives to be attained through the conference discussion?

2. Secured, prepared, or thoroughly familiarized yourself with the necessary conference aids:

a. Charts ready?

b. Case studies prepared?

c. Checks sheets to be distributed ready in sufficient quantities?

d. Demonstration predetermined?

e. All specials materials obtained?

f. Visual aids to be used previewed and a plan made for their use?

3. Prepared for your opening talk?

Checklist

Have You Yes No

4. Carefully studied your conference agenda or outline?

a. Determined the important points to be emphasized?

b.Considered anticipated responses and group reactions?

c. Determined points at which quick summaries will be made?

d. Considered experiences and stories to used for emphasis?

e. Determined ways and means of getting conferee participation, stimulating thinking, and creating interest?

f. Considered what the summary of the group’s thinking might be?

5. Planned carefully to be sure adequate time has been allotted?

Checklist

Have You Yes No

6. Notified everyone concerned of time and place of meeting?

7. Checked physical requirements for conducting meeting?

a. Blackboard or chart paper available?

b. Seating arrangement conforms to good conference procedure?

c. Facilities for showing films in readiness?

d. Ashtrays provided if smoking is permissible?

e. Chalk, crayon, scotch tape, thumbtacks, erasers Paper, pencils etc

f. Ventilation, heat, light, conferee comfort adequate?

Leadership Applications

Conference Leadership

Personal Skills. Techniques to improve effectiveness:

o Draw out reticent or inarticulate individuals.

o Try not to answer questions.

o Ask open-ended questions, those that cannot be answered by a simple yes or no.

o Do not argue.

o Start and finish on time.

Leadership Applications

Conference Leadership

Audiovisual Aids and Support Material. Help the conference leader to:

o Demonstrate and clarify complex or difficult concepts

o Reduce presentation time

o Dramatize and reinforce major elements

o Provide additional interest or change of pace.

Leadership Applications

Top Level Leadership

Authoritarian or autocratic Participative or democratic Delegative or Free Reign

Corporate and Government Setting

Middle Level Leadership

Authoritarian or autocratic Participative or democratic Delegative or Free Reign

Leadership at the grass root level

Authoritarian or autocratic Participative or democratic Delegative or Free Reign

Quotes & ChallengeQuotes & Challenges

No one ever accomplishes alone what he can do in partnership with others.

“One is too small a number to achieve greatness.

If you’re looking to grow as an influencer, start by strengthening your connections with people around you.”

John C Maxwell

Quotes

Quotes

“For kings, and for all that are in authority; that we may lead a quiet and peaceable life, its all Godliness and honesty” 1 Timothy2:2

“Authority without wisdom is like a heavy ax without an edge, fitter to bruise than polish”

Challenge

“Leadership carries with it Authority. While the former bestows many privileges, the leader must not be dazzled by the power inherent to his position but rather to the service he can render. A servant-leader is someone whom others follow out of respect and love.”

“Leading is not an easy task . . .

But if you are destined to be one . . .

You MUST . . .”

MabuhayMabuhay!!!

• Hofstede, Geert (1977). Culture and Organizations: Software of the Mind new York: McGraw-Hill.

• Lewin, K., LIippit, R. and White, R.K. (1939). "Patterns of aggressive behavior in experimentally created social climates." Journal of Social Psychology, 10, 271-301

• Newstrom, John W. & Davis, Keith (1993). Organizational Behavior - Human Behavior at Work. New York: McGraw-Hill.

• Schriesheim, Chester A. The Great High Consideration- High Initiating Structure Leadership Myth: Evidence on its Generalizability. The Journal of Social Psychology, April 1982, 116,pp.221-228.

• U.S. Army Handbook (1973). Military Leadership. • Tannenbaum, R. & Schmidt, W. How to Choose a leadership

Pattern. Harvard Business Review, May-June 1973, No. 73311• http://www.nwlink.com/~donclark/leader/leadstl.html• Bittel, Ramsey. Encyclopedia of Professional Management,

Volume 1

References