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Wha
t is
lead
ersh
ip?
© Serge Imboden, HES-SOSeptember 2015
2© S. ImbodenInstituteEntrepreneurship & Management
1. The importance of leadership style2. Leadership vs. Management3. Model of effective leadership4. Implementing strategic management 5. Conclusion
Agen
da
Agenda
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3© S. ImbodenInstituteEntrepreneurship & Management
James Downtown1938 -
Argyris1923 - 2013Mayo
1880-1949 Time
1930 1970 19901950 2015
Evolution
Taylorism and Fordism
1900-1930
Human Relations Approach
1930-1940
Leadership styles also change
Bureaucratic Management
Approach (Weber)
1940
Contingency Theory
1960
Questioning the old models
1970
Transactional leadership (agreed
goals, delegation, responsibility)
1973-…
Taylor1856-1915
Ford1863-1947
Fayol1841-1925
Weber1864-1920
Maslow1908-1970
Mac Gregor1906-1964
Herzberg1923-2000
Lewin1890-1947
Mac Gregor Burns 1918 -
Modern Approaches (e.g.
Management by exceptions)
1980-1990
Bernard M. Bass1925-2007
Likert1903-1981
1. T
he im
porta
nce
of le
ader
ship
sty
le
Instructional Leader (educational
support)
…
Transformational leadership (trust, respect, loyalty and
admiration)
1978-…
4© S. ImbodenInstituteEntrepreneurship & Management
The importance of the leadership style
The leadership style can have a significant impact on the success of an organisation
As a rule, well-managed employees are satisfied, motivated and committed
This, in turn, has a positive effect on the teaching and student satisfaction
This raises the question about which leadership style a manager/executive should practise and promote
1. T
he im
porta
nce
of le
ader
ship
sty
le
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Leadership styles are much researched Research peaked in the 1950s at the Ohio State
University and was based on the paradigm of Behaviourism (Behavioural Sciences)
This research generated a limitless amount of "effective" leadership styles
A basic model is the division into- task-oriented (objectives, planning, coordination,
organisation)- relation-oriented (support, praise, recognition)
and - cooperative behaviour (mutual assistance and
participation in the team) Numerous versions have hence been developed
1. D
ie B
edeu
tung
des
Führ
ungs
stils
6© S. ImbodenInstituteEntrepreneurship & Management
Classic leadership style according to K. Lewin(1890-1947)
Employee scope of action
Manager‘s scope of action
Authoritarian Cooperative Laissez‐faire
Manager decides and controls
Employees are involved in decision making process
Employees have total freedom
Employee performs Delegation is possible Decision and control lies with the employee
Fast response Third‐party control replaced by self‐control
Individual strengths are promoted
1. T
he im
porta
nce
of th
e le
ader
ship
sty
le
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Further categorisation of leadership styles
Leadership styles can also be categorised according to the number of orientation characteristics of the style (Neuberger, 2002):1. One dimensional Leadership styles (all of the
above; authoritarian, cooperative, charismatic,...) 2. Two dimensional Leadership styles (managerial
grid according to Blake/Mouton and polarity profile according to Bleicher)
3. Three dimensional Leadership styles (situational leadership style: the optimal leadership style depends on the situation (Blanchard & Hersey, 1982)
1. T
he im
porta
nce
of le
ader
ship
sty
le
8© S. ImbodenInstituteEntrepreneurship & Management
Critical thinking
Commitment/Participation
high
low
highlow
convince
motivate involve
Effective Followers
Critics/External(Alienated)
Yes peoplePassive(Sheep/Slacker)
demand & support
Pragmatists
Give assurance
(Based on Kelley, 1988)
Effective Followers support
1. T
he im
porta
nce
of le
ader
ship
sty
le
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Become Effective Followers
Self-Management
Commitment
Competence
Courage
ability to think critically, have control over one‘s own actions work independently
Helps to reduce the work burden (work can be delegated)
feels committed with the vision and objectives
Helps to maintain the motivation high has the attitude and the
skills to achieve a goal or accomplish a task.
Helps to maintain objectives challenging
Abide by their principles and ethical standards (even when the supervisor is dishonest)
(are loyal, trusty and honest with their superiors)
Helps to build continuity and trust
(based on Kelley, 1988)
1. T
he im
porta
nce
of le
ader
ship
sty
le
10© S. ImbodenInstituteEntrepreneurship & Management
1. The importance of leadership style2. Leadership vs. Management
3. Model of effective leadership4. Implementing strategic management 5. Conclusion
Agen
da
Agenda
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Leadership vs. Management
Passive Leader
Transactional Leader
Transformational Leader
2. L
eade
rshi
p vs
. Man
agem
ent
12© S. ImbodenInstituteEntrepreneurship & Management
Transactional Leader: Objectives, delegation and evaluation
(Robbins, 2011)
Passive Leader
Transactional Leader
Transformational Leader
TansactionalLeadership
(* Management by objectivesManagement by exceptions)
Agree on objectives
(MBO, MBE*)
Delegation of responsibilities
Monitoring performance
Praise & Criticism
2. L
eade
rshi
p vs
. Man
agem
ent
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Transformational Leader: Vision, respect and admiration
(Based on: Prof. Dr. Waldemar Pelz‐ http://www.management‐innovation.com)
Passive Leader
Transactional Leader
Transformational Leader
2. L
eade
rshi
p vs
. Man
agem
ent
Loyalty
Readiness to learn
Teamspirit
Self-discipline
Responsibility
Motivation
My behaviour as
Executive
Be a role model
Challenge others(Inspiration)
Stimulate performance (Stimulation)
Take an entrepreneurial
approach(Innovation)
Develop skills(Enabling)
Fair Communication (Consideration)
ensuresensures
14© S. ImbodenInstituteEntrepreneurship & Management
Passive Leadership : Intervene only in exceptional cases
2. L
eade
rshi
p vs
. Man
agem
ent
(Bass & Avolio, 1997)
Management by
Exceptions
Laissez-faire
Passive Leadership
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1. The importance of leadership style2. Leadership vs. Management3. Model of effective leadership
4. Implementing strategic management 5. Conclusion
Agen
da
Agenda
16© S. ImbodenInstituteEntrepreneurship & Management
Wh
eel o
f g
oo
d &
co
rrec
t le
ader
ship
(Imboden, 2015)
Leadership skills
ControllingProject mgmt.Process mgmt.Quality mgmt.Financial mgmt.HRMEtc.
Vision/Mission
Strategies
Measures/Projects
Lead well & correct
Innovation mgmt.Change mgmt.Risk managementMarketingEtc.
support**solve
problems effectively
* According to Feser et. al. (2015 ) these four features are the most effective3. M
odel
of t
he e
ffect
ive
lead
ersh
ip
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Dschungel Exempel of Covey
Do the right things
Do the things right
Beispiel «Dschungel» aus Covey, 2005
3. M
odel
of t
he e
ffect
ive
lead
ersh
ip
18© S. ImbodenInstituteEntrepreneurship & Management
1. The importance of leadership style2. Leadership vs. Management3. Model of effective leadership4. Implementing strategic management
5. Conclusion
Agen
da
Agenda
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“Every enterprise requires a vision. The enterprise must have simple, clear, and unifying objectives. Without such commitment there is no enterprise; there is only a mob”.
Peter F. Drucker
4. Im
plem
entin
g St
rate
gic
Man
agem
ent
20© S. ImbodenInstituteEntrepreneurship & Management
Wh
eel o
f g
oo
d &
co
rrec
t le
ader
ship
(Imboden, 2015)
Leadership skills
ControllingProject mgmt.Process mgmt.Quality mgmt.Financial mgmt.HRMEtc.
Vision/Mission
Strategies
Measures/Projects
Lead well & correct
Innovation mgmt.Change mgmt.Risk managementMarketingEtc.
support**solve
problems effectively
* According to Feser et. al. (2015 ) these four features are the most effective3. M
odel
of t
he e
ffect
ive
lead
ersh
ip
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Cockpit
ImplementationOperational level
Strategic Management is the key task of a Leader
Cockpit leadershipStrategic level
4. Im
plem
entin
g St
rate
gic
Man
agem
ent
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The vision serves as orientation and decision support Does it serve as orientation to
employees (what do we want to be? where do we want to go?)
Gives security in decision-making Aligns the company towards a long-
term goal Is a communication and motivation
instrument
In crisis situations it helps to take the right position
Is a mirror of the corporate culture
Time scale: 5 -10 years
4. Im
plem
entin
g St
rate
gic
Man
agem
ent
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The mission describes the values/virtues?
Conveys the mandate and purpose of the company (why do we exist?)
Focuses on the customer‘s perspective
Describes the values/virtues of the company
4. Im
plem
entin
g St
rate
gic
Man
agem
ent
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Show the path to reach a goal Give security in decision-making Align the company towards the vision and
medium-term objectives In crisis situations help to take the right
position Time scale: 1-3 years
Strategies show the path to goal
4. Im
plem
entin
g St
rate
gic
Man
agem
ent
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Objectives help to keep on track
What gets measured, gets done! Objectives need to be SMART:
Specific objectives/goals must be clearly defined (not vague, but as precise as possible).
Measurable objectives/goals (concrete criteria for measuring progress).
Agreed targets must be accepted by the recipient (also: reasonable, attractive or challenging)
Realistic objectives must be achievable.
Time-bound. Every objective has a clear timeline by when it must be achieved.
4. Im
plem
entin
g St
rate
gic
Man
agem
ent
26© S. ImbodenInstituteEntrepreneurship & Management
Projects operationalize the objectives
Projects implement visions and strategies
Therefore every strategic project should be linked to at least one strategy
4. Im
plem
entin
g St
rate
gic
Man
agem
ent
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Controlling is used for decision support
Controlling ≠ Control Includes the tasks of planning,
targeting, steering, monitoring and information
Is part of the corporate management as coordination task
Decision support for Management
Progress indicators Early Warning System
(problems can be identified in good time)
Processing of data, statistics, graphics
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plem
entin
g St
rate
gic
Man
agem
ent
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1. The importance of leadership style2. Leadership vs. Management3. Model of effective leadership4. Implementing strategic management 5. Conclusion
Agen
da
Agenda
30© S. ImbodenInstituteEntrepreneurship & Management
Conclusion
1. An efficient executive has leadership, management and entrepreneurship skills Leadership = do the right things
Management = do the things right
Entrepreneurship = do new things
5. C
oncl
usio
n
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2. The vision, mission, strategies, objectives and projects must be systematically interconnected
Op
erat
ion
al t
hin
kin
g a
nd
act
ion
Str
ate
gic
th
ink
ing
an
d a
cti
on
Managem
ent Cockpit
5. C
oncl
usio
n
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3. Without professional controlling any strategic management is a waste of time
5. C
oncl
usio
n
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And finally….
Absence of leadership is the worst punishment for both sides!
5. C
oncl
usio
n
34© S. ImbodenInstituteEntrepreneurship & Management
University of Applied Sciences HES-SOSerge ImbodenTechno-Pôle 33960 Sierre+41 27 606 90 78+41 79 217 06 [email protected]
Thanks for your attention
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Literature
Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the Multifactor Leadership Questionnaire. Palo Alto: Mind Garden.
Blake, R. R., & Mouton, J. (1964). The Managerial Grid: The Key to Leadership Excellence. Houston: Gulf Publishing Co. Retrieved from http://de.wikipedia.org/wiki/Managerial_Grid
Covey, S. R. (2005). Die 7 Wege zur Effektivität: Prinzipien für persönlichen und beruflichen Erfolg (erw. u. üb.). Offenbach: Gabal.
Drucker, P. F. (2002). Was ist Management? Das Beste aus 50 Jahren (p. 398). Econ.Hersey, P., & Blanchard, K. (1982). Management of Organizational Behavior (4. Auflage.). New York: Prentice Hall.Imboden, S. (2013). Effective Leadership. In Y. Motarjemi, R. Stadler, & H. Lelieveld (Eds.), Food Safety Management, A
Practical Guide for the Food Industry (p. 1192). San Diego: Elsevier.Kelley, & E., R. (1988). In praise of followers. Harvard Business Review, (66), 142–148.Neuberger, O. (2002). Führen und führen lassen: Ansätze, Ergebnisse und Kritik der Führungsforschung (6. Auflage.). Stuttgart:
Lucius & Lucius UTB.Robbins, J. S. (2011). Fundamentals of Management (4th ed., p. 325). New Jersey: Pearson Inc.Shatzer, R. H., Caldarella, P., Hallam, P. R., & Brown, B. L. (2014). Comparing the effects of instructional and transformational
leadership on student achievement: Implications for practice . Educational Management Administration & Leadership , 42 (4 ), 445–459.
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Instructional Leader: Focus on the educational support
A leadership style whereby school directors prioritize stimulating teachers to maintain a professional educational approach and keep track of its implementation in the classroom
The tasks of the school‘s director include: defining high expectations for teachers and students lecture observations to develop lessons coordinating lessons across all subjects and year groups collecting, recording and evaluating the learning progress of boys and
girls pupils (Shatzer, Ryan H. et al., 2014)
Instructional Leader
Transactional Leader
Transformational Leader
2. L
eade
rshi
p vs
. Man
agem
ent