THE GOOD, BAD & UGLY IN LEADERSHIP - WordPress.com · 2016-06-19 · definitions • leadership is effective when it influences the actions of followers toward the achievement of

THE GOOD, BAD & UGLY IN

LEADERSHIP©Dr. Lyn Olsen, 2016

QUESTION 1

WHAT IS YOUR

DEFINITIONOF

LEADER?

QUESTION 2IS LEADERSHIP DIFFERENT FROM MANAGEMENT?

ARE THE LEADERSTHE REAL LEADERS?

DO PEOPLE AGREE

WHO ARE THE LEADERS &

WHO ARE THE PROBLEMS?

CAN LEADERSHIP BE LEARNED OR IS IT A

GIFT?

ARE TRAITS OF GREAT LEADERS

RELATIVE?

GREAT VS GOOD LEADERS?

WHAT LEADERS HAVE TO SAY

https://www.youtube.com/watch?v=d6wRkzCW5qI

DEFINITIONS• LEADERSHIP IS EFFECTIVE WHEN IT INFLUENCES THE

ACTIONS OF FOLLOWERS TOWARD THE ACHIEVEMENT OF THE GOALS OF THE GROUP (PRATCH, 2014)

• MAKING THE WHOLE GREATER THAN THE SUM OF ITS PARTS (SANDLER, 2007).

• LEADERSHIP IS THE KNACK OF GETTING SOMEBODY TO DO SOMETHING YOU WANT DONE BECAUSE HE WANTS TO DO IT. (General Dwight Eisenhower)

• A LEADER IS ONE WHO KNOWS THE WAY, GOES THE WAY, AND SHOWS THE WAY (John Maxwell)

• LEADERSHIP IS LIFTING A PERSON’S VISION TO HIGH SIGHTS, RAISING A PERSON’S PERFORMANCE TO HIGHER STANDARDS, BUILDING PERSONALITY BEYOND ITS NORMAL LIMITATIONS (Peter Drucker)

• MY DEFINITION: HELPING OTHERS BE THEIR BEST – PEOPLE ARE BETTER OFF

DEFINITIONAL DIFFERENCE

•MANAGER ADMINISTERS, LEADER INNOVATES•MANAGER IS A COPY; LEADER IS AN ORIGINAL•MANAGER MAINTAINS; LEADER DEVELOPS•MANAGER FOCUSES ON SYSTEMS; LEADER FOCUSES

ON PEOPLE•MANAGER RELIES ON CONTROL; LEADER INSPIRES

TRUST•MANAGER SHORT RANGE VIEW;LEADERS LONG-

RANGE•MANAGER ASK HOW & WHEN; LEADER ASKS WHAT

& WHY

DEFINITIONAL DIFFERENCE

•MANAGER FOCUSES ON BOTTOM LINE; LEADER FOCUSES ON THE HORIZON

•MANAGER IMITATES; LEADER ORIGINATES•MANAGER ENFORCES STATUS QUO; LEADER

CHALLENGES IT (WAIT-WHAT?)•MANAGER FOLLOWS ORDERS; LEADERS MAKE NEW

WAYS•MANAGER DOES THINGS THE RIGHT WAY; LEADERS

DO THE RIGHT THINGMurray (2009)

FINANCIAL ELEPHANTS MONEY BUYS THE BEST YOU GET WHAT YOU PAY

FOR IT’S ALL ABOUT THE

MONEY THERE NEVER IS ENOUGH

MONEY EMPLOYEES ONLY WANT

MONEY CAN’T SUCCEED IF YOU

DON’T HAVE MONEY

PERSONNEL ELEPHANTS

GREASE THE SQUEAKY WHEEL (WHINERS/COMPLAINERS) REWARDING BAD BEHAVIOR WILL MAKE IT GOOD KEEPING BAD EMPLOYEES NICE PEOPLE ALWAYS END UP

LAST REQUIRING GOOD EMPLOYEES TO COVER FOR BAD

• My falling stars actually had better performance reviews than my super stars” (Cottrell, 2002) (MONDAY MORNING LEADERSHIP)

EMPLOYEES ARE ALWAYS THE PROBLEM • “If employees are not motivated, the fault is with managers,

not the employees” (Robbins, 2008)

PERSONNEL ELEPHANTS

PEOPLE ARE STUPID/LAZY HIRE PEOPLE WHO SUPPORT

EVERYTHING YOU DO DON’T HIRE NEGATIVE

PEOPLE BEST FRIENDS/CRONYISM INDIVIDUALS DON’T

MATTER/ANYONE CAN DO THE JOB

LEADERSHIP ELEPHANTS

ANYONE CAN BE A LEADER LEADERSHIP & MANAGEMENT ARE THE SAME LEADERSHIP IS RELATIVE/NO TRUTH LEADERS HAVE TO KNOW IT ALL LEADERS HAVE TO BE SUPERIOR LEADERS SHOULD RULE BY POWER & FEAR LEADERS HAVE TO BE MEAN INTIMIDATION WINS EVERY TIME “GOOD” LEADERS CAN BE BAD LEADERS (HITLER)

LEADERSHIP ELEPHANTS

BEING YOUR EMPLOYEE’S FRIEND WHAT’S IN IT FOR ME IF YOU DO SOMEONE A FAVOR, THEY OWE YOU EVERYONE DOES IT, SO OKAY TO NOT DO THE RIGHT

THING NEVER ACCEPT RESPONSIBILITY ALWAYS BLAME SOMEONE ELSE IF YOU IGNORE A PROBLEM, IT WILL GO AWAY

LEADERSHIP THEORIES• GREAT MAN: BORN WITH IT• TRAIT: BORN WITH CERTAIN TRAITS• CONTINGENCY: ENVIRONMENAL VARIABLES• SITUATIONAL: SITUATIONAL VARIABLES• BEHAVIORAL: LEADERS ARE MADE BY LEARNING• PARTICIPATIVE: INPUT FROM OTHERS• MANAGEMENT (TRANSACTIONAL): SUPERVISION &

ORGANIZATIONAL SKILLS• RELATIONSHIP (TRANSFORMATIONAL):

CONNECTIONS BETWEEN PEOPLECherry (2015)

LEADERSHIP STYLES• AUTHORITARIAN (AUTOCRATIC): COMMAND; LEADER

WHO MAKES DECISIONS AND CONTROLS FOLLOWERS• PARTICIPATIVE (DEMOCRATIC): GROUP CONSENSUS

(LESS PRODUCTIVE)• DELEGATIVE (LAISSEZ-FAIRE): NO GUIDANCE AND NO

DECISION MAKING FROM LEADER (MOST UNPRODUCTIVE)

• TRANSFORMATIONAL: MOTIVATE & INSPIRE EMPLOYEES (MOST PRODUCTIVE)

• TRANSACTIONAL: FOLLOW THE LEADER IN DESIGNATED ROLE

• SITUATIONAL: 4 MODELS: TELLING, SELLING, PARTICIPATING, DELEGATING

Cherry (2015)

LEADERSHIP STYLES

•COERCIVE: COMPLIANCE•AUTHORITATIVE: SINGLE RULER•AFFILIATIVE: BUILDING BONDS•DEMOCRATIC: CONSENSUS•PACESETTING: HIGH STANDARDS•COACHING: BETTERING OTHERS

» Goleman, (2000)

WHAT DO EMPLOYEES

WANT?

–

WHAT THEY WANT

•EMPLOYEES LIKE TO FOLLOW– PARETO PRINCIPLE, 80% FOLLOWERS– PEOPLE HAVE TENDENCY TO RUT– PEOPLE DON’T REALLY LIKE CHANGE, LIKE ORDER– THE LONGER THEY ARE THERE, THE LESS LIKELY TO LEAVE OR

CHANGE

•PEOPLE SEEK ROLE MODELS/MENTORS•PEOPLE SEEK OUT CERTAIN LEADERS, NOT

NECESSARILY THE APPOINTED LEADERS•RECOGNITION: REWARD JOBS WELL DONE

WHAT THEY WANT• WHAT PEOPLE WANT MOST IS

TO BE VALUED & RESPECTED– Hierarchy of Needs

(Wikimedia.org)– Herzberg’s Two-Factor Theory:

Maintenance vs Behavioral;– Most influential satisfiers:

» Achievement» Recognition» Work itself» Responsibility» Advancement

(Sandler, 2007)

https://www.youtube.com/watch?v=JzE7lXM6mho

WHAT THEY WANT

• PEOPLE EVALUATE RELATIVELY BY COMPARING THEMSELVES TO OTHERS IN SIMILAR SITUATIONS

• PEOPLE VALUE EQUITY & FAIRNESS GREATLY

– Adam’s Equity Theory: “Idea that the value of what a person puts into the job and satisfaction he gets from it are largely determined by comparisons to others” (Sandler, 2007).

– Rules are not different for different people

WHAT THEY WANT

• THE GREATEST SUCCESSES COME FROM KEEPING GOOD EMPLOYEES– INDIVIDUALS DO MATTER; NOT JUST ANYONE CAN DO– EMPLOYEES STAY WITH COMPANIES BECAUSE THEY LIKE THE BOSS– EMPLOYEES STAY BECAUSE THEY FEEL VALUED EVEN IF NOT BEST

PAY OR OTHER CONDITIONS» “People quit people before they quit companies” (Cottrell,

2002)• VERY COSTLY TO HIRE NEW EMPLOYEES

– $56,770 PER NEW EMPLOYEE (FORBES)– COST UP TO 400% OF EMPLOYEE SALARY TO REPLACE THEM (EREMEDIA.COM)

• VERY COSTLY TO LOSE A GOOD EMPLOYEE– EXPERIENCE AND CONNECTIONS

THE UGLY & BAD

INEFFECTIVE VS UNETHICAL

7 TYPES: 1. INCOMPETENT: LACKING WILL OR

SKILL2. RIGID: UNYIELDING, INFLEXIBLE3. INTEMPERATE: LACKS SELF CONTROL4. CALLOUS: UNCARING, UNKIND5. CORRUPT: LIE, CHEAT, STEAL6. INSULAR: MINIMIZE OTHERS7. EVIL: ATROCITIES (hitler)

(Kellerman, 2004)

THE UGLY & BAD• BEING MEAN IS NOT A LEADER• DIFFERENT RULES FOR DIFFERENT PEOLE• FEAR OF PUNISHMENT OR RETRIBUTION• SABOTAGE OTHERS• SPEAK POORLY OF OTHERS BEHIND THEIR BACKS (NOT

SAME AS ADDRESSING PROBLEM)• PROMOTE STRIFE AMONGST OTHER EMPLOYEES• THINK THEY ARE FUNNY WHEN THEY ARE REALLY MEAN• BEING LIKED OR DOING WHAT EVERYONE ELSE DOES IS

NOT A LEADER• MAINTAINING STATUS QUO IS NOT A LEADER

THE UGLY & BAD• DOGMATIC - THINK THEY KNOW IT ALL

– Characterized by an authoritative, arrogant assertion of unproved and unprovableprinciples

• SUPERIORITY– THINK THEY KNOW BETTER THAN ANYONE

ELSE– THINK THEY KNOW MORE THAN ANYONE ELSE– BELIEVE THEY SHOULD RUN OTHERS’ LIVES

• BLAMES EVERYONE & EVERYTHING ELSE FOR THEIR FAILURES

• JEALOUS• OUT FOR THEMSELVES• OUT OF TOUCH

THE GOOD

• THEY BELIEVE IN WHAT THEY ARE DOING & IN OTHERS

• IT IS NOT ABOUT THEM, IT IS ABOUT OTHERS: SERVE OTHERS

– “The secret is great leaders serve” (Blanchard, 2004)

• MAKE PEOPLE FEEL THEY MATTER• PEOPLE-CENTERED, NOT BUSINESS

AS USUAL– “The secret is great leaders serve”

(Blanchard, 2004)– “A leader is a dealer in hope”

(Napoleon Bonaparte)

THE GOOD• GIVE CREDIT WHERE CREDIT DUE (NOT FOR THEMSELVES)

– “A good leader takes a little more than his share of the blame; a little less than his share of credit” (Arnold Glasgow)

• ENABLE OTHERS TO HELP THEMSELVES, GIVE RESPONSIBILITY• GOLDEN RULE • DOESN’T NEED TO BE SUPERIOR• DOESN’T ACCUSE AND BLAME OTHERS• DOESN’T BELITTLE OR BULLY• DOESN’T HOLD GRUDGES OR SEEK REVENGE • VALUES DIFFERING OPINIONS/ENCOURAGES CRITICISM

– Not threatened by those who know more– “Look for yes men who will say no” (Wooden, 2005)– “Surround yourself with people strong enough to make you change your mind”

(Wooden, 2005)

• LISTENS TO THE PEOPLE WHO KNOW; VALUES WHAT THEY SAY

THE GOOD

• WILLING TO SEE THINGS DIFFERENTLY THAN OTHERS• NOT AFRAID OF CHANGE• GOOD INITIATIVE - THEY DON’T WAIT FOR OTHERS TO MAKE IT

HAPPEN – THEY MAKE IT HAPPEN• ADMITS WHEN WRONG & NOT AFRAID TO LEARN FROM THEIR MISTAKES• WADING THROUGH VUCA – FOCUSED ON BASIC GOALS

– (VOLATILE, UNPREDICTABLE, COMPLEX, AMBIGUOUS EATS UP OUR ENERGY UNPRODUCTIVELY) (CASHMAN, 2012)

• DOES NOT PROCRASTINATE – CONFRONTS PROBLEMS IMMEDIATELY• DOES NOT WHINE OR COMPLAIN – FIXES PROBLEMS• DECISIVE• POSITIVE THINKING• MAKES THE BEST OF A BAD SITUATION• PERSEVERES

EXAMPLES OF PERSEVERANCE

https://www.youtube.com/watch?v=hzBCI13rJmA

PERSONAL TRAITS OF LEADERS

• CREDIBILITY: DOES WHAT IS RIGHT, EVEN WHEN NO ONE SEES (Cottrell, 2002)

– “To know what is right and not do it is the worst cowardice” (Confucius)

• HONEST, HUMBLE – “In every survey, honesty was selected more often than any other

characteristic, i.e. 83%” (Kouzes, 1987)

• EQUITABLE: RULES ARE NOT DIFFERENT FOR DIFFERENT PEOPLE• LIVING BY GREATER STANDARDS - INTEGRITY

– KNOWS WHAT THEY DO MAY INFLUENCE THE LIVES OF OTHERS FOR BETTER OR WORSE

• SERIOUS ABOUT BEING A ROLE MODEL – ACTIONS SPEAK LOUDER THAN WORDS (MOTIVATING/INSPIRATIONAL)

• ALWAYS LEARNING

PERSONAL TRAITS OF LEADER

• WIN-WIN, NOT WIN-LOSE• PLAYS THE PART WELL

– BEING THE PERSON THEIR EMPLOYEES WOULD WANT TO BE

– NOT EMBARRASSING THOSE WHO RESPECT THEM (ROLE MODEL)

• INVOLVES EVERYONE• INTEGRATIVE CAPACITY: SEES

THE BIG PICTURE; DOES NOT SWEAT THE SMALL STUFF

WHAT A LEADER IS

• JUDGE FOR THEMSELVES, NOT ON WHAT OTHERS SAY

• NO ASSUMPTIONS• SUPPORT EMPLOYEES EFFORTS TO

BETTER THEMSELVES• SEE & BELIEVE IN THE BETTER SIDE OF

PEOPLE SO THEY CAN SEE THEIR BETTER SIDE

• MAKING EMPLOYEES FEEL UNIQUE & IMPORTANT

https://www.youtube.com/watch?v=VcjzHMhBtf0

The 7 Habits of Highly Effective People

(Covey, 1989)

https://www.youtube.com/watch?v=sYDCJR_ApEQ

COMMUNICATION LISTEN AND HEAR

• “66% of all employees say management doesn’t listen to them, and 67% say management fails to act on employee suggestions” (Katcher, 2007).

• “It’s difficult to listen when you are always talking” (Wooden, 2005). GRAPEVINE

• “Astute managers acknowledge the existence of the grapevine and use it in beneficial ways” (Robbins, 2008).

ELIMINATE RETRIBUTION FOR THOSE WHO DISAGREE • “52% of employees do not feel free to voice their opinions openly” (Katcher, 2008)

LEGAL ISSUES BRAINSTORM WITH EMPLOYEES – HELP THEM IMPLEMENT THEIR GREAT IDEAS DON’T FORGET TO SAY NICE THINGS TRUTHFULLY LET THEM KNOW YOU CARE BE AVAILABLE PAY ATTENTION; LOOK DIRECTLY AT PEOPLE, USE THEIR NAME NOBODY’S PERFECT; HUMAN NATURE IS TO LEARN FROM MISTAKES “IF YOU WANT TO GATHER HONEY, DON’T KICK OVER THE BEEHIVE” (Carnegie, 1936)

COMMUNICATION SINSDO NOT

• BE COMMANDING• BE THREATENING

• GIVE UNSOLICITED ADVICE• ALWAYS ONE-UPPING OTHERS

• USE VAGUE LANGUAGE• WITHHOLD INFORMATION

• NAME-CALLING (GUILTY ALWAYS ACCUSE OTHERS)• PATRONIZE

• ACCUSE, E.G. LYING• PLAY PSYCHOLOGIST

• AVOID ISSUES OR PEOPLE• BE SARCASTIC

(SANDLER, 2007)

HOW LEADERS HANDLE DIFFICULTIES• EMPLOYEES ARE THE GREATEST ASSET & THE GREATEST

LIABILITY• DON’T MAKE ACCUSATIONS OR DENIGRATE• ALWAYS BE KIND, BEGIN BY SAYING SOMETHING NICE

– “Kind words can be short & easy to speak but their echoes are truly endless” (Mother Theresa)

• BE HONEST ABOUT PROBLEM• RESEARCH THE PROBLEM• HAVE SOLUTIONS READY• SUPPORT EMPLOYEES IMPROVING• NO PROCRASTINATION (DO RIGHT AWAY)• MAKING MISTAKES IS OKAY, HOW HUMANS LEARN• MOTIVATE, ENCOURAGE, PERSEVERE

HOW LEADERS HANDLE DIFFICULTIESDON’T PRETEND EVERYTHING IS OKAY (NO WORRIES)DON’T BE DISMISSIVEDON’T BLAME THEMDON’T SAY THEY LIEDDON’T PUT THEM ON THE DEFENSELISTEN: LET THEM GO UP THE HILLCAN DO: TELL THEM WHAT YOU CAN DO & WHAT YOU CAN’T DOCHOICES: GIVE PEOPLE CHOICES THAT GIVE THEM RESPONSIBILITY FOR THEIR ACTIONSFOLLOW-UP

let no one ever come to you without leaving better and happierMother Theresa

https://www.youtube.com/watch?v=oj5G7vhtjGk

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