Professional Documents
Culture Documents
Outline
Huge and diverse literature Many theories not all rigorously tested There is no single right style: it depends on the context, the task and the resources at hand But there are some basic elements and skills What Leadership Is Not
Leadership is not magic. It is not a gift that some people have and others don't. It is not standing back and telling others what to do . It is not belittling or demeaning others who don't do what you tell them to do.
Leadership essentials
Do your homework Know what you want to do Communicate clearly Tell people what to do, not how to do it Seek excellence Lead by example Take care of people Be humble Exhibit good character
A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit
Infrastructure Australia Regional Development Australia (building on ACCs) Better Regions program Regional and Local Community Infrastructure Program Major Cities Unit
Management to governance*
AREA MANAGEMENT Corporate governance Customers and clients Administration and regulation Public opinion Financial and physical capital
+ Community engagement + Citizens + Strategy and partnerships + Public judgement + Social capital = LOCAL GOVERNANCE
(* Based on Sproats, 1997)
Management to leadership*
MANAGEMENT Plans and budgets Organising and staffing Controlling and problem-solving Minimising risk tends to ORDER and PREDICTABILITY LEADERSHIP Vision and strategy Communicating and aligning Motivating and inspiring Taking risks promotes CHANGE
Tasmanian LG Act
The functions of a mayor are
to act as a leader of the community of the municipal area; and to act as chairperson of the council; and to act as the spokesperson of the council; and to liaise with the general manager on the activities of the council and the performance of its functions and exercise of its powers; and to oversee the councillors in the performance of their functions and in the exercise of their powers.
The mayoris to represent accurately the policies and decisions of the council in performing [his/her] functions
continued
Emotional intelligence
PERSONAL EFFECTIVENESS Ability to understand oneself To regulate emotions, control reactions, stay calm, recover from difficulty etc INTERPERSONAL EFFECTIVENESS Ability to interact effectively and appropriately with others To communicate, cooperate, establish common goals, understand, trust, empathise etc
Self-Awareness
Social Skill
Empathy
Motivation
Confidence
Praise
Participative (democratic)
Offer guidance but seek input Participate in group Retain final say
Leader authority
Low
Low
Medium
High
[modified]
Lazy / laissez faire: "I'll just let them get on with it, I'm sure they'll do fine, they don't really want me interfering anyway" Authority / compliance: "We're here to work, the work needs to be done. If they're working hard enough they won't have time to feel unhappy, they're not here to enjoy themselves." Country Club:"It stands to reason, if they're happy they'll work harder and the work will take care of itself." Teamwork / all cylinders:"We're in this together. We need to support and help each other to get this job done."
Leader authority
Situational leadership
Forces on leader
Forces on Leader:
eg knowledge, skills, attitude, personality, experience, background, values, personal goals, confidence in others, pressures to perform, weight of responsibility.
Forces on Team:
combination of personalities, values, expectations, ersonalities, values, expectations, willingness and ngness and ability to make decisions, individual al needs, team needs, interest, competition, ence, resources work load, spirit, communication, on, fatigue.
:
, pressures from outside groups, operating nvironment, size or duration of job, conflict of als, stability vs change, emergencies, justice,
ls, stability vs change, emergencies, justice, legality,
Transactional vs Transformative
TRANSACTIONAL People as employees Do what youre paid for Reward and punishment Short term focus Long term costs low job satisfaction TRANSFORMATIVE Vision and inspiration People management Communication and engagement Preferred model long term benefits
IAP2 Spectrum