Effective Leadership

Knowing yourself
 Welcome
• Programme Agenda
Leadership is a huge subject area
– Management/Leadership – are they the same thing?
– Programme
• 16:00-19:30 Welcome
• A brief introduction to some of the theories
• Concepts of Leadership
• Leadership Characteristics
• Leaders and Managers
• Your Self Assessment –
– Personal Leadership Questionnaire
– Myers Briggs Analysis of Personality
– Blake and Moulton Analysis
– Walking the Plank
 Programme Objective

• To learn more about concept of Leadership

• To understand various theories defining
Leadership
• To identify your own Leadership potential
• To learn about developing your own skills to
become an effective leader
 Leaders & Revolutionaries
• Churchill • Walesa
• Thatcher • Stalin
• Lenin • Roosevelt
• Mandela • Gorbachev
• Mao Zedong • Hitler
• Dr King • Gandhi
 Perceived Leader characteristics

• Inspiring • Confident
• Visionary • Single minded
• Charismatic • Change champion
• Dynamic • Unconventional
• Communicator • Risk takers
 Concepts of Leadership
• Leadership is the ability to direct a group of
people in realising a common goal
• This is done by people applying their
leadership attributes
• Leaders create commitment and enthusiasm
amongst followers to achieve goals
• Leadership is achieved through interaction
between leader, follower and environment
 Effective Leadership

Is measured at two levels:

– Change in attitude
– Change leading to achievement of
specific goal
 Leaders & Managers
Managers Leaders
• Passive attitude towards • Personal & active attitude
goal towards goal
• Involve people & ideas to • Operate from high risk
drive at strategy or position
approach • Intuitive and empathetic
• Prefer working with people • Singular attitude
• Relate to people according • Not dependent on social
to hierarchy of structure indicators of identity
• More concern with people,
• Avoid chaos process
• Rely on hierarchy of set
authority
 Exercise 2 – Group Discussion

Leaders & Revolutionaries

• Review the following leaders

• Identify common traits
• Identify common style
 Exercise 3 – Self Assessment
To help you assess your own
leadership style

• Complete the following questionnaire

• Add your total score
• Note down your strengths and
evaluate your opportunities for
growth
 Leadership Theories
• Trait
• Behavioural
• Contingency
• Situational
• Leader-Member Exchange
• Path-Goal
• Implicit
 Trait Theories
– Intelligence
• Verbal ability, perception, reasoning
– Charisma
– Decisiveness
– Enthusiasm
– Strength
– Bravery
– Integrity
• Honesty, Principled, Believable
– Self confidence
• Certain of your skills and competences
 Validity of Trait Theory
• Research has failed to:
– Prove the same traits apply at all times to all leaders
– Shows that the same traits always differentiate leaders from
followers
– Fails to consider followers and situational factors

• Organisations who rely on the Trait theory, undertake specific

psychometric analysis in the HRM processes
• Traits are good to know anyway – they identify your strengths and
weaknesses and allow you to map them into your work
environment
• Traits rely on situations too – certain situations need certain traits if
the situations don’t arise neither does the leadership potential
• Leaders can only lead when people want to follow

• Page 24, Northhouse, Leadership, Theory and Practice, Peter G

Northouse – CS1 – Exercise..?
 Behavioural Theory
Emphasis is that the individual can be taught certain behavioural
characteristics to make them a leader

– Initiating structure: define & structure behaviour pattern in achieving

goal
– Consideration: trust, consideration and empathy for sub-ordinates
– Employee-Oriented Leader: with emphasis on interpersonal relationship
– Production-Oriented Leader: with emphasis on task

Research concluded the most effective leaders were those with high
degree of interpersonal relationships who achieved greater success in
achieving goals

We are as strong as the weakest link!

 Exercise 4&5 – Leadership Style
• Demonstrate that effective leader would
have to employ different style for any
given situation

– Autocratic
– Democratic
– Delegative
 Bolman & Deal Leadership Model

• Structural Framework – leader is a social

architect
• Human Resource Framework – leader
promotes decision making process
• Political Framework – leader creates necessary
power & political network
• Symbolic Framework – leaders who inspire
others to share the same vision
 Exercise 6 – 4 Framework
Approach
Determine the degree in which individuals
prefer working with people or tasks

• Structural
• Human Resource
• Political
• Symbolic
 Blake & Mouton Model
• Authoritarian-Obedience: task oriented with little
attention to co-operation & collaboration

• Team Management: promote team working in

achieving common goal

• Country-Club Management: build strong

relationship with people with little attention to task

• Impoverished Management: no commitment to

relationship or task
 Exercise 7 – Leadership Style
Questionnaire
Determine the style of leadership based on
the Blake & Mouton Grid

• Country club management

• Authoritarian-Obedience
• Team management
• Impoverished management
 Authority Compliance

• Heavy emphasis on task and job

requirements
• People are tools for getting the job
done
• Controlling, Demanding, Hard-
Driving and Overpowering
 Country Club Management
• Low concern for Task Accomplishment
• High concern for interpersonal
relationships
• Agreeable, eager to help, comforting,
uncontroversial
• Gets things done by creating a positive
climate
Impoverished Management

• The leader does not care about the

task or personal relationships
• Goes through the motions
• Indifferent, non-committal, resigned,
apathetic
 Middle of the Road
Management
• Leaders as compromisers
• Emphasizes lack of conflict, and try’s
to attain some interpersonal contact
• Swallows conviction in the interest of
“progress”
 Team Management

• Strong driver on both tasks and

interpersonal relationships.
• Stimulates participation, acts
determined, gets issues into the
open enjoys working
 Can leaders switch..?

• Oh, yes
– Paternalism/Maternalism = the
benevolent dictator – acts nice but is
only really interested in the outcome
– Opportunism = Uses any combination of
the styles
Contingency Theories
 Contingency Theories
• Autocratic – leader dictates decision to sub-
ordinate
• Democratic – shares decision with sub-ordinate
 Fieldler Model
• Three variables
– Leader-Member relations
• How the members feel about the leader
– Task Structure
• Is it structured, or unstructured
– Position Power
• Can leader reward/punish
 Least Preferred Co-Worker
Measure (LPC)
• LPC_Calculation
• High LPC’s are motivated by relationships – in an
organisation a high LPC looks after relationships first
and then considers the task
• Middle LPC’s are socio-independent leaders, tend to
be removed from the situation
• Low LPC’s are people who need to accomplish tasks,
secondarily they try to get on with people – self esteem
is measured on work output not friends!
Contingency Theories – Fiedler Model
• Leader-member
• Task structure
• Position power
No control over the student council
• Tamara Popovich has been elected president of the student
council at the local college she attends. She likes the other
council members, and they seem to like her. Her first job as
president of the council is to develop a new policy for student
computer fees. Because this is the first year that computer fees
are being assessed, there are no specific guidelines for what
should be included in this policy. Tamara has no control over
how they work. She has no way of rewarding or punishing
them. In a leadership course Tamara took, she filled out the
LPC questionnaire and her score was 98.
– How will Tamara do as president of the student council
– According to her LPC score, what are her primary needs
– How will these needs affect her ability to develop the new policy for
computer fees
– How can Tamara change the situation to match her management
style
 Situational Approach
• Directive are task centred behaviour
– The assistance of group members through
giving directions, establishing objectives,
setting times, defining roles
– Often asynchronous and one-way
• Supportive are relationship centred
behaviour
– Synchronous and two-way
– Asking for input, problem solving, praising,
sharing information, listening
 Four Styles Identified

• S1 – Directing = highly directive, low

support
– What and How goals are achieved and
supervision
• S2 – Coaching = highly directive,
highly supportive
– What and How are still defined
• S3 – Supporting = low directive but high
supportive
– Day-to-day decisions are made by the
subordinates, however, the boss is still there if
needed
• S4 – Delegating = low directive, low
supportive
– Gives ownership to subordinates and does not
try to influence socio-emotional needs
 Highly Supportive and Highly Directive and Highly
Low Directive Supportive

Coa
po rting chin
g
Su p
Supportive

Dir
g ect
ing
in
atg
le
De

Low Supportive and Low High Directive and Low

Directive Supportive

Directive
 Situational Approach
Combines tasks & relationship behaviour

• Telling – high task, low relationship

• Selling – high task, high relationship
• Participating – low task, high relationship
• Delegating – low task, low relationship

With different degree of individual maturity

• M1 – neither competent nor confident

• M2 – motivated but lack skills
• M3 – able but unwilling to follow leaders
• M4 – able & willing to do as asked
 Implicit Theories of Leadership
• Attribution – assumption made about others
– Leaders are consistent
– Take up difficult or unpopular tasks
– Determination and persistence leading to achievement of goal

• Charismatic – heroic attributes

– Self confidence
– Visionary & ability to share the vision
– Committed to vision
– Unconventional
– Change agent
– Sensitive to environmental aspects
 Leadership Development
• Know yourself & seek • Communicate with
improvement your people
• Know your job • Help develop
• Seek & take necessary character
traits in your people
responsibility for your
actions • Ensure everyone
understand goals &
• Make sound & timely
expectation
decision
• Train your people as a
• Lead by example team
• Look after your people • Utilise full capabilities
of your organisation
 Exercise 8 – Leaders Walk

Explore Leader/Follower Connection

 Factors of Leadership
• Follower – understand your team’s
attribute
• Leader – understand own limitation
• Communication – do what you expect
others to do
• Situation – apply style according to the
situation
 Environment
• Culture
– The way we do things
– Developed over period of time
– Shared expectation & image
– Part of organisation history

• Climate
– Shared perception & attitude
– Short term created by current leadership
– Influences employees motivation & satisfaction
Exercise 9 – Feedback Theatre

Help appreciate various ingredients and

challenges a leader has to face in
achieving goals and objectives
 Leadership Process
• Leadership & Power
– Coercive
– Reward
– Legitimate
– Expert
– Referent
• Politics & Power
– High politics results low motivation
– Create common goal
– Focus on downward influence
– Focus on results & solution
 Leadership Direction
Leaders should not command excellence, they should build
excellence

• Involve those participating in developing solution

• Ensure the “6 W’s”
– Who will do what?
– Who does it involve?
– What is going to be done?
– When does it start?
– When does it end?
– Where will it take place?
– How will it take place?
– Why should it be done?
– What will happen if it’s not done?
• Effective execution
• Pre-determine task
• Supporting structure in place
• Allocate necessary resources
 Exercise 10 – Space Jam

Promote collaboration rather than

competition, inclusion rather than
exclusion, thoughtful development and
coaching
 Leadership Communications
• Environment

• Active listening

• Feedback

• Motivation
Leader-Member Exchange Theory
(LMX)
Personal
compatibility
and/or Leader
subordinate
competence

Trust Formal
relations
High
interactions

Subordinate Subordinate Subordinate Subordinate Subordinate Subordinate

A B C D E F

In-Group Out-Group

FIGURE 5: Leader-Member Exchange Theory

Path-Goal Theory
 Content
• Concepts of Leadership
• Trait Theories
• Behavioral Theories
• Leadership Models
• Contingency Theories
• Implicit Theories of Leadership
• Leadership Development
• Environment effecting Leadership behaviour
• Leadership Process