CamScanner: Capabilities and Limitations

• Leadership is a hotly debated topic considered essential for an organization's success, supported by professional studies.
• The chapter defines leadership, distinguishes it from management, reviews leadership models, and discusses lateral leadership skills.

What is Leadership?

• Leadership involves creating a compelling vision, setting a strategy, and inspiring others to follow.
• To lead means guiding others towards a shared destination, not just commanding as the head of a group.
• Leadership is distinct from authority and can exist independently of it.
• Being an organizational leader isn't necessarily an indicator of leadership qualities.

Myths About Leadership

• Leaders Are Born Not Made: While some appear superior from birth, leadership competencies can be learned and improved.
• Leadership Exists Only at the Top of an Organization: Leadership is needed at all levels, especially in modern entrepreneurial units and teams.

Defining Leadership

• Leadership is the ability to set goals and deliver strategy by influencing others.
• Effective leadership involves getting things done by getting others to do things willingly.

Leadership vs. Management

• Managers plan, organize, and coordinate, while leaders inspire and motivate.
• Management focuses on process, whereas leadership focuses on behavior
• Managers administer, maintain control, and ask how and when.
• Leaders innovate, focus on people, inspire trust, and ask what and why.
• Managers have a short-range view and focus on the bottom line.
• Leaders have a long-range perspective and focus on the horizon.
• Managers imitate, accept the status quo, and execute tasks correctly.
• Leaders originate, challenge the status quo, and do the right thing

Organizations expect managers to lead and leaders to manage.

Three Keys to Effective Leadership

• Clarity of purpose, will to pursue it, and clarity are critical for effective leadership and professional success.
• Alignment of purpose, clarity, and will are essential to inspire others to follow.
• Clarity of purpose leads to focus and eliminates tangents.

Theories of Leadership

• Early Theories of Leadership focus on the characteristics and behaviors of successful leaders.
• Later Theories of Leadership consider the role of followers and the situational nature of leadership.

Great Man Theory

• The Great Man theory suggests leaders are exceptional, born not made, and primarily male, military, and Western.

Trait Theories

• Trait theories propose that leaders possess personality traits and characteristics and that leadership emerges from these traits
• A vision of a superhuman is often associated in this theory

Behaviorist Theories

• Behaviorist theories emphasize how leaders behave, impacting their effectiveness.
• Effective leaders adapt their behavior to different situations.

Situational Theory

• Situational theory suggests that leadership should be specific to certain situations, adapting the leader's style to said situation.

Transactional Theory

• Transactional theory focuses on the contract between leaders and followers
• Work is assumed to be done for reward

Transformational Theory

• Transformational leadership aims to deliver significant change and create future leaders.
• Leaders act as catalysts, setting aspirational goals and working for the team or organization's benefit

Leadership Styles

• Behaviorist, situation, and transformational theories are most widely embraced in organizations for skills development.

Leadership Studies

• A 1939 study by Kurt Lewin identified three leadership styles: autocratic, democratic, and laissez-faire.

Autocratic (Authoritarian) Leadership

• Autocratic leaders make decisions independently, providing clear instructions with little or no team input.
• This style can lead to resentment but is effective in financial crises or routine jobs.

Democratic (Participative) Leadership

• Democratic leaders involve the team in decision-making, promoting engagement and creativity which can build team consensus.

Laissez-faire (Delegative) Leadership

• Laissez-faire leaders delegate decision-making to the group.
• This style requires a highly knowledgeable, capable, and motivated team.

Servant Leadership

• Servant leadership involves leading by meeting the needs of the team. It can be seen as a form of democratic leadership.
• Leaders gain power and influence based on their values and ideals

Transformational Leadership

• Transformational leaders exhibit positive personal qualities, earning followers' trust, respect, and loyalty.

Adaptability

• No one leadership style works in all situations
• Professionals should develop different skills they can utilize in various circumstances

The Models

• Psychologists and business practitioners have developed models to guide the specific situations that require certain approaches.

The Blake-Mouton Managerial Grid

• The Blake-Mouton managerial grid helps leaders decide how to lead based on concern for people and production.
• Concern for people (y-axis) measures the extent to which the needs of the team are considered.
• Concern for production (x-axis) measures the focus put on objects, efficiency, and productivity

Leadership Styles

• Impoverished: Low people/low production.
• Country club: High people/low production.
• Team leader: High people/high production.
• Produce or perish: High production/low people.
• Middle of the road: Medium people/medium production.

Hersey-Blanchard Situational Leadership

• Effective leaders will adapt to a situation and the maturity of the person or group they're leading.
• Hersey and Blanchard identified four main leadership styles, which are variations or interpretations of Lewin's three styles:
  • Telling
  • Selling
  • Participating
  • Delegating

Situational Leadership Styles

• Telling (S1) - Leader gives followers precise instructions for carrying out various tasks.
• Selling (S2) - Leader still gives some direction, but invites contribution from followers.
• Participating (S3) – Leader delegates many decisions to the follower and requires high levels of mutual trust.
• Delegating (S4) - Leader gives followers responsibility for directing most of their own work.
• Maturity levels determine when a leader should use a leadership style. It does to their overall skills and aptitude for their job.

Hersey-Blanchard Model

• The Hersey-Blanchard maps each leadership style to each maturity level.
• Low maturity = telling/directing
• Medium maturity, limited skills = selling/coaching
• Medium maturity, higher skills but lacking confidence = participating/supporting
• High maturity = delegating

Adair's Leadership Theory

• Central to his thinking is that leadership is a trainable skill rather than something you're born with.
• Adair is perhaps best known for his 'three circles model' ('action centered leadership')

Three Core Management Activities

• Achieving the Work Objectives
• Building the Team or group
• Developing the individual

Adair's Three Core Activities

• Achieving the objectives
• Building the team
• Developing the individual

Adair's Leader Functions

• Adair's model states the leader needs to be a team member, with higher responsibilities. The leader should stand back and monitor the team progress.

Adair's Leadership Functions

• Defining : setting a cleat objective
• Planning : determine how the task will be acheived
• Briefing: fosters teambuilding and motivates each Individual.
• Controlling : ensure performance standards are met
• Evaluating: assesses achievements, trains individuals.
• Motivating; provide encouragement and reconciles any disagreements
• Organising: Optimal allocation of time, people and resources
• Setting an example : act in the correct actions

Leaders/managers responsibilities

• The effective leader carries out the described functions

Ideal task performance plan :

• define.
• plan.
• allocate.
• control .
• evaluate .
• adjust.

Ideal team performance plan :

• build spirit.
• encourage.
• appoint sub-leaders.
• ensure communication.
• maintain discipline.
• develop.

Ideal individual performance plan

• Attend to problems.
• praise.
• give status.
• recognise individual abilities.
• develop.

Motivation

• In Adair's model, 'motivation' of the team is a responsibility of the leader.
• Maslow and Herzberg have strongly influenced understanding of motivation

Abraham Maslow concluded

• Human needs exist in a hierarchy. Until a need is satisfied it acts as a motivator, satisfaction stops this.

Maslow's hierarchy, from bottom to top, are:

• Physiological needs
• Safety needs
• Social needs
• Esteem needs
• Self-actualisation needs

Herzberg

• Frederick Herzberg stated the factors that motivate people at work are not simply the opposite those that cause cause them dissatisfaction.
• Herzberg considered things such as working conditions, salary, leadership/management style, employee relations as hygiene needs these align to maslows levels 1-3.
• Motivators were considered to be status, esteem, responsibility, promotion prospects, work challenge they align to levels 4 and 5.

Tools to lead teams

• Teams are more greatly enhanced when they move beyond satisfying hygiene needs and provide individual guidance to each member.

Emotionally Intelligent Leadership

• Emotional Intelligence (El) is a vital component for leaders
• It has been developed for many years; academic Israeli Reuven Bar-On was writing about quotients back in the 1970s, and Howard Gardner did so as well in the 1980s.
• It goes beyond being the boss, it is more about seeing themselves as 'emotional capitalists.

EI explained

• El may be described simply as knowing how you and others feel and what to do about it.

Peter Salovey competencies and skills are:

• Self awareness
• Emotional literacy
• Empathy and compassion
• Balance
• Responsibility

EI and Improving Skills

• Research states that anyone can improve their El skills through training, practice and reinforcement. It takes time.
• Outcomes:
• Less self-involved, more understanding.
• Courageous leader with the ability to address high emotion situations

Lateral Leadership

• Lateral leadership is about taking the actions that help and motivate those within the team
• You don't need a leadership title to do what it takes to achieve the teams goals!
• Is all about taking personal responsibility

J.A. Conger's 'a constellation of abilities'

• the abilities include persuade, negotiate, network, collaborate and build coalitions with peers

Skills that are used by all the leaders is that they should be focused on:

• Networking
• Constructive persuasion and negotiation
• Consultation
• Coalition building

Conclusion

• It is the only leadership approach that will prove successful in this new business environment.
• Is all about taking personal responsibility

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