AFE 103 Theories of Leadership PDF

AFE 103 THEORIES OF LEADERSHIP Introduction As agreed in our last class, leadership is approached from diverse angles and exhibited in diverse contexts too. However, the approaches cab be grouped within an identiﬁable paradigm. Hence, there are different types of leadership theories; trait theories of leadership, behavioural leadership theories, contingency leadership theories, and integrative leadership theories. The aim is to focus on theories related to leadership, and the ways through which the theories explain and interpret leadership behaviour and effectiveness. The essence of this preoccupation is to provide the necessary background and context for understanding the nature and diversity of leadership, and to call attention to possible paradigmatic location of students’ leadership interest. 1. TRAIT THEORIES OF LEADERSHIP This theory focuses on the traits possessed by individual leaders. The kind of traits studied in trait theories of leadership include personality, ability, motivation, power and needs. A Trait can be deﬁned as an inherent characteristic of a person, while a competency can be deﬁned as ability of capability of a person to do. It is important to understand that competencies and behaviour can change, and can therefore be developed, while inherent traits of a person are diﬃcult to change. The most popular among the traits theories of leadership is the AMT. Achievement Motivation Theory The theory focuses on explaining and predicting behaviour and performance based on a person’s need for achievement, power and aﬃliation. David McClelland originally developed his Achievement Motivation Theory in the 1940s. He believes that everybody has needs, and that our needs motivate us to satisfy them. Our behaviour is therefore motivated by our needs. He further states that needs are based on personality, and are developed as we interact with the environment. All people experience the need for achievement, power, and aﬃliation, but to different degrees. One of these three needs (achievement, power and aﬃliations) tend to be dominant in each of us, and motivates our behaviour (McClelland, 1960). According to McClelland (1960), our need for achievement is the unconscious concern for excellence in accomplishments through individual effort. Those with a strong need for achievement tend to have an internal locus of control, self- conﬁdence, and high energy traits. People with a high need for achievement tend to be characterized as wanting to take personal responsibility for solving problems. They are goal-oriented and set moderate, realistic, attainable goals. They seek a challenge, excellence and individuality. They tend to take calculated, moderate risks, they desire concrete feedback on their performance, and they are hard workers. Those with high need for achievement think about ways in which to improve work performance, about how to accomplish something unusual or important and about career progression. The need for power, according to McClelland (1960), the need for power is the unconscious need to inﬂuence others and to seek positions of authority. Those with a strong need for power possess a trait for dominance, and tend to be self-conﬁdent with high energy. Those with a strong need for power tend to be characterized as trying to control situations, trying to inﬂuence or control others, enjoying competitiveness where they can win. They resent the idea of losing and are willing to confront others. They tend to seek positions of authority and status. According to Nicholson (1998), people with a strong need for power tend to be ambitious and have a lower need for aﬃliation. They are more concerned with getting their own way by for instance inﬂuencing others, than about what others think of them. They tend to regard power and politics as essential for successful leadership. According to McClelland (1985), power is essential to leaders because it is an effective way of inﬂuencing followers. Without power, there is no leadership. T successful, leaders must want to be in charge and enjoy the leadership role. According to McClelland (1960), the need for aﬃliation is the unconscious concern for developing, maintaining, and restoring close personal relationships. People with a strong need for aﬃliation tend to be sensitive to others. People with a high need for aﬃliation tend to be characterized as seeking close relationships with others, wanting to be liked by others, enjoying a wide variety of social activities and seeking to belong. They therefore tend to join groups and organizations. People with a high need for aﬃliation tend to think about friends and relationships. They tend to enjoy developing, helping and teaching others. They often seek jobs as teachers, in human resource management, and in other support-giving professions. According to Nicholson (1998), those with a high need for aﬃliation are more concerned about what others think of them than about getting their own way by, for example, inﬂuencing others. They tend to have a low need for power and they therefore tend to avoid management roles and positions because they like to be seen as one of the group rather than as its leader (Nicholson, 1998). 2. BEHAVIOURAL LEADERSHIP THEORIES/APPROACHES According to the behavioural approach to leadership, anyone who adopts the appropriate behaviour can be a good leader. Researchers on leadership behaviour who followed the behaviour approach to leadership, attempted to uncover the behaviours in which leaders engage, rather than what traits a leader possesses. According to this theory, how an individual acts or behaves determines how followers respond. For example, followers with autocratic leader tend to get things done, as long as the leader is present to supervise them. However, they might be displeased with the style of leadership and even the leader. On the other hand, followers with democratic leaders perform well, even when the leader is not there to supervise. The participative techniques and decision-making by majority rule as used by the democratic leader served to train and involve the group members, so that they performed well with or without the leader being present (Likert, 1967). Let us discuss two of the theories that align with the BLT is the OSVLT and PGLT. a. Ohio State University Leadership Theory Researchers at Ohio State University identiﬁed through their research two categories of leader-behaviour types, called consideration and initiating structure (Nystrom, 1978). According to Nystrom (1978), the categories of consideration and initiating structure can be described as follows: I. Consideration structure describes the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust. Showing appreciation, listening carefully to problems and seeking input from subordinates about important decisions, are all examples of consideration. II. Initiating structure describes the extent to which a leader is task-oriented and directs subordinates’ work activities toward goal-achievement. This type of leadership behaviour includes directing the performance of subordinates to work very hard, providing clear guidelines for work activities and maintaining rigorous control. b. Path-Goal Leadership Theory The Path-goal Leadership Theory was developed by Robert House. House attempted to explain how the behaviour of a leader inﬂuences the performance and satisfaction of the followers. Unlike the earlier contingency leadership models, House’s theory does not include leadership traits and behaviour variables (House & Aditya, 1997). According to the Path-goal Leadership Theory, the leader is responsible for increasing followers’ motivation to attain personal and organizational goals. Motivation can be increased by clarifying what followers have to do to get rewarded, or increasing the rewards that the follower values and desires. Path clariﬁcation means that the leader works with followers to help them identify and learn the behaviours that will lead to successful task accomplishment and organizational rewards (DuBrin, 1998). 3. INTEGRATIVE LEADERSHIP THEORIES There are theories that combine both the behavioural and trait, as well as other leadership views. a. Weber’s Charismatic Leadership Theory In 1947, Weber used the term charisma to explain a form of inﬂuence based on follower perceptions that the leader is endowed with the gift of divine inspiration or supernatural qualities (Weber, 1947). Charisma can be described as the inﬂuencing of followers resulting in major changes in their attitudes, assumptions and commitment (Yukl, 1998). According to Yukl (1998), charismatic leaders are more likely to come forward as leaders during times of great social crisis. They are often instrumental in focusing society’s attention to the problem it faces by means of a radical vision that provides a solution. b. House’s Charismatic Leadership Theory House (1977) developed a theory that explains charismatic leadership in terms of a set of veriﬁable propositions involving observable processes. The theory identiﬁes how charismatic leaders behave, how they differ from other people as well as the conditions under which they are most likely to thrive. The inclusion of leadership traits, behaviour, and situational factors, makes this theory more comprehensive in scope than most other leadership theories. According to House (1977), the following indicators determine the extent to which a leader is charismatic: c. Followers’ trust in the correctness of the leader’s beliefs. d. Similarity of followers’ beliefs to those of the leader. e. Unquestioning acceptance of the leader by followers. f. Followers’ affection for the leader. g. Willing obedience to the leader by followers. h. Emotional involvement of followers in the mission of the organization. i. Heightened commitment of followers to performance goals. j. Followers believe that they are able to contribute to the success of the group’s mission. 4. BURNS’ THEORY OF TRANSFORMATIONAL LEADERSHIP Burns (1978), described transformational leadership as a process in which “leaders and followers raise one another to higher levels of morality and motivation.” Transformational leaders appeal to higher ideals and moral values of followers such as liberty, justice, equality, peace and humanitarianism. In terms of Maslow’s (1954) needs hierarchy theory, transformational leaders activate higher-order needs in followers. Followers are elevated from their “everyday selves to their better selves”. 5. LEADER-MEMBER EXCHANGE THEORY This theory holds that leadership is a one-on-one exchange in which leaders behave differently with different members of the group, rather than the same with each member. It further holds that followers based on the quality of their interpersonal relationships (exchanges) with a leader, form different group (in-group and out- group). “Insiders” and “Outsiders” experience very different work outcomes. Leaders interactions with insiders resemble social interactions, with leaders and followers exchanging resources and enjoying higher levels of trust and support. By contrast, in exchange with outsiders, leaders act as supervisors, relying on formal authority to extract follower performance. At the extreme, leader’s exchange with outsiders can be very mechanistic, arising from workplace rules, policies and procedures, rather than spontaneous interactions. Such exchanges are typically characterised by low levels of trust, interaction, support, and leader-provided rewards. As a consequence of such contrasting treatment, in-group members perform better and are more satisﬁed than out-group members. Hence, leadership is a mutual- inﬂuence process whereby leaders respond differently to different followers and both leaders and followers alter their behaviour depending on the performance of the other. References Bums, James MacGregor. (1978). Leadership. New York: Harper and Row. House, R.J., & Mitchell, R.R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3(4), 81-98. AFE 103 (LEADERSHIP) WHAT IS LEADERSHIP? Deﬁnitions (Meaning of Leadership) Types of Leadership/Types of Leaders Principles of Leadership Qualities of a good Leader Roadmap to Leadership Leadership Power and Sources Introduction History of leadership can be traced to back to the time of creation, according to the Christian belief, when God created all things, including animals. Humans and every other thing, and ordered Adam to oversee, name and be in charge of all the animals. We see bits and bits of leadership all around us, no matter how minute they seem. At a point in an individual’s life, he’d be asked to be in charge of something, or a group of people and be responsible for them. One thing we must understand is that leadership comes with responsibilities. This topic will explore the concept of leadership, various scholarly deﬁnitions of leadership, types of leadership and leaders there are, essential principles that guide leadership as well as the qualities that make a good leader. Concept of Leadership: Scholarly Deﬁnitions of Leadership There are several deﬁnitions of leadership given by different scholars and writers. For the purpose of this course, a few of them would be examined. Generally, speaking, leadership is the power or ability to lead other people. According to Jacobs and Jacques (1990), “Leadership is a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose” “Leadership is a process of inﬂuence between a leader and those who are followers” (Hollander, 1978). “Leadership is a process whereby an individual inﬂuences a group of individuals to achieve a common goal” (Northhouse, 2004). “Leadership is deﬁned as the process that enables managers to get their people to do willingly what must be done, do well what ought to be done” (Cribbin, 1981). “Leadership is the ability to not only understand and utilize your innate talents, but to also effectively leverage the natural strengths of your team to accomplish the mission. Leadership should be humble, authentic expression of your unique personality in pursuit of bettering whatever environment you are” (Katie Christy, founder, Activate Your Talent). “Leadership is the act of leading by example and having the integrity to do the right thing even when it’s not popular. It is the act of having positive inﬂuence over others, inspiring them to become better persons and examples for others to model their life after” (Mark Little, president and founder, Diversiﬁed Funding). Who is a Leader? “A leader is an individual who knows the ins and outs about the business so they can empathise with followers. A leader sets the tone, motivates, inspires, thinks big and doesn’t give up even when others feel like quitting” (Alexis Davis, founder of Hoo- Kong). “A true leader creates a framework that encourages others to tap into their own skills and ideas and freely contribute to the goal of the project or company” (Judy Crockett, owner, Interactive Marketing & Communication). Types of Leadership/Leaders According to Mullins L.J. (1985), the following have been identiﬁed as notable six types of leaders: 1. Charismatic Leader: This leader gains inﬂuence mainly from strength of personality (a personality that charms and appeals to people). Charismatic leadership is diﬃcult in the sense that, few people possess the exceptional qualities to transform and inﬂuence people around them into willing followers. 2. Traditional Leader: This is a leader whose position is assured by birth, for example, kings and queens and tribal chieftains. This leadership type is highly hereditary. Only few people can be part of this type of leadership. Examples include the Queen of England, and traditional leaders in Nigeria. 3. Situational Leader: This is a leader whose inﬂuence can only be effective by being in the right place at the right time. The kind of leadership is temporary in nature to be of much value in business. What is looked for is someone who is capable of assuming a leadership role in a variety of situations over a period of time. 4. Appointed Leader: This is a leader whose inﬂuence arises directly out of his position, for example, managers and supervisors. This is a bureaucratic type of leadership where legitimate power springs from the nature and scope of the position within the hierarchy. One diﬃculty of this type of leadership is that, the individual may not be able to implement them because of weak personality, lack of adequate training, etc. 5. Functional Leader: This is a leader who secures his/her leadership positions by what they are. Functional leaders adapt their behaviour to meet the competing needs of the situation. 6. Principle-Centered Leader: This is a leader whose approach to leadership is inﬂuenced by moral and ethical principles, involving consideration of equity, justice, integrity, honesty, fairness and trust. Examples are Martin Luther King, Nelson Mandela and Mahatma Gandhi. Principles of Leadership There are basic principles that help to guide leadership, to help an individual be, know and do: 1. Know Yourself and Seek Self-Improvement: In order to know yourself, you have to who you are, who you want to be and do what is expected of you. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes and interacting with others 2. Be Technically Proﬁcient: As a leader, you must know your job and have a solid familiarity with your employee’s tasks. 3. Seek Responsibility and Take Responsibility for Your Actions: Search for ways to guide your organisation to new heights. And when things go wrong, -they always do sooner or later- do not blame others. Analyse the situation, take corrective actions, and move on to the next challenge. 4. Make Sound and Timely Decisions: Use good problem-solving decision making, and planning tools. 5. Set the Example: Be a good role model for your followers. They must not only hear what they are expected to do, but also see. We must become the change we want to see. 6. Know Your People and Look out for Their Well-Being: 7. Keep Your Team Informed: Communicate with your people, this is very important 8. Develop a Sense of Responsibility in Your Workers: Help them develop good character traits that will help them carryout their professional responsibilities 9. Ensure that Tasks are Understood, Supervised and Accomplished 10. Train as a Team Qualities of Leaders According to research, there is a consistent set of traits, characteristics and qualities of good leadership that people look for in their leaders. 75,000 people, on six continents over a period of 15 years were asked to identify the characteristics and qualities of good leadership (J.M. Kouzes and B.Z. Posner, 2002). The results are as follow: 1. Honesty: The number one quality identiﬁed by these researchers is honesty. The respondents explain that a good leader must be honest to the oath of oﬃce that saw him to power and also to his followers. A good leader must also be morally upright, unpretentious, reasonable in situations and be impartial. 2. Forward Oriented: A good leader must be forward-oriented. He must always see the goal to be achieved and the challenges ahead. He must have the “can do” behaviour within him. This quality is very close in comparison with the conceptual skill of leadership. This means seeing things before others and the ability to predict or forecast what tomorrow will bring. 3. Competence: A good leader must be competent technically, human relation wisely. He must not be a specialist in a ﬁeld but a generalist. He must be able to lead others to the very rightful part. He must have the ability to propel others to achieve results. 4. Inspiring: A good leader must be able to inspire the people around him, so as to attain goals and objectives. He must be able to stimulate others and make things happen. 5. Intelligence: A good and effective leader has to be intelligent, sensible and rational. He must be a ﬁrst-class decision maker; he must be able to correct anomalies within the team. 6. Fair Minded: The leader must be able to balance rigidity and ﬂexibility, meaning he must not be too hard in his policies and decisions and not too easily discouraged to change his predetermined made decisions. 7. Broad-Minded: A leader must be vast (great in size, amount and extent) in thought and deed. He must be wide, and exposed to both challenges and opportunities ahead. 8. Self-Control: Another very important quality a good leader needs is self- control and self-discipline. He must train himself to have a comfortable and proper behaviour which will carry others along and sustain the modus operandi (mode of operation) of the organisation or group. Roadmap to Leadership Leadership has been deﬁned as the ability to inspire other people to accomplish a set objective. As a leader, you have the ability to make people feel good about what they are doing. Also, you help them feel like they are moving the organization’s goal or the objectives of the group. According to Kouzes and Posner (1987), the roadmap common to successful leaders are: Challenge the Process: Successful leaders ﬁnd a process that they believe needs to be improved on the most. Then they look for easier, more eﬃcient ways of to accomplish set goals, rather than settling for age-old ways of doing things. Successful leaders are innovative. Inspire Shared Vision: Successful leaders also share their vision in words that can be understood by their followers. Leaders effectively communicate organizational goals to employees so people know what is expected of them. They give room for people to do their jobs by expressing how important their work is and how it helps the organization as a whole. They motivate and energize workers and give them conﬁdence to do their job. Model the Way: A successful leader shows the followers how things can be done, while a boss tells the workers what to do. Effective leaders teach by example. Leaders work with the highest standards and expect others to work by those standards too. They put forth high quality effort and expect same from those around them. Enable Others to Act: Effective leaders empower their followers by giving them the tools to solve problems, and teach methods of overcoming challenges. Encourage the Heart: Successful leaders encourage their followers, by sharing the “glory” with them. They commend jobs well done, and when the opposite happens, encourage them to try harder next time. Sources of Leadership Power We often wonder where and how leaders get their powers. Many attempts have been made to identify how leaders get their power through which they inﬂuence other people, as well as decisions of others. One of the most useful frameworks for understanding the bases of inﬂuence has been developed by French and Raven (1990). These authors have distinguished ﬁve sources of leadership power: Legitimate Power: This type of leadership power is based on one’s hierarchical position in a group or a corporation. For example, the president of a country has greater legitimate power than the vice president, the same way a vice president has more power than the Ministers of the country. Reward Power: This power stems from the control of rewards valued by subordinates or followers. Subordinates/followers are quick to act as their leader tell them to, especially if such acts have been rewarded in the past and they believe their behaviour would be rewarded again. The expectation of rewards then becomes the inﬂuencing factor. Coercive Power: This type of power is based on fear. When followers/ subordinates alter their behaviours because they believe that acting contrary to the instructions of the leader will lead to punishment, they are responding to coercion. Reference Power: This power is gotten when the followers identify with the leader. This can be based on personal admiration and it usually includes a desire by the followers to be like the leader. Expert Power: This power comes from the perceived and demonstrated competencies of leaders to implement, analyse, evaluate and control the tasks assigned to their group. AFE 103: ETHICAL LEADERSHIP AND CORPORATE SOCIAL RESPONSIBILITY DATE: 8TH OF JANUARY, 2024. INTRODUCTION E t h i cal l ea d er s hip a nd co r p o ra t e s o ci a l responsibility (CSR) are crucial for sustainable success in today's business landscape. Ethical leadership involves guiding with integrity and transparency, while CSR refers to a company's p ositive contrib utions to society and the environment. In today's complex and interconnected business landscape, ethical leadership and corporate social responsibility (CSR) have emerged as crucial pillars for sustainable success. Ethica l leadership inv olv es guiding a n organization with integrity, transparency, and a commitment to ethical values, while CSR refers to a company's efforts to contribute positively to society and the environment. Together, these concepts create a framework that goes beyond profit-seeking, emphasizing the importance of integrity and impact. This topic explores: - Nature of ethical leadership and CSR - Essence of ethical leadership - Characteristics of ethical leaders The role of corporate social responsibility - The synergy between ethical leadership and CSR - Benefits of ethical leadership and CSR THE ESSENCE OF ETHICAL LEADERSHIP Ethical leadership is centred on the principle of leading by example and fostering a culture of integrity throughout an organization. Leaders who exhibit ethical behaviour not only adhere to high moral standards themselves but also inspire their teams to follow suit. This form of leadership emphasizes honesty, fairness, accountability, and respect for all stakeholders, including employees, customers, shareholders, and the wider community. CHARACTERISTICS OF ETHICAL LEADERS One of the key characteristics of ethical leaders is their commitment to transparency. They communicate openly with their teams and stakeholders, sharing both successes and challenges. This transparency helps build trust and credibility, which are essential for long-term business relationships. CHARACTERISTICS OF ETHICAL LEADERS (CONT’D) Ethical leaders also prioritize fairness in decision-making, ensuring that organizational resources are distributed equitably and opportunities for growth are accessible to all. CHARACTERISTICS OF ETHICAL LEADERS (CONT’D) Moreover, ethical leadership is future-oriented. Leaders who prioritize ethical considerations in their decision-making process are more likely to make choices that benefit the organization in the long run, even if they may not yield immediate gains. This long-term perspective is crucial for creating sustainable and resilient businesses that can weather challenges and adapt to changing circumstances. THE ROLE OF CORPORATE SOCIAL RESPONSIBILITY Corporate Social Responsibility is a concept that goes beyond profit maximization and encompasses a company's commitment to contributing positively to society and the environment. CSR involves initiatives aimed at addressing social, environmental, and ethical issues that extend beyond an organization's core operations. These initiatives can include philanthropy, environmental sustainability efforts, employee volunteering programs, ethical sourcing, and more. THE ROLE OF CORPORATE SOCIAL RESPONSIBILITY (CONT’D) CSR initiatives can have a profound impact on a company's reputation and brand image. Consumers are becoming increasingly conscious of the ethical and social practices of the companies they support. Organizations that actively engage in CSR activities are often viewed favourably by consumers, which can lead to increased customer loyalty and market share. THE ROLE OF CORPORATE SOCIAL RESPONSIBILITY (CONT’D) Moreover, CSR can also have a positive effect on employee engagement and retention. Employees are more likely to feel proud of their organization and its values if they see it making a genuine effort to make a positive impact on society. This sense of purpose can enhance morale, teamwork, and overall job satisfaction. THE SYNERGY BETWEEN ETHICAL LEADERSHIP AND CSR Ethical leadership and CSR When leaders prioritize are closely intertwined, with ethical behaviour, they create each concept reinforcing the an environment where CSR other. Ethical leaders set the initiatives are more likely to tone for the organization, flourish. Likewise, an defining its values and organization's commitment to standards of conduct. CSR can reinforce ethical leadership by aligning the organization's values with actions that benefit society. THE SYNERGY BETWEEN ETHICAL LEADERSHIP AND CSR (CONT’D) Ethical leader is more likely O n t he o t he r ha nd , C S R to champion and support CSR initiatives can also shape the initiatives because they behaviour of leaders. When an understand the broader impact organization commits to making a their organization has on the positive i mpact on society, world. For instance, an ethical leaders are compelled to consider leader would be more inclined the ethical implications of their to invest in environmentally decisions. This can lead to more sustainable practices, ensure responsible decision-making that fair labour conditions takes into account not only the throughout the supply chain, bottom line but also the well- and contribute to community being of all stakeholders involved. development. BENEFITS OF ETHICAL LEADERSHIP AND CSR Embracing ethical leadership and CSR can yield numerous benefits for organizations and society as a whole. For organizations, these concepts can lead to enhanced reputation and brand loyalty. Ethical leadership fosters trust and credibility, which can attract customers, investors, and business partners. Meanwhile, engaging in CSR initiatives demonstrates a commitment to social and environmental responsibility, creating a positive image that resonates with stakeholders. Ethical leadership and CSR can also drive innovation. Organizations that prioritize these principles are more likely to think creatively about solutions to social and environmental challenges. By encouraging employees to engage in socially responsible projects, companies can tap into their potential for generating novel ideas and strategies. From a societal perspective, ethical leadership and CSR contribute to positive change. Organizations that make ethical choices and contribute to social causes can play a significant role in addressing pressing issues such as inequality, environmental degradation, and poverty. By aligning their goals with broader social goals, companies become agents of positive transformation. LEADING ACROSS CULTURE AND DIVERSE TEAMS INTRODUCTION Global leadership and cross-cultural management have become crucial skills for leaders operating in diverse environments. Leaders must understand different cultures, communication styles, and business practices to navigate complexities effectively. In an increasingly interconnected world, the role of leadership has expanded beyond national borders. Global leadership and cross-cultural management have become essential skills for leaders who operate in diverse and multicultural environments. Navigating the complexities of different cultures, communication styles, and business practices requires a unique set of competencies. This article explores the significance of global leadership and cross-cultural management and provides insights into how leaders can effectively navigate diversity across borders. UNDERSTANDING LEADING ACROSS CULTURES AND DIVERSE TEAMS Leading across culture involves leading teams, projects, and organisations that span multiple countries and cultures. It requires understanding the nuances of various cultures, adapting leadership styles, and fostering collaboration among diverse teams. Diverse team, on the other hand, is a group of individuals who have different backgrounds and skills that work together as a team to achieve company goals. They might have differences regarding age, ability, nationality, ethnicity, religious background, personal history, professional background, skills, gender or political preferences. These differences can help companies discover creative solutions and innovative methods to improve operations and reach operational goals. IMPORTANCE OF LEADING ACROSS CULTURE AND DIVERSE TEAMS Leveraging Diversity: Global leadership harnesses the power of diversity by capitalising on the strengths and perspectives of individuals from different backgrounds. This leads to innovation, better decision-making, and improved problem-solving. Market Expansion: In a globalised economy, leaders must understand the cultural nuances of different markets to successfully expand and establish their organisations internationally. Talent Management: Effective global leaders attract and retain a diverse talent pool by creating inclusive environments that value cultural differences and provide opportunities for growth. Effective Communication : Cross-cultural management requires leaders to master effective communication across language and cultural barr ier s to en su re c lar it y an d a vo id misunderstandings. KEY COMPETENCIES FOR LEADING ACROSS CULTURES Cultural Intelligence (CQ): Global leaders need to develop cultural intelligence, which involves understanding cultural norms, values, and communication styles. This enables leaders to adapt their approach and build connections across cultures. Adaptability: Global leaders must be adaptable and open to change. They need to be comfortable working in unfamiliar environments and adjusting their strategies based on local conditions. Empathy and Inclusivity: Effective global leaders demonstrate empathy and inclusivity by valuing different perspectives, listening actively, and creating environments where all team members feel heard and respected. Effective Communication: Communication skills are paramount for global leaders. They must be able to convey their messages clearly, avoid misunderstandings, and ensure that information is understood across diverse teams.. Conflict Resolution: Cross-cultural management often involves dealing with conflicts arising from cultural misunderstandings. Global leaders need to employ effective conflict resolution techniques that consider cultural sensitivities STRATEGIES FOR EFFECTIVE LEADERSHIP ACROSS CULTURE Cultural Awareness and Learning: Global leaders should actively educate themselves about the cultures they work with, including language, customs, and business etiquette. This demonstrates respect and helps build rapport. Flexible Leadership Styles: Different cultures respond to leadership differently. Global leaders should adapt their leadership styles to suit the cultural preferences of their teams. Building Relationships: Establishing strong relationships with colleagues from different cultures helps foster trust and effective collaboration. Taking the time to understand personal and professional backgrounds is essential. Continuous Learning: Global leaders must commit to lifelong learning and seek to broaden their understanding of global business trends, geopolitical dynamics, and cultural nuances. Inclusive Decision-Making: Inclusive d e ci s i o n- ma ki n g i nv ol v es di v ers e perspectives in the decision-making process. This not only leads to better decisions but also creates a sense of ownership among team members. ADVANTAGES OF LEADING ACROSS CULTURE AND DIVERSE TEAM Leading across culrure and diverse teams offers a multitude of benefits in today's interconnected world. By embracing diverse cultures and leveraging their strengths, organisations can drive innovation, enhance decision- making, and expand their market reach. Global leaders adept at navigating cultural differences create inclusive environments that foster employee engagement, satisfaction, and retention. Effective cross-cultural management also enhances communication skills, enabling leaders to convey messages clearly and avoid misunderstandings. Furthermore, global leadership empowers organisations to tap into a global talent pool, attracting individuals with varied perspectives and skills. Embracing these practices ultimately p romotes a more adap tab le and resilient organisation capable of thriving in the complexities of our multicultural global landscape. CHALLENGES OF LEADING ACROSS CULTURE AND DIVERSE TEAMS Communication Barriers: Language differences and communication styles can lead to misunderstandings and misinterpretations, impacting teamwork and productivity. Cultural misunderstandings: Misunderstanding cultural norms and values can lead to unintentional offence and hinder effective collaboration. Time Zones and Distance: Global leadership often involves coordinating teams across different time zones, which can create challenges in terms of scheduling meetings and ensuring timely communication. Adapting to Local Regulations: Navigating diverse legal and regulatory environments requires a deep understanding of local laws and practices. Ethical Considerations: Global leaders must navigate ethical considerations that vary across cultures, ensuring that decisions align with both global organisational values and local cultural norms. 80/20 Leadership Principle 80/20 Principle The 80/20 Principle, also known as the Pareto Principle, is a concept that suggests that roughly 80% of the results or outcomes come from 20% of the causes or inputs. This principle is named after Italian economist Vilfredo Pareto, who observed in the early 20th century that approximately 80% of the land in Italy was owned by 20% of the population. 80/20 Principle: Prioritization: Time Delegation: Allocation: Prioritization: Identify the 20% of tasks or activities that will yield 80% of the desired results, and prioritize those tasks in your leadership role. Focus on what matters most. Time Allocation: Allocate a significant portion of your time (approximately 80%) to the most important leadership tasks and decisions that drive most of the your team's success. Delegation: Delegate less critical tasks to team members while reserving your time for high-impact leadership activities. 80/20 Principle: Team Productivity: Team Productivity: Identify the top- Problem Solving: Communication: performing 20% of your team members who contribute the most to the team's success. Invest time and resources in their growth and development. Problem Solving: When addressing leadership challenges, concentrate your efforts on the 20% of issues that have the potential to resolve 80% of the problems or conflicts within your organization. Communication: Focus your communication efforts on the 20% key messages and information that will have the greatest impact on your team's understanding and motivation, rather than spreading yourself thin with 80% excessive communication. 80/20 Principle: Feedback and Recognition: Time Management: Decision-Making: Feedback and Recognition: Provide feedback and recognition to the 20% of team members who consistently excel, as they often drive a disproportionate number of positive results. Time Management: Apply the 80/20 Principle to your daily schedule by identifying the most important tasks and tackling them first, ensuring that you allocate your time effectively. Decision-Making: When making important leadership decisions, consider the few critical factors (the 20%) that will have the most significant influence on the outcome. 80/20 Principle: Strategic Planning: Strategic Planning: When developing long-term strategies, focus on the critical few initiatives or goals (the 20%) that will bring about most of your organization's success, rather than spreading resources too thinly. Study Techniques: Concentrate on the 20% of study methods that are the most effective for your learning style. Avoid wasting time on less productive methods. Productivity: In many projects or tasks, 80/20 20% of the work often accounts for 80% Principle: Study of the progress. By identifying and concentrating efforts on the most critical Techniques: tasks, individuals and teams can become more productive. Productivity: Personal Life: In your personal life, you Personal Life: might find that a small percentage of your relationships, activities, or possessions bring you the most happiness and fulfillment. The 80/20 Principle encourages you to prioritize what truly matters to you. 80/20 Principle Decision-Making: Continuous Learning: Course Selection: Decision-Making: When faced with a multitude of choices or options, focusing on the most important 20% can lead to more efficient decision-making and better results. Continuous Learning: Recognize that lifelong learning is crucial in any career. Focus on acquiring the 20% of knowledge and skills that will have the most impact on your professional development, and stay updated in those areas. Course Selection: Determine which courses or subjects are most aligned with your career goals and allocate more of your academic efforts to excel in those areas. 80/20 Principle: Networking: Extracurricular Activities: Networking: Identify the 20% of people or connections that can have the most significant impact on your career prospects. Cultivate relationships with mentors, professors, or professionals who can offer valuable guidance and opportunities. Extracurricular Activities: Focus on a select few extracurricular activities that align with your interests and career aspirations. Deep involvement in a few activities can often be more beneficial than spreading yourself too thin. Emotional Intelligence Emotional Intelligence (EI) comprises several interconnected components that collectively contribute to an individual's ability to understand and manage emotions, both in themselves and in others. These components form the foundation of EI and play a crucial role in effective leadership. The primary components of emotional intelligence include: Harnessing the 80/20 Leadership Principle In a bustling technology company, Aminu faced a challenging leadership role. He was tasked with leading a team of highly skilled software developers, and the pressure to meet deadlines and deliver quality products was immense. Aminu, an experienced leader, knew that he needed a strategy to optimize his team's productivity and ensure they achieved exceptional results. He turned to the 80/20 Leadership Principle for guidance. Part 1: Recognizing the Vital Few Aminu began his journey by analyzing his team's workload and projects. He soon realized that not all tasks were created equal. Some tasks were mission-critical, while others were important but not as impactful. Applying the 80/20 Principle, he identified the vital 20% of tasks that would yield 80% of the results his team needed to achieve. "Aminu's Path to Success: Harnessing the 80/20 Leadership Principle" These vital few tasks included refining the core software features, addressing the most critical bugs, and streamlining the development process. Aminu recognized that by focusing on these key areas, his team could significantly enhance the product's quality and meet deadlines more effectively. Part 2: Delegating and Empowering With a clear understanding of the vital few tasks, Aminu decided to delegate responsibilities within his team. He assigned the most experienced developers to work on the critical features and gave them the autonomy to make decisions and set priorities. This approach allowed his team members to take ownership of their work and leverage their expertise. Aminu also encouraged open communication within the team, emphasizing the importance of sharing insights and challenges. This helped ensure that everyone was aligned with the 80/20 vision and could make informed decisions based on their roles. "Aminu's Path to Success: Harnessing the 80/20 Leadership Principle" Part 3: Monitoring Progress and Adaptation As the team began to focus on the vital few tasks, Aminu closely monitored their progress. He utilized key performance indicators (KPIs) to track the impact of their efforts. It became clear that the team's productivity and product quality were improving significantly. However, Aminu knew that the 80/20 Principle wasn't static. He periodically revisited the task list and adapted it to reflect changing priorities and challenges. This flexibility allowed the team to remain agile and responsive in a dynamic work environment. "Aminu's Path to Success: Harnessing the 80/20 Leadership Principle" As the project neared completion, Aminu's team had exceeded expectations. They had not only met their deadlines but also delivered a product of exceptional quality. Aminu knew it was time to celebrate their success. He organized a team celebration, acknowledging each team member's contributions and dedication to the 80/20 vision. This recognition boosted team morale and reinforced the importance of focusing on the vital few tasks to achieve remarkable results. "Aminu's Path to Success: Harnessing the 80/20 Leadership Principle" In the end, Aminu's leadership journey with the 80/20 Principle had transformed his team's performance and strengthened their cohesion. By identifying the vital few tasks, delegating effectively, monitoring progress, and adapting as needed, Aminu had not only met his leadership goals but had also inspired his team to become more efficient and productive. The 80/20 Leadership Principle had proven to be a powerful tool in his leadership toolkit, one that he would continue to employ to lead his team to even greater heights in the future. Emotional Intelligence in leadership Leadership Emotional Intelligence, often referred to as Emotional Intelligence (EI) in leadership, is the ability to recognize, understand, manage, and effectively use emotions in oneself and in interactions with others in a leadership context. EI is a crucial component of effective leadership as it influences how leaders handle themselves, make decisions, motivate and inspire their teams, and navigate complex social dynamics. Here are some key aspects of Leadership Emotional Intelligence: Emotional Intelligence in Motivation Motivation is a fundamental component of Emotional Intelligence (EI) that plays a crucial role in a leader's ability to understand and manage emotions, both in themselves and in others. Motivation in the context of EI is closely tied to a leader's drive, resilience, and ability to inspire and influence their team. Here's an explanation of how motivation is a key concept within emotional intelligence: 1.Intrinsic and Extrinsic Motivation: the ability to recognize and understand one's own motivations and those of others. 2.Self-Motivation and Self-Management: The capacity to set and pursue meaningful goals with determination and resilience. 3.Motivation for Positive Leadership Impact: motivated by a desire to create a positive impact on their team and organization. key aspects of Leadership Emotional Intelligence: Self-Awareness: is the foundation of emotional intelligence. It involves the ability to recognize and understand one's own emotions, strengths, weaknesses, values, and beliefs. Leaders with high self-awareness have a clear understanding of how their emotions impact their behavior and decision-making Also have a deep understanding of their own emotions, strengths, weaknesses, values. And can accurately assess their moods and how they impact their leadership style. key aspects of Leadership Emotional Intelligence: Self-Regulation: also known as emotional self- control, refers to the ability to manage and regulate one's emotions and impulses. Emotionally intelligent leaders can remain composed in challenging situations, control their emotional reactions, and make decisions based on reason rather than emotion. Effective leaders with high EI can manage their emotions and impulses, especially in high- stress situations. They maintain composure and don't let their emotions dictate their actions. key aspects of Leadership Emotional Intelligence: Empathy: Empathy is the capacity to understand and share the feelings and perspectives of others. Leaders with empathy can tune into the emotions of their team members, colleagues, and stakeholders, fostering better communication, collaboration, and trust within the organization. Leaders with strong EI can understand the emotions and perspectives of their team members. This enables them to connect on a personal level, demonstrate empathy, and build trust within the team. key aspects of Leadership Emotional Intelligence: Social Awareness: involves the ability to perceive and comprehend the emotional dynamics of a group or organization. Emotionally intelligent leaders are attuned to the emotions of their team and can accurately gauge the collective mood, allowing them to make informed decisions and address issues proactively. Relationship Management: key aspects of Relationship management is the culmination of the other components of emotional intelligence. Leadership It encompasses the skill of effectively managing interpersonal Emotional relationships, including building rapport, resolving conflicts, Intelligence: and inspiring and influencing others. Leaders with strong relationship management skills can create positive work environments and drive team success. INTERPERSONAL SKILLS A KEY TO EFFECTIVE COMMUNICATION. INTERPERSONAL SKILLS A KEY TO EFFECTIVE COMMUNICATION INTRODUCTION In order to be effective in leadership positions, there are certain skills that leaders must demonstrate and possess. These skills can be collectively referred to as interpersonal skills or “people skills.” They can be learned and captured succinctly. This chapter addresses COMMUNICATION SUPERVISION COUNSELLING as vital interpersonal skills for successful leaders. COMMUNICATION COMMUNICATION Speaking is the most common form of communication, and it is used to relay messages, thoughts, and ideas from one person to another. Effective oral communication skills are one of the hallmark traits of a leader. Leaders are consistently able to influence the actions of followers to accomplish organizational objectives. They must master the skill of speaking effectively by knowing their audience and being able to communicate with them. HOW THE SPEAKER COMMUNICATES Appearance And Movement Be professional, and be well-groomed. Use gestures that are well-timed and natural, with purposeful movement to enhance the presentation. Eliminate distracting mannerisms such as repeated gestures, uhhhs , hmmms, and oks. Sincerity and Enthusiasm Be openly enthusiastic and positive; show genuine concern for the subject and audience. Sell your ideas; do not just talk about them. Eye Contact Establish eye contact with the audience, right, left, and center. Maintain eye contact throughout the presentation. Voice Quality Use a rate of speech that is neither too fast nor too slow; use a tone and pitch that is natural and varied and not monotonous, too loud, or too soft. VISUAL AIDS. Integrate simple, concise, easily visible, and neat visual aids throughout the presentation to strengthen communication. Check for spelling errors. QUESTIONS Remain poised, and handle questions in a credible manner. ADHERENCE TO TIME. Stay within the stated time limits! Skill in presenting a speech or briefing requires knowledge of the principles of speech and experience gained only through considerable practice, rehearsal, and performance. The more you speak, the better your chances of perfecting your speaking techniques, and develop your confidence. There are universal attributes that make both the speaker and the speech effective, regardless of the type of speech presented. These attributes include INTEGRITY and CHARACTER KNOWLEDGE SKILL INTEGRITY AND CHARACTER Integrity is a reflection of personal qualities such as high moral and ethical standards and character. The great philosopher Aristotle said, “The speaker’s character is the most potent of all the means of persuasion.” This timeless quote shows that integrity and character play into the ability to communicate. One cannot communicate without eventually revealing the true self. If the self revealed is perceived as false, inaccurate, or pompous, the audience will refuse to accept what is being said. There will be a lingering suspicion that will prevent the listeners from responding wholeheartedly and accepting KNOWLEDGE It is important that speakers have comprehensive knowledge of the subject matter they want to present on. They must also know and have consideration for their audience, remembering that the attendees may have come to obtain new ideas, encouragement, or information. Speakers must have up-to-date mastery of their subject material An effective speaker must not only have something to say, but must also have the knowledge and skill to say it SKILL The certain skills expected of successful leaders include: 1. Presentation Delivery of the message in a clear, concise, succinct, and logical manner requires skill. The first skill needed is that of organizing material for the audience. In addition to organizing the speech to flow smoothly and in a logical order, speakers must have the skill to deliver the presentation. They must be able to project main ideas and thoughts to the audience; however, delivery alone cannot replace substance. All ideas and feelings communicated through speech occur in the form of audible or visible symbols. Speakers should talk loudly enough to be heard, be fluent, be forceful; and use body language, gestures, and animation to help get their ideas across to the audience. Visual aids, such as charts and graphics should be clear and uncluttered. The ability to handle questions and questioners is another skill that leaders need. Experienced speakers anticipate the possible questions that may arise in the minds of their listeners and incorporate the answers into the briefing itself. The steps to create a presentation or briefing are basically the same— 1. Know the role as briefer; 2. Know the audience; and 3. Know the subject matter. Speakers should expertly “sell” their ideas to the audiences. The Main Parts of a Presentation 1. The introduction has three purposes: to gain attention, disclose and clarify the subject. An effective way to grab the audience’s attention is to begin with an interesting narrative to illustrate a point 2. The Body: The heart of the speech is the body. Building the body of the speech involves arranging or rearranging the main points of the tentative outline, so that the speaker’s thoughts and ideas flow smoothly, and each point is developed as effectively as possible. The body should not have more than three or four main points and almost never more than five. Ideas should be carefully analyzed and reduced to a few basic parts 3. The Conclusion: This should summarize the main ideas to remind the audience of the objectives of the speech. It may contain a brief explanation of the main points, an illustration or narrative that dramatizes the central ideas, or any device that focuses attention on the main ideas and ties them together. The conclusion should leave the audience favorably disposed toward the speaker. It is a way of saying goodbye. Speakers should strive in composition and delivery in order to achieve closure—a tone of finality that clearly indicates that the talk is finished. SUPERVISION Supervision is a key people skill (much akin to leadership) that can be further developed by using interpersonal skills. Supervision encompasses a multitude of responsibilities that involves more tasks than the leader can handle alone. Supervision includes; Using basic management skills (i.e., decision-making, problem-solving, planning, delegation, and meeting management) Organizing teams Noticing the need for and designing new job roles in the group Hiring new followers Training new followers Managing follower performance (setting goals, observing and giving feedback, addressing performance issues, and initiating disciplinary actions, etc.) Ensuring conformance to personnel policies and other internal Delegation: Delegation is a process of assigning responsibility and giving authority to followers to perform and accomplish specific tasks that they may not normally perform. The true art of delegation lies in the leader’s ability to know when and how to delegate. Leaders should delegate work when there is not enough time to attend to priority tasks and when followers seek more challenges and opportunities. COUNSELING, COACHING AND MENTORING Effective leaders continually seek opportunities to improve their leadership skills. The ability to counsel, coach, and mentor are key interpersonal skills that help make leaders effective. Using these skills enables them to interact with followers to improve job performance and increase two-way communication. Coaching, counseling, and mentoring sessions provide opportunity to recognize high performers and recommend training that will enhance future organizational goals and personal goals of the follower. COUNSELING COUNSELING Counseling is the process used by leaders to review (with followers) the followers’ demonstrated performance and potential. During counseling, followers are not passive listeners but rather active participants in the process. During counseling sessions, plans outlining actions necessary to achieve individual training, education, or organizational goals are acknowledged. When leaders prepare to counsel their people, they mentally organize themselves in order to isolate relevant issues There are three types of counseling Event counseling, Performance counseling, Professional growth counseling. EVENT COUNSELING Leaders conduct event counseling to cover a specific event or situation. It may precede events such as going to a promotion board or attending a school. It may also follow events such as exceptional duty performance, a performance problem, or a personal problem. Event counseling is also recommended for reception into a unit or organization, for crisis, and for transition from an organization or unit. PERFORMANCE COUNSELING Leaders use performance counseling as a means to review a follower’s Duty/performance during a specified period. The counseling focuses on the follower’s strengths, areas to improve, and potential. PROFESSIONAL GROWTH COUNSELING Professional growth counseling includes planning for the accomplishment of individual and professional goals. It has a developmental orientation and helps followers identify and achieve organizational and individual goals. Professional growth counseling includes a review of performance (to identify and discuss the follower’s strengths and weaknesses) and creation of an Individual Development Plan. The plan builds on existing strengths to overcome weaknesses. Coaching Coaching Coaching is designed to maximize follower strengths and minimize weaknesses. Lussier and Achua created the following coaching guidelines for that purpose: Develop a supportive working relationship Give praise and recognition Avoid blame and embarrassment Focus on the behavior, not the person Have followers assess their own performance Give specific and descriptive feedback Provide modeling and training Make feedback timely, but flexible Do not criticize Be specific, descriptive, and non-judgmental MENTORING MENTORING One of the most powerful interpersonal skills is mentoring. As a mentor, the leader serves as a trusted counselor or teacher, especially in occupational settings. Two-way communication exists between the follower being guided and the mentor, who is usually the senior person. The mentor “shows the ropes” of the organization to the protégé, pointing out organizational norms and other pertinent information, for success mentorship takes place when the mentor provides a less experienced leader with advice and counsel over time to help with professional and personal growth. The developing leader often initiates the relationship and seeks counsel from the mentor. The mentor takes the initiative to check on the well- being and development of that person. Mentorship affects both personal development (maturity, interpersonal, and communication skills) and professional development (technical and tactical knowledge and career path knowledge). When mentoring, consideration should be given to the following possible shortfalls: Personality incompatibility (conflict) between the mentor and protégé. Gender preference, some protégés prefer same- or opposite- gender Mismatched hours of availability and proximity of work locations can deter a successful mentoring relationship. Intergenerational Diversity (age differences) can be harmful if senior members (mentors) of the workforce are unaware of the younger generation’s expectations. The strength of individual mentoring relationships or mentoring programs is based on mutual trust and respect. CONCLUSION Leadership is a multifaceted art that must be studied, nurtured, and developed to be at its best. Simply following each of the steps outlined in this chapter will not make one an effective leader. However, being aware of the skills presented here (especially for the inexperienced leader) will enhance performance if leaders practice and fine-tune them to fit their needs and their personality. Presentation, counseling, coaching, and mentoring skills, supervising, and empowering are hallmark qualities that benchmark outstanding leaders from the mediocre. These are skills that can be taught and learned and will assuredly increase any leader’s overall effectiveness. Interpersonal Skills Interpersonal Skills Interpersonal Skills The Leaders : Meaning, Nature and Qualities AFE 103: Leadership 1 Lecture 2 30102023 Leader A leader is an individual who occupies a position of influence, responsibility, or authority and who guides, directs, inspires, and motivates a group of people or an organization toward the achievement of specific goals, objectives, or a shared vision. Leadership is a multifaceted concept that encompasses a wide range of qualities, behaviors, and roles. Here's a comprehensive definition of a leader: The Leader Meaning of a leader 1. One who leads.: "A leader is one who leads others to achieve a common goal." (Northouse, 2019) 2. One who guides or directs.: "Leaders are responsible for guiding and directing their followers towards the achievement of organizational goals." (Avolio & Gardner, 2005) 3. One who influences others: "Leaders influence others through their vision, charisma, and ability to motivate." (Kouzes & Posner, 2017) 4. One who sets an example:"Leaders set an example for their followers by demonstrating the values and behaviors that they expect of others." (Maxwell, 2013) Meaning of a leader 5. One who builds consensus. "Leaders are able to build consensus among their followers by listening to their concerns and finding common ground." (Heifetz, 2009) 6. One who inspires change. "Leaders are able to inspire change by communicating their vision for the future and empowering their followers to take action." (Goleman, 2000) 7. One who serves others. Intext reference: "Leaders are servants of their followers. They are committed to helping their followers achieve their goals and reach their full potential." (Greenleaf, 1977) Famous Leaders Meaning of a leader A leader is one who is able to articulate a clear and compelling vision for the future, and to inspire others to share that vision." (Babalola, 2008) Leaders should be able to communicate effectively with others, both verbally and in writing." (Babalola, 2015) Leadership is not about power or privilege, but about responsibility and service." (Babalola, 2019) A leader in the spectrum of a business According to Hamel and Breen (2023), business leaders are individuals who bear the weighty responsibility of steering an organization toward success. They set forth a compelling vision, craft and execute strategies, and serve as the driving force behind employee motivation and guidance. As management experts and authors of "The Future of Leadership: How to Build a Culture of Innovation and Engagement," Hamel and Breen emphasize the pivotal role of leadership in fostering innovation and engagement within businesses. They aptly assert, "Leadership is the catalyst that transforms ordinary companies into engines of innovation." The Leaders: Meaning, Nature, and Qualities A leader is someone who: 1. Inspires and Influences: A leader has the ability to inspire and influence others, often through the power of their ideas, vision, or character. They have the capacity to rally individuals or groups around a common purpose or goal. 2. Guides and Directs: Leaders provide guidance, direction, and a sense of purpose to their followers or team members. They make decisions and set priorities that steer the group toward desired outcomes. 3. Takes Responsibility: Leaders take responsibility for their actions and decisions. They are accountable for the success or failure of the endeavors they lead. 4. Demonstrates Vision: A leader often possesses a clear and compelling vision of the future. They articulate this vision and work to align others with it. 1 5. Exhibits 2 3 4 5 Integrity: 8. Empowers Integrity is a and fundamental Develops They foster a 7. Adapts to quality of a 6. Communicates Others: culture of Change: Effective leader. They Effectively: Leaders Leaders continuous leaders are act with are skilled empower improvemen adaptable and honesty, communicators who their team t and can convey ideas, able to navigate ethics, and members to mentorship expectations, and through moral grow, learn, feedback clearly and uncertainty and principles. persuasively. They and take on change.They listen actively to adjust strategies greater others and encourage open and approaches responsibiliti dialogue. as circumstances es. evolve. The Leaders: Meaning, Nature, and Qualities The Leaders: Meaning, Nature, and Qualities A leader is someone who: 9. Builds Relationships: Leaders recognize the importance of building positive and collaborative relationships within their team and with stakeholders. They value diversity and inclusivity. 10. Manages Conflict: - Leaders are adept at managing conflicts and disputes constructively. - They seek resolutions that benefit the group and maintain harmony. 11. Achieves Results: - Ultimately, leaders are judged by their ability to achieve results and goals. - They are driven by a commitment to excellence and the betterment of the organization or community they serve. 12. Adheres to a Leadership Style: - Leaders may adopt various leadership styles, such as transformational, servant, democratic, or autocratic, depending on the situation and the needs of their team. Nature of a Leader Vision: A leader is able to articulate a clear and compelling vision for the future, and to inspire others to share that vision. (Kouzes & Posner, 2017) Integrity: A leader is honest, trustworthy, and ethical. They are committed to doing what is right, even when it is difficult. (Avolio & Gardner, 2005) Competence: A leader has the knowledge, skills, and abilities to lead others effectively. They are able to make sound decisions, solve problems, and manage complex situations. (Northouse, 2019) Nature of a Leader Communication: A leader is able to communicate effectively with others, both verbally and in writing. They are able to clearly articulate their vision, goals, and expectations, and to listen to and understand the feedback and concerns of others. (Maxwell, 2013) Empathy: A leader is able to understand and empathize with the feelings of others. They are able to create a positive and supportive work environment where everyone feels valued and respected. (Goleman, 2000) Leader’s Desirable Traits Courage: A leader is willing to take risks and stand up for what they believe in, even when it is unpopular. (Bennis & Thomas, 2002) Decisiveness: A leader is able to make timely and sound decisions, even under pressure. (Kotter, 1990) Leader’s Desirable Traits Adaptability: A leader is able to adapt to change and to think outside the box. (Heifetz, 2009) Humility: A leader is willing to admit when they are wrong and to learn from others. (Hummel & Deal, 2018) Resilience: A leader is able to bounce back from setbacks and failures. (Manning & Härtel, 2019) Qualities of leaders Research shows that there is a consistent set of traits, characteristics and qualities of good leadership that people look for in their leaders. 75,000 people, on six continents over a period of 15 years were asked to identify the characteristics and qualities of good leadership (J M Kouzes & B Z Posner, 2002, San Francisco: Jossey-Bass). These were the results: Qualities of leaders Honesty Forward Competence Inspiring Oriented Intelligent Fair Minded Broad - Self -control Minded Meaning of a Leader A Leader is an individuals responsible for guiding and directing others, leveraging their vision and motivational prowess to influence and inspire followers. leader exemplify the values and behaviors they expect from others, fostering consensus by attentively addressing concerns and facilitating change through effective communication and empowerment. Integral to the role is the commitment to serving the needs and aspirations of the followers, enabling them to achieve their goals and reach their fullest potential. TEAM LEADER A team leader assumes the pivotal role of steering the collective towards achieving set goals. Katzenbach and Smith (2021), management consultants and authors of "The Wisdom of Teams: How to Turn Groups of Talented People into High- Performing Teams," shed light on the intricacies of team leadership. authors underline that "Leadership within a team context requires the ability to harness the collective wisdom and talents of its members, channeling them toward the pursuit of excellence." Educational leaders are entrusted with the prosperity of educational institutions, setting forth a vision, designing curricula, and providing guidance and support to educators. This role is illuminated in the work of DuFour, DuFour, and Eaker (2021), experienced educators and authors of "Professional Learning Communities at Work: Building Consensus, Improving Collaboration, and Achieving Breakthrough Results." In their book, they delve into the concept of professional learning communities and its impact on educational leadership. Their message is clear: "Educational leaders are architects of collaborative learning environments where collective efforts translate into exceptional outcomes." leaders are individuals who possess the ability to kindle motivation and inspiration among others in their pursuit of goals. Furthermore, they cultivate a positive and supportive work environment, fostering growth and well-being. In the realm of psychology This perspective aligns with the insights of Northouse (2022), a distinguished textbook author in the field of leadership. Northouse, in his work "Leadership: Theory and Practice," explores a wide array of leadership theories and practical applications. He emphasizes that "Psychological leadership hinges on the art of motivating and nurturing individuals, transforming aspirations into achievements." A leader in social context As outlined by Goleman (2020), wield the power to inspire and motivate individuals from diverse backgrounds toward a shared objective. Their influence extends across various domains, from businesses and organizations to governments and communities. Goleman, a renowned expert in emotional intelligence, authored "Resonant Leadership: Creating a Culture of Engagement That Achieves Results." In his book, he underscores the significance of emotionally resonant leadership, asserting that "Effective leaders resonate with the aspirations of their followers, creating a harmonious chorus of shared purpose." Position of Power In the realm of politics, leaders occupy positions of power and authority within governments, as noted by Nye and Zelikow (2021). These individuals are entrusted with the pivotal tasks of formulating and implementing policies, as well as advocating for the interests of their constituents. Nye and Zelikow, distinguished scholars in the field of international relations, co-authored "The Age of Rivalry: Strategic Competition Today." In their work, they expound on the complexities of strategic leadership in an era defined by shifting global dynamics. As they state, "Political leadership demands a keen understanding of strategic competition, where the stakes are high and the rules are ever-evolving." References Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership: Development and validation of a theory of leading with purpose. Psychological Reports, 96(2), 591-616. Goleman, D. (2000). Working with emotional intelligence. Bantam Books. Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press. Heifetz, R. (2009). Leadership in a perilous world. Harvard Business Press. Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen. Jossey-Bass. Maxwell, J. C. (2013). The 21 irresistible qualities of a leader: Become the person people want to follow. Thomas Nelson. Northouse, P. G. (2019). Leadership: Theory and practice. Sage Publications. Hamel, G., & Breen, B. (2023). The future of leadership: How to build a culture of innovation and engagement. Harvard Business Review Press. References Goleman, D. (2020). Resonant leadership: Creating a culture of engagement that achieves results. Harvard Business Review Press. Northouse, P. G. (2022). Leadership: Theory and practice. Sage Publications. DuFour, R., Dufour, R., & Eaker, R. (2021). Professional learning communities at work: Building consensus, improving collaboration, and achieving breakthrough results. Solution Tree Press. Katzenbach, J. R., & Smith, D. K. (2021). The wisdom of teams: How to turn groups of talented people into high-performing teams. HarperBusiness. Attributes and Attitudes of Leadership AFE 103: Leadership 1 Lecture 3 The Story of Ada Once upon a time, there was a young girl named Ada from the Igbo tribe in Nigeria. She was a bright and ambitious girl who had a passion for helping others. From a young age, Ada demonstrated the qualities of a great leader. She was visionary, courageous, and decisive. She was also a great communicator and had a knack for building relationships with people from all walks of life. When Ada was 15 years old, she started a volunteer organization to help provide educational resources to children from underprivileged families in her community. She also organized a series of workshops and seminars to teach young people about leadership and social justice. Ada's work caught the attention of the local government, and she was appointed to serve on a youth development council. She used her position to advocate for policies that would benefit young people in her community. She also worked to promote unity and understanding among the different ethnic groups in Nigeria. The Story of Ada After high school, Ada attended a prestigious university in Lagos, where she studied political science. She was active in student government and led several successful campaigns to improve student life on campus. She also served as the president of the African Students Association, where she organized cultural events and promoted awareness of African issues. After graduating from university, Ada worked as a community organizer in the Niger Delta region. She worked with local communities to advocate for environmental justice and to promote sustainable development. She also founded a non-profit organization to provide vocational training and job placement services for young people in the region. Ada's work in the Niger Delta region brought her into contact with people from many different ethnic groups, including the Hausa and Yoruba tribes. She learned to appreciate the rich culture and diversity of Nigeria, and she worked to build bridges between the different ethnic groups. Ada's leadership skills and attributes have helped her to make a positive impact on the lives of many people in Nigeria. She is a role model for young people everywhere, and she is an inspiration to us all. The Story of Ada She served on the youth development council, where she advocated for policies that would benefit all young people in Nigeria, regardless of their ethnic background. She was the president of the African Students Association, where she organized cultural events and promoted awareness of African issues, which helped to promote understanding and appreciation for the diversity of Nigeria. She worked as a community organizer in the Niger Delta region, where she worked with local communities from different ethnic groups to advocate for environmental justice and promote sustainable development. She founded a non-profit organization to provide vocational training and job placement services for young people in the Niger Delta region, which helped to create opportunities for young people from all ethnic groups. Ada's work demonstrates that leadership is not about ethnicity or tribe. It is about having the courage to stand up for what is right, the vision to see a better future, and the determination to make that future a reality. Ada is a true leader who is inspiring people all over Nigeria to work together to create a more just and equitable society. Aattributes of leadership Attributes of leadership 4. Communication Leaders are able to communicate effectively with others, both verbally and in writing. They are able to clearly articulate their vision, goals, and expectations, and to listen to and understand the feedback and concerns of others. (Maxwell, 2013) 5. Empathy Leaders are able to understand and empathize with the feelings of others. They are able to create a positive and supportive work environment where everyone feels valued and respected. (Goleman, 2000) 6. Courage Leaders are willing to take risks and stand up for what they believe in, even when it is unpopular. They are not afraid to make tough decisions or to challenge the status quo. (Bennis & Thomas, 2002) Attributes of leadership 7. Decisiveness Leaders are able to make timely and sound decisions, even under pressure. They are able to weigh the pros and cons of different options and to make the best decision for the situation. (Kotter, 1990) 8. Adaptability Leaders are able to adapt to change and to think outside the box. They are able to see new opportunities and to develop innovative solutions to problems. (Heifetz, 2009) 9. Humility Leaders are willing to admit when they are wrong and to learn from others. They are not afraid to ask for help or to delegate tasks. (Hummel & Deal, 2018) 10. Resilience Leaders are able to bounce back from setbacks and failures. They are persistent and never give up on their goals. (Manning & Härtel, 2019) Essential attitudes of leadership 1.Positive attitude: Leaders have a positive outlook on life and believe in their ability to achieve their goals. They are also able to motivate and inspire others with their positive attitude. (Day & Dragoni, 2022) 2.Growth mindset: Leaders believe that they can learn and grow, and they are always looking for ways to improve. They are not afraid to take risks and try new things. (Dweck, 2019) 3.Resilience: Leaders are able to bounce back from setbacks and failures. They do not give up easily, and they are persistent in their pursuit of their goals. (Manning & Härtel, 2019) 4.Humility: Leaders are humble and willing to admit when they are wrong. They are also open to feedback and suggestions from others. (Avolio & Gardner, 2005) Essential attitudes of leadership 5. Empathy: Leaders are able to understand and empathize with the feelings and perspectives of others. They create a positive and supportive work environment where everyone feels valued and respected. (Goleman, 2020) 6. Open-mindedness: Leaders are open to new ideas and perspectives. They are willing to challenge the status quo and think outside the box. (Heifetz, 2009) 7. Adaptability: Leaders are able to adapt to change and manage uncertainty effectively. They are able to see new opportunities and develop innovative solutions to problems. (Northouse, 2022) 8. Integrity: Leaders are honest, trustworthy, and ethical. They set a good example for others and make decisions that are in the best interests of the team or organization. (Kouzes & Posner, 2017) Essential attitudes of leadership 9. Accountability: Leaders are accountable for their actions and the results of their team or organization. They are willing to take responsibility for their mistakes and learn from them. (Maxwell, 2013) 10. Self-awareness: Leaders are aware of their strengths and weaknesses, and they are able to manage their emotions effectively. They are also able to build relationships with others and create a positive work environment. (Gardner, 2021) How to imbibe attributes of leadership and develop attitudes of leadership attributes of leadership include a positive attitude, growth mindset, resilience, humility, empathy, open-mindedness, adaptability, integrity, accountability, and self-awareness. These attributes can be developed through reading about leadership, finding a mentor, volunteering or getting involved in extracurricular activities, reflecting on your own leadership, and setting goals for yourself. Leaders with essential attitudes can motivate and inspire others, bounce back from setbacks, create a positive and supportive work environment, challenge the status quo, and manage change effectively. They are also accountable for their actions and the results of their team or organization, and they can build relationships with others. References Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership: Development and validation of a theory of leading with purpose. Psychological Reports, 96(2), 591-616. Bennis, W. G., & Thomas, R. J. (2002). Geeks and geezers: Learning from the love and work lives of a generation. Harvard Business Press. Goleman, D. (2000). Working with emotional intelligence. Bantam Books. Heifetz, R. (2009). Leadership in a perilous world. Harvard Business Press. Hummel, J. D., & Deal, T. E. (2018). The humility imperative: Why great leaders are humble and why it's important for business. Stanford Business Books. Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen. Jossey-Bass. Kotter, J. P. (1990). What leaders really do. Harvard Business Review, 68(3), 103-111. Manning, J. C., & Härtel, C. (2019). Resilience: The science behind overcoming adversity and building strength. Penguin Books. Maxwell, J. C. (2013). The 21 irresistible qualities of a leader: Become the person people want to follow. Thomas Nelson. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership: Development and validation of a theory of leading with purpose. Psychological Reports, 96(2), 591-616. Day, D. V., & Dragoni, L. (2022). Leader development: Research, theory, and practice (7th ed.). Routledge. Dweck, C. S. (2019). Mindset: The new psychology of success (Updated ed.). Ballantine Books. Gardner, H. (2021). Leading minds: An anatomy of leadership. Basic Books. Goleman, D. (2020). Resonant leadership: Creating a culture of engagement that achieves results. Harvard Business Review Press. Heifetz, R. A. (2009). Leadership in a perilous world. Harvard Business Press. Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen (6th ed.). Jossey-Bass. Manning, J. C., & Härtel, C. (2019). Resilience: The science behind overcoming adversity and building strength. Penguin Books. Maxwell, J. C. (2013). The 21 irresistible qualities of a leader: Become the person people want to follow. Thomas Nelson. Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage Publications. Theories and Styles of Leadership Theory A theory is a set of ideas or statements that attempt to explain a phenomenon or group of phenomena. It is a systematic way of understanding and organizing our knowledge about the world around us. Theories can be based on evidence from observation and experimentation, or they can be more abstract and deductive. Theories are important because they help us to make predictions about the world and to make better decisions. For example, the theory of gravity helps us to predict how objects will fall and to design buildings and bridges that are safe and stable. The theory of evolution helps us to understand the diversity of life on Earth and to make predictions about how species will change over time. Theories are constantly being tested and revised as new evidence is discovered. This process of scientific inquiry helps us to improve our understanding of the world and to develop new technologies and solutions to problems. Style A style is a way something is done. It can refer to the way something is expressed, created, or performed. Style can also refer to the overall appearance or design of something. Also, is a way to express oneself and to communicate one's identity. It can also be a way to demonstrate one's knowledge, skill, or expertise. Theories of Leadership Trait Theory: This is one of the earliest theories of leadership, which posited that leaders are born with certain traits or characteristics that make them effective. It focused on identifying these traits, which often included qualities like intelligence, assertiveness, and charisma. Theories of Leadership Behavioral Theory: In contrast to the Trait Theory, Behavioral Theory suggests that leadership is not inherent but can be learned. It emphasizes the behaviors of leaders rather than their mental, physical, or social traits. Two main types of behaviors were identified: task-oriented and people-oriented. Theories of Leadership Contingency Theory: This theory posits that there is no one best way to lead. Instead, effective leadership depends on the situation at hand. Fred Fiedler's Contingency Model and the Hersey-Blanchard Situational Leadership Theory are well-known contingency theories. Transactional Leadership: This theory is based on a system of rewards and punishments. Leaders provide clear instructions and expectations, and followers are rewarded for meeting objectives or punished for failing to meet them. Transactional Leadership Theories of Leadership Transformational Leadership: Introduced by James MacGregor Burns and further developed by Bernard Bass, this theory suggests that leaders can change, or transform, their followers by creating a vision that inspires and motivates them to achieve more than they thought possible. Servant Leadership: Proposed by Robert K. Greenleaf, Servant Leadership focuses on the leader's role as a servant first, prioritizing the needs of colleagues and those they serve. It emphasizes empathy, listening, and stewardship. Theories of Leadership Authentic Leadership: This theory focuses on the authenticity of leaders and their leadership. Authentic leaders are self-aware, genuine, mission-driven, and focused on results. They lead with their heart, not just their minds. Distributed Leadership: This theory suggests that leadership is not the purview of a single individual but rather a collective process spread throughout an organization. It emphasizes collaboration, delegation, and the empowerment of team members. Theories of Leadership Adaptive Leadership: Developed by Ronald Heifetz and Marty Linsky, this theory focuses on how leaders help people to adapt to change and face challenging situations. It involves diagnosing, intervening, and mobilizing people to tackle tough issues. Complexity Leadership: This theory is designed for the modern, complex organizational environment. It suggests that leadership is a complex interplay between individuals, the organization, and the environment, and that leaders must foster the conditions for creativity, learning, and adaptation. Leadership theories conclude with Leadership theories, among others, provide a diverse perspective on leadership, suggesting that effective leadership can take many forms and may vary according to the circumstances, the needs of the people involved, and the objectives to be achieved. Understanding these theories can help current and aspiring leaders to refine their approach and become more effective in their roles. Theories of Leadership Theories of Leadership Styles of Leadership: Leadership Styles: What Type of Style Should You Adopt? Theories of leadership have evolved significantly over time as scholars and practitioners have sought to understand the complexities of leadership behavior and its effects on groups, organizations, and societies. Here are some of the key theories of leadership: Styles of Leadership Autocratic Leadership (Authoritarian): An autocratic leader makes decisions unilaterally without much input from team members. This style can be effective in situations where quick decision-making is crucial, but it may stifle creativity and make employees feel undervalued. Democratic Leadership (Participative): Democratic leaders encourage team members to participate in the decision-making process. This style fosters a sense of collaboration and accountability, but it can slow down decision-making and lead to conflicts if not managed properly. Laissez-Faire Leadership (Delegative): Laissez-faire leaders give employees a high degree of autonomy, providing guidance only when needed. This style can be empowering, but it might lead to a lack of direction and inconsistency if the team lacks self-motivated individuals. Styles of Leadership Transformational Leadership: Transformational leaders inspire and motivate their team members by creating a vision and encouraging them to exceed their own interests for the sake of the group or organization. They are often charismatic and enthusiastic. Transactional Leadership: Transactional leaders focus on the exchange that takes place between leaders and followers. They provide resources and rewards in exchange for motivation, productivity, and effective job performance. Servant Leadership: Servant leaders prioritize the needs of their team members and help them perform as highly as possible. Instead of wielding authority, they lead by example and build a collaborative and supportive environment. Styles of Leadership Charismatic Leadership: Charismatic leaders inspire and motivate followers through their magnetic personality and persuasive communication style. They are often able to elicit strong emotions and devotion from their followers. Bureaucratic Leadership: Bureaucratic leaders adhere strictly to rules, regulations, and procedures in their leadership approach. This style can ensure consistency and fairness but may stifle innovation and adaptability. Situational Leadership: Developed by Paul Hersey and Ken Blanchard, situational leaders adapt their style according to the situation and the readiness level of their followers. They may toggle between directive and supportive behaviors as needed. Styles of Leadership Coaching Leadership: Coaching leaders focus on developing team members, helping them to grow by identifying their strengths and weaknesses, setting challenging goals, and providing continuous feedback. This style is similar to how a coach works with athletes. Visionary Leadership: Visionary leaders have a compelling vision for the future and the ability to communicate this vision to others. They inspire enthusiasm and commitment to work towards a common goal. Pacesetting Leadership: Pacesetting leaders set high performance standards and lead by example. They are focused on achieving goals quickly and efficiently, but this style can be overwhelming for team members if used excessively. Styles of Leadership

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