Introduction To Leadership Updated April 2021 PDF

LEADERSHIP for NFSTI 1  LEARNING OBJECTIVES After studying this subject, you should be able to: 1. Define and discuss the theories and concepts of leadership. 2. Understand the Basic Principles of leadership. 3. Identify the basic styles of leadership. 4. Describe the fac...

LEADERSHIP for NFSTI 1  LEARNING OBJECTIVES After studying this subject, you should be able to: 1. Define and discuss the theories and concepts of leadership. 2. Understand the Basic Principles of leadership. 3. Identify the basic styles of leadership. 4. Describe the factors of leadership. 5. Discuss what a leader must BE, KNOW and DO. 6. Identify other leadership styles as proposed by different researchers. 7. Appreciate leadership maxims. 3  WHAT IS LEADERSHIP? There are many ways of looking at leadership and interpretation about what it means. Leadership means different things to different people. Leadership is often taken to mean --- a. Getting others to follow b. The use of authority in decision-making c. Personal characteristic d. An ability to achieve effective performance in others e. Showing the way f. Sharing knowledge g. Taking responsibility … GENERALLY ACCEPTED DEFINITON Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. 5  LEADERS’ AND LEADERSHIP RESEARCHERS’ VARIED DEFINITIONS OF LEADERSHIP The process by which an agent induces a subordinate to behave in a desired manner. (Bennis, 1959) Directing and coordinating the work of group members (Fiedler, 1967). An interpersonal relation in which others comply because they want to, not because they have to (Merton, 1969). 6  “…VARIED DEFINITIONS OF LEADERSHIP”, CONT’D. The ability to influence, inspire, and direct the actions of a person or group toward attaining desired objectives (B.M. Bass, 1981). The process of influencing an organized group toward accomplishing goals (Roach and Behling, 1984). Actions that focus resources to create desirable opportunities (Campbell, 1991). 7  “…VARIED DEFINITIONS OF LEADERSHIP”, CONT’D. Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals (Bass, 1985; Tichy and Devanna, 1986) The leader’s job is to create conditions for the team to be effective (Ginnett,1996). 8  “…VARIED DEFINITIONS OF LEADERSHIP.”, CONT’D. The ends of leadership involve getting results through others, and the means of leadership involve the ability to build cohesive, goal-oriented teams. Good leaders are those who build teams and get results across a variety of situations (Hogan, Curphy & Hogan, 1994). 9  “… VARIED DEFINITIONS OF LEADERSHIP.”, CONT’D. The art of getting someone else to do something you want done because he wants to do it (General Dwight D Eisenhower) Leadership is the capacity and will to rally men & women to a common purpose and the character which inspires confidence (Field Marshal Bernard Montgomery). 10  “…VARIED DEFINITIONS OF LEADERSHIP,”, CONT’D. Leadership is influencing people by providing purpose, direction and motivation while operating to accomplish the mission and improving the organization. (The U.S. Army Leadership Field Manual) 11  “…VARIED DEFINITIONS OF LEADERSHIP.”, CONT’D. Tom Peters and Nancy Austin, defines leadership as “vision, cheerleading, love, enthusiasm, trust, verve, passion, obsession, consistency. Good leadership, they say, involves using symbols, paying attention to what’s on one’s calendar, having a flair for the dramatic, and finding a way to create heroes at all levels. It is also coaching effectively, wandering around and educating.” 12  RECENT DEFINITION/DESCRIPTION OF LEADERSHIP Leadership isn’t about showing people how energetic, enthusiastic, or entrepreneurial you are. It’s about gaining enough knowledge and wisdom to move people and plans from obscurity to excellence. Leaders are always on the learning curve. They know they haven’t arrived until they’ve known someone else by their own example how to be the best they can be. --- Stan Toler. 13  KNOWLEDGE versus WISDOM KNOWLEDGE WISDOM -Knowledge is composed of Wisdom is composed of facts, information, and knowledge, experience, skills. and good judgement. -Gives you the ability to identify whether some Gives you the ability to facts are truthful or false. discern whether some -Acquisition of information idea are right or wrong. and facts. Application of the -Can be simply acquired acquired knowledge. through education Cannot be simply acquired through learning.  Other Definitions of Leadership Definitions of Leader (Dictionary): A person or thing that leads. A guiding or directing head, as of an army, movement, or political group. One that leads or guides. One who is in charge or in command of others. One who heads a political party or organization. One who has influence or power, especially of a political nature. Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More † © 2008 Benjamin Lichtenwalner  Servant / Service Definitions of Servant: One who serves, or does services, voluntarily or on compulsion; a person who is employed by another for menial offices, or for other labor, and is subject to his command; a person who labors or exerts himself for the benefit of another, his master or employer; a subordinate helper… A person in the service of another. One who expresses submission, recognizance, or debt to another: A person working in the service of another… in a subordinate position… Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More † A person who is hired to work for another… © 2008 Benjamin Lichtenwalner  Servant/Service, Cont’d. Definitions of Service: An act of assistance or benefit; a favor An act of helpful activity; help; aid. Work done by one person or group that benefits another The performance of work or duties for a superior or as a servant Be of service, to be helpful or useful  ACCOUNTABILITY OF PUBLIC OFFICERS (Art.11, Sec. 1, Philippine Constitution) Public office is a public trust. Public officers and employees must at all times be accountable to the people, serve them with utmost responsibility, integrity, loyalty, and efficiency, act with patriotism and justice, and lead modest lives  KAPANANAGUTAN NG MGA PINUNONG PAMBAYAN (Artikulo 11, Seksyon 1, Konstitusyon ng Republika ng Pilipinas) Ang pagtitiwala ng bayan ay angkin ng katungkulang pambayan. Ang mga pinuno at mga kawaning pambayan ay kinakailangang mamalaging nananagutan sa taong-bayan, maglingkod sa kanila na taglay ang pinakamataas na pakundangan, dangal, katapatan, at kahusayan, manuparan na taglay ang pagkamakabayan at katarungan, at mamuhay ng buong kapakumbabaan.  SHORTEST DEFINITION OF LEADERSHIP EXAMPLE “He washed the feet of the disciples: He set an example.” (John 13: 4-17, NAB) SERVICE “…the Son of Man did not come to be served but to serve…” (Matthew 20:28, NAB)  THE POWER OF SERVICE “Money is power.” That principle drives most culture of the world. People scramble for wealth, often at the price of integrity, in order to gain the power to live where and how they want, drive the kind of vehicle they want, and get whatever else the want. In a culture that worships money, believers in Jesus Christ are in danger of doing the same. Some use their money to control their family, or they may threaten to stop giving to their church if they don’t get their way. How unlike Jesus! He had power over disease, and he use it to heal the sick. He had power over the sea, and He used used it to remove fear He had power to create, and He fed thousands. He had power over sin, and He 21 forgave sinners.  THE POWER OF SERVICE He had power over His own life, yet He willingly gave up His life to save all who would call upon Him (Romans 10:23). Jesus possessed all power, but He used it to SERVE others. He was called “Lord” by the disciples in the Upper Room, yet He was the only servant there (John 13:2-17). He washed their feet! When Peter protested, Jesus answered: “If I do not wash you, you have no part with Me” (v. 8). Instead of using money or anything else for selfish means, use it to serve others. That’s the right use of power. _ David C. Egner 22  SERVICE When we are involved in serving And meeting each other’s needs, We’re imitating the Master In thoughts and words and deeds. - Fitzhugh 23  BIBLICAL TEACHINGS ON LEADERSHIP “… WHOEVER WANTS TO BE A LEADER AMONG YOU MUST BE YOUR SERVANT.” (Matthew 20:26) “… BUT THE ONE WHO IS THE GREATEST AMONG YOU MUST BECOME LIKE THE YOUNGEST, AND THE LEADER LIKE THE SERVANT.” (Luke 22:26) “…AS THE SON OF MAN DID NOT COME TO BE SERVED, BUT TO SERVE, AND TO GIVE HIS LIFE AS A RANSOM FOR MANY.” (Matthew 20:28) “…IF ANYONE WANTS TO BE FIRST, HE MUST BE THE LAST OF ALL AND THE SERVANT OF ALL.” (Mark 9:35) “… LEADERS MUST BE SERVANTS OF THEIR PEOPLE.” (Luke 22:27)  POEM ON LEADERSHIP The world needs leaders… who cannot be bought; whose word is their promise; who put character above wealth; who possess opinions and a will; who are larger than their vocations; who do not hesitate to take chances; 25  POEM ON LEADERSHIP who will not lose their individuality in a crowd; who will be honest in small things as well as in great things; who will make no compromise with wrong; whose ambition is not confined to their own selfish desires; who will not say they do it “because every 26  POEM ON LEADERSHIP else does it”; who are true to their friends through good report and evil report, in adversity as well as in prosperity; who do not believe that shrewdness, cunning and hard headedness are the best qualities for winning success; who are not ashamed or afraid to stand for 27  POEM ON LEADERSHIP the truth when it is unpopular; who can say “no” with emphasis, although the rest of the world says “yes”. 28  LEADERSHIP PROCESS Leadership is a process that involves a relationship, and therefore it cannot exist in isolation. The leadership has no subsistence if there is no follower(s) and a situation. Thus leadership has three inevitable components – a leader, followers, and a situation and they all are linked by the medium of communication. The relationship between and among the said components and the situational and organizational context within which the interactions occur constitute the leadership process.  THE LEADER AND LEADERSHIP What Leader must BE, KNOW and DO  A. CHARACTER: What a Leader must BE.  1. CHARACTER Who you are contributes significantly to how you act. Character helps you know what’s right, and do what’s right all the time and at whatever cost. Character is made up of two interacting parts: Values and Attributes.  1.1 VALUES Your attitudes about the words of people, concepts and other things describe your values. They form the acronym LDRSHIP: Loyalty Duty Respect Selfless Service Honor Integrity Personal Courage  TOPIC’S VOCABULARY CHARACTER – MENTAL AND MORAL QUALITIES DISTINCTIVE TO AN INDIVIDUAL; GOOD REPUTATION OR MORAL CONSTITUTION. NOTE: Be more concern with your character than your reputation because your CHARACTER is WHAT YOU REALLY ARE, while your REPUTATION IS MERELY WHAT OTHERS THINK YOU ARE. VALUES – A PERSON’S PRINCIPLES OR STANDARDS OF BEHAVIOR; THE IMPORTANCE, WORTH OR USEFULNESS OF SOMETHING; THINGS THAT WE HAVE ENDURING PREFERENCE; A STANDARD OR IDEALS WITH WHICH WE EVALUATE ACTIONS OF PEOPLE. PROFESSIONAL BEARING – THE MANNER IN WHICH ONE CONDUCTS OR CARRIES ONESELF, INCLUDING POSTURE AND GESTURES. 35  1.2 ATTRIBUTES Attributes are a person’s fundamental qualities and characteristics. Leader attributes can be characterized as mental, physical and emotional.  TOPIC’S VOCABULARY CULTURAL AWARENESS – COGNIZANT, OBSERVANT, AND CONSCIOUS OF SIMILARITIES AND DIFFERENCES AMONG AND BETWEEN CULTURAL GROUPS. CULTURE – HUMAN BEHAVIOR PATTERNS AND TECHNOLOGY COMMUNICATED FROM GENERATION TO GENERATION. WILL – SOMEONE’S DETERMINATION TO DO SOMETHING NECESSARY TO ATTAIN A PURPOSE, eg, to perform one’s duty. CORE VALUES – AN INDIVIDUAL OR ORGANIZATION’S FUNDAMENTAL BELIEFS AND HIGHEST PRIORITIES THAT DRIVE THEIR BEHAVIOR. ATTRIBUTES – A QUALITY OR FEATURE REGARDED AS A CHARACTERISTIC OR INHERENT PART OF SOMEONE OR SOMETHING. 37 1.2.1 MENTAL ATTRIBUTES WILL SELF-DISCIPLINE INITIATIVE JUDGMENT SELF CONFIDENCE INTELLIGENCE CULTURAL AWARENESS 1.2.2 PHYSICAL ATTRIBUTES Health Fitness Physical Fitness Professional Bearing 1.2.3 EMOTIONAL ATTRIBUTES Self-Control Balance Stability  2. CHARACTER DEVELOPMENT Leaders Develop Character by… Shaping the organization’s Internalization Ethical climate Believe Reinforcing Core Values and Reinforcement Comply Leader Attributes Teaching Core Values Education Learn and Demonstrating es Subordinates B. COMPETENCE: What a Leader must KNOW. 1. Interpersonal Skills - affect how you deal with people. They include coaching, teaching, counseling, motivating and empowering. 2. Conceptual Skills - enable you to handle ideas. They require sound judgment as well as the ability to think creatively and reason analytically, critically and ethically. 3. Technical Skills - are job-related abilities. They include basic work skills. As a leader, you must possess the expertise necessary to accomplish all tasks and functions you're assigned. 4. Tactical Skills - apply to solving tactical problems, that is, problems concerning employment of units in operation. You enhance tactical skills when you combine them with interpersonal, conceptual and technical skills to  C. LEADERSHIP: What a Leader must DO. 1. INFLUENCING 1.1 Communicating – involve displaying good oral, written, and listening skills. 1.2 Decision making – involves selecting the line of action intended to be followed as the one most favorable to the successful accomplishment of the mission. This involves using sound judgment, reasoning logically, and managing resources wisely. 2.1 Planning and Preparing – involve developing detailed, 2. OPERATING executable plans that are feasible, acceptable and suitable; arranging unit support for the exercise or operation ; and conducting rehearsals. During tactical operations, decision making and planning are enhanced by two methodologies: the military decision making process (MDMP) and the troop leading procedures (TLP). Higher echelons follow the MDMP; lower echelons follow the TLP. meeting mission standards, taking care of people and efficiently managing resources. 2.3 Assessing – involves evaluating the efficiency and effectiveness of any system or plan in terms of its purpose and mission. 3. IMPROVING 3.1 Developing – involves investing adequate time and effort to develop individual subordinates as leaders. It includes mentoring. 3.2 Building – involves spending time and resources to improve teams, groups and units and to foster an ethical climate. 3.3 Learning – involves seeking self- improvement and organizational growth. It includes envisioning, adapting and leading change.  BASIC PRINCIPLES OF LEADERSHIP 1. Know yourself and seek self-improvement. 2. Be technically and tactically proficient. 3. Seek responsibility and take responsibility for your action. 4. Make timely and sound decision. 5. Set the example. 6. Keep your men informed. 7. Know your men and seek out for their welfare. 8. Develop a sense of responsibility in your subordinates. 9. Insure that the task is understood, supervised and attained. 10. Train your men as a Team. 11. Employ your unit according to its capability. Leadership Theories, Concepts, and Styles In this presentation, Leadership Theories is categorized into Three (3) Groups:  TOPIC’S VOCABULARY THEORY – Hypothesis, conjecture, speculation, assumption, premise, presumption, supposition. CONCEPT – Idea, notion, thought, perception, impression, theory, model. PRINCIPLE – Code, standard, belief attitude, opinion, rule, law, theory. MAXIM – Saying, adage, proverb, aphorism, truism, axiom, dictum. 55  “GREAT MAN” THEORY Become popular during the 19th century. The mythology behind some of the world’s most famous leaders such as Abraham Lincoln, Julius Caesar, Mahatma Gandhi, Alexander the Great, etc. helped the notion that great leaders are born and not made. It seems as if the right man for the job emerge almost magically to take control of the situation & lead a group of people into safety or success. 58  “GREAT MAN” THEORY Historian Thomas Carlyle had a major influence on this theory of leadership. He claimed that, “The history of the world is but the biography of great men.” He further stressed that effective leaders are those gifted with divine inspiration and the right characteristics. Some of the earliest research on leadership looked at people who were already successful leaders. 59  “GREAT MAN” THEORY These individuals often included aristocratic rulers who achieved their position through birthright. Because people of a lesser status had fewer opportunities to practice and achieve leadership roles, it contributed to the idea that leadership is an inherent ability. 60  “TRAIT” THEORY Similar in some ways to “Great Man” theory, trait theory assume that people inherit certain qualities that make them better suited to leadership. Trait theory often identify particular personality or behavioral characteristics shared by leaders. This theory suggests that individual personalities are composed and with broad dispositions. 62  “TRAIT” THEORY The trait approach to personality is focused on differences between individuals. The combination and interaction of various traits forms a personality that is unique to each individual. Trait theory is focused on identifying and measuring these individual personality characteristics 63  “TRAIT” THEORY A trait can be thought of as a relatively stable characteristic that causes individual to behave in certain ways. If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. 64  “SITUATIONAL” THEORY Situational theory propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. 65  “CONTINGENCY” THEORY Contingency theory of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation. 66  CONTINGENCY THEORY A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or make decisions. Instead, the optimal course of action is contingent upon the internal and external situation. 67  Country Club Management Also known as “accommodating style of manager” Most concerned about his/her team member’s needs and feelings believing that, as long as they are happy and secure, they will work hard – resulting to relaxed and fun-work environment where productivity suffers due to lack of direction and control. Here, neither employee nor production needs are fully meet. 71  IMPOVERISHED MANAGEMENT With a low regard for creating systems that get the job done, and with little interest in creating a satisfying or motivating team environment. His results are inevitably disorganization, dissatisfaction and disharmony. 72  MIDDLE-OF-THE-ROAD MANAGEMENT Also known as “Status Quo” manager Tries to balance results and people Practices continual compromise resulting to: 1) Failure to inspire high performance 2) Failure to meet people’s needs fully 3) Mediocre performance 73  AUTHORITY –COMPLIANCE MANAGEMENT Also known as “Authoritarian or “Produce or Perish” management Can drive impressive production at first, but low team morale and motivation will ultimately affect people’s performance. Believe that their team members are simply a means to an end; has strict work rules policies and procedures. View punishment as an effective way of motivating team members. Adheres to Theory X motivation. 74  TEAM MANAGEMENT Most effective leadership style. Commit to organization goals and mission, motivate people to work hard and serve as inspiring figures who look after their teams. Creates an environment based on trust and respect. Make organization’s and people’s needs to coincide. Practices Theory Y approach. 75  HOUSE’S PATH-GOAL THEORY It states that leader’s behavior and leadership style influences their subordinates’ characteristics (satisfaction, motivation an performance). The theory emphasizes that leaders should clarify goals, provide necessary guidance and support, and remove obstacles – ensuring that team members feel confident in their ability to succeed 80  THE 4 PRINCIPLES OF PATH-GOAL THEORY 1.CLARIFYING GOALS – Communicate the team’s goals and expectations. 2.REMOVING OBSTACLES – Identify and eliminate obstacles that hinder team progress. 3.PARTICIPATIVE LEADERSHIP – Involving team members in the decision-making process. 81  THE 4 PRINCIPLES…CONT’D. 3.TAILORING LEADERSHIP STYLE – Adapt leadership style to meet the needs of their team 82  THE 4 TYPES OF LEADERSHIP STYLE In his path-goal theory, Robert House identified four distinct leadership behaviors namely: 1. Directive leadership – This style involves providing clear instructions, expectations and specific guidance to team members by defining their goals and making the team know what’s expected of them. 83  THE 4 TYPES OF LEADERSHIP…, CONT’D. Directive leadership is often best for less experienced team members, and those who need a bit of direction. 2. Supportive leadership – This style aims on creating a supportive and friendly work environment. Leaders who adopt this style are approachable, empathetic, and displaying concern about their employees’ wellbeing. 84  THE 4 TYPES OF LEADERSHIP…, CONT’D. Supportive leadership is best for team members who need a bit of a confidence boost. 3. Participative leadership – Leaders using this style consult with their team, seek their contribution, and weigh up their suggestions before making decisions. Here, the team’s opinions and contribution are valued. 85  THE 4 TYPES OF LEADERSHIP…, CONT’D. 4. Achievement-oriented leadership – This style focuses on setting challenging goals and having high expectations for team members who are encouraged to strive for excellence, continually improve their performance and meet ambitious targets. This style is suited to team members who are good at problem solving and working independently. 86 + Leadership Power and Influence 92  LEADERSHIP MAXIM “If a man can accept a situation in a place of power with the thought that it’s only temporary, he comes out all right. But when he thinks that he is the cause of the power, that can be his ruination.” Harry S. Truman 93  LEADERSHIP MAXIM “True greatness, true leadership, is achieved not by reducing men to one’s service but in giving oneself in selfless service.” J. Oswald Sanders 94  LEADERSHIP MAXIM “Achievers often cross the finish line first, but leaders rarely do because a leader’s success stems from bringing others across the finish line with him.” -- Anonymous 95  LEADERSHIP MAXIM “Good leaders must first become good servants.” Robert Greenleaf “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” Max De Pree 96  LEADERSHIP MAXIM “If you don’t understand that you work for your mislabeled ‘subordinates’, then you know nothing of leadership. You know only tyranny.” Dee Hock Founder and CEO Emeritus Visa International 97  Power and Influence Power – The ability of one person or department in an organization to influence other people to bring about desired outcomes Influence – The effect a person’s actions have on the attitudes, values, beliefs, or actions of others 98. Ex 12.2 Five Types of Leader Power Legitimate Expert Reward Referent Coercive Position Power Personal Power 99  Where does power come from? Position power A written, spoken, or implied contract wherein people accept either a superior or subordinate role and see the use of coercive as well as noncoercive behavior as an acceptable way of achieving desirable results. 100  Legitimate Power Authority granted from a formal positions in an organization. – Rights, responsibilities and prerogatives accrue to anyone holding a formal leadership position – Set goals, make decisions and direct activities 101  Reward Power Authority to bestow rewards on other people – Appointed leaders may have access to rewards such as pay increases, promotions, physical resources – Influences subordinate’s behavior 102  Coercive Power Authority to punish or recommend punishment – Opposite of reward power – Right to fire, demote, criticize, reprimand or withdraw pay raises 103  Expert Power Results from special knowledge or skill – Followers go along with recommendations because of his/her superior knowledge – Usually gained from experience 104  Referent Power Comes from personality characteristics that command identification, respect and admirations so that others want to emulate the person – Dependent on personal characteristics rather than title – Strong identification with leader 105 Responses to the Use of Power Position Power Personal Power exc us e es iate siv r eu rop se a pp Compliance Resistance Commitment 106  Dependency If a person has control over a resource that is desired, he/she gains power – Information – Cooperation – Resources 107 Characteristics That Affect Dependency and Power in Organizations Leader has Leader has control over: control over: Resources seen Resources seen as as unimportant Importance very important Widely available Scarce resources resources Scarcity Resources with Non Resources with acceptable substitutes substitutability no substitutes Low dependency High dependency on leader = lower on leader = higher power power 108 Strategic Contingencies that Affect Leader Power in Organizations Interdepartmental Dependency Control over Information Increased Power Organizational Centrality Coping with Uncertainty 109  Seven Principles for Asserting Leader Influence 1. Use rational persuasion 2. Make people like you 3. Rely on the rule of reciprocity 4. Develop allies 5. Ask for what you want 6. Remember the principle of scarcity 7. Extend formal authority with expertise and credibility 110  Guidelines for Ethical Action Is the action Does the Does the Would you consistent action action meet wish others with the respect the the to behave in Ethical Choice organization’s rights of standards of the same goals, rather individuals fairness and way if the than being and groups equity? action self-motivated affected by affected purely by self- it? you? interest? 111 LEADERSHIP STYLES  What Leadership Style work best for me and my organization? There are many Leadership Styles from which to choose. Different styles were needed for different situations and each leader needed to know when to exhibit a particular approach.  BASIC LEADERSHIP STYLE Autocratic Bureaucratic Laissez-Faire Democratic  Autocratic Leadership Style The classical approach Manager retains as much power and decision making authority as possible Does not consult staff, nor allowed to give any input Staff expected to obey orders without receiving any explanations Structured set of rewards and punishments Greatly criticized Hitler was awarded Germany’s highest award for bravery – the Iron Cross Asked physician Werner Haase to recommend a reliable method of suicide. Haase suggested combining a dose of cyanide with a gunshot to the head.  Not all bad Sometimes the most effective style to use when: New, untrained staff Effective supervision can be provided only through detailed orders and instructions. Staff do not respond to any of the Leadership style. Limited Time in which to make a decision. A Manager’s power challenged by staff.  Should not be used When: Staff becomes tense, fearful, or resentful Staff expects their opinion to be heard Low staff morale, high turnover and absenteeism and work stoppage Other Leadership Styles  TRANSFORMATIONAL LEADERSHIP Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. Focus upon the connections formed between leaders and followers and on the performance of group members with the view of having each person fulfill his or her potential. Leaders with this style often have high ethical and moral standards.  THE COMPONENTS OF TRANSFORMATIONAL LEADERSHIP Intellectual Stimulation – Transformational leaders not only challenge the status quo; they also encourage creativity among followers to explore new ways of doing things and new opportunities to learn. Inspirational Motivation – Transformational leaders have a clear vision that they are able to articulate to followers. They are also able to help followers experience the same passion and motivation to fulfill these goals.  THE COMPONENTS OF TRANSFORMATIONAL LEADERSHIP Individualized Consideration – Transformational leaders support and encourage individual followers and keep lines of communication open to make them feel free to share ideas so that their unique contributions can be recognized individually. Idealized Influence – Transformational leaders serve as role models, thus their followers trust, respect and emulate them.  TRANSACTIONAL LEADERSHIP Most leader-follower relations are transactional – the leaders approach the followers with the idea that they will exchange one thing for another, for example, raises and favorable assignments for good performance or personal loyalty. Each party to the transaction or “bargain” is aware of the resources of the other, and the purposes of both are entwined almost exclusively within the context of this relationship. Transactional leaders emphasize values such as honesty, fairness, acceptance of responsibility, honoring commitments, and getting work done on time. In contrast, transformational leadership occurs when leaders and followers interact in such a way that they are elevated and committed to – and sustained by – some great cause external to the relationship. Transformational leaders emphasize values such as justice, liberty and equality. A classical example of transformational leadership is the preeminent role played by Martin Luther King Jr. in the civil rights  ADAPTIVE LEADERSHIP- www.selfgrowth.com/articles/calbano. html Features: 1. Attention is focused on value added outcomes. 2. Job descriptions are intentionally broad-based to allow flexibility. 3. Roles are fluid. Within limits, people are expected to substitute for one another. 4. Contacts are open and networks are encouraged to form. 5. Policies encourage people to take a “can do” attitude/ mindset to find solutions. 6. Organizational structure are fluid to allow flexibility and responsiveness. 7. Authority is accorded a place, but reliance on it is played down 8. Recognition is accorded people who demonstrate ability to innovate and add value. 9. Cooperation is highly regarded value 10.Information is widely available. 11.Treat other units as internal “customers”.  KEYS TO SUCCESSFUL LEADERSHIP  Trusting one’s subordinates  Developing a vision  Keeping cool  Encouraging risk  Being an expert  Inviting dissent  Simplifying things  Origins The concept of servant-leadership is thousands of years old. 600 B.C. Lao Tzu: The greatest leader forgets himself and attends to the development of others. 375 B.C. Chanakya’s Arthashastra: The [leader] shall consider as good, not what pleases himself but what pleases his subjects. Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More † © 2008 Benjamin Lichtenwalner First Century A.D., Jesus of Nazareth: But the greatest among you shall be your servant (Matthew 23:11); The one who is the greatest among you must become like the youngest, and the leader like the servant. (Luke 22:26) 1970’s Robert K. Greenleaf: The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first.  THE 10-LETTER WORD LEADERSHIP L istening, learning, loving and leading E nvisioning eternal reward A vailability all the time D uty, dedication, decisiveness, decision-making, and dependency to God E ncouraging,empowering subordinates and enjoying in the process R espect, responsiveness, and role-modeling Sincerity, simplicity and servanthood H umility, honor, and honesty I ntegrity, impeccability, impartiality. P ersonal courage, prepared planner with paternal concern, and prayerfulness 142  LEADERSHIP L ISTEN When the ears are put side by side they form the shape of the heart. Interestingly, the word “EAR” sits right in the middle of the word “heart” (H-EAR-T). The ear is the way to the heart, so if you want to be part of someone’s heart, learn to listen. In the same way, if you want to be part of God’s heart, learn to listen to Him. It takes courage to stand up and speak, but it takes more of it to keep quiet and listen. 143  LEADERSHIP L ISTENING – 1) Remember what a leader must DO – displaying listening skills. 2) One of the best ways to persuade others is with your ears—by listening to them [Dean Rusk]. 3) God gave us two ears. Some people say that’s because He wanted us to spend twice as much time listening as talking. L EARNING – 1) He who neglects learning in his youth, loses the past and is dead for the future [Euripides]. 2) A person who graduates today and stops learning tomorrow is uneducated the day after. 3) Learning is a treasure that accompanies its owner everywhere [Chinese proverbs]. 4) The fear of the Lord is the beginning of wisdom [Proverbs 1:9]. L OVE (loving)– 1) “It’s not how much you do, but how much love you put in what you do that counts.” [St. Mother Theresa] 2) Whoever does not love does not know God, because God is love [1John 4:16] 144  L E A D E R S H IP LOVE—3. “ A leader who doesn’t love can not govern –at least he can discipline, he can give a little bit of order, but he can’t govern.” (Pope Frances) 4. St Paul said: “If I speak in human and angelic tongues but do not have love, I am a resounding gong or a clashing cymbal…if I have all faith so as to move mountains but do not have love, I am nothing….” (1 Cor. 13:1-2) LOVE is like a smile—neither have any value unless given away. LOVE is giving all you can. Let all that you do be done in LOVE (1 Corinthians 16:14). 145  LEADERSHIP Envisioning ETERNAL REWARD (Matthew) 25:31-46 (Mark 8:36) – “What does it profit a man if he gains the whole world but suffers the loss of his soul?” 146  LEADERSHIP Attitude of compassion. Availability all the time. ATTITUDE: A Harvard University study reveals that 85% of the reasons for success--accom- plishments, promotions, etc.– are to do with ATTITUDE, while technical expertise and and ability only account for 15%. 147  LEADERSHIP Dedication Decision-making Dependence on God [ “I am the vine, you are the branches, If you remain in me and I in you, you will bear much fruit; apart from me you can do nothing.” (John 15:5)] “Unless the Lord builds the house, the builders labor in vain. Unless the Lord watches over the city, the guards stands watch in vain.” (Psalm 127:1) 148  LEADERSHIP Encouraging, Empowering subordinates, and Enjoying in the process 149  LEADERSHIP Respect, Responsiveness, and Role-modeling 150  LEADERSHIP Simplicity, Sincerity, Service, and Servanthood 151  LEADERSHIP Honor Honesty Humility 152  LEADERSHIP INTEGRITY The spiritual side of leadership demands integrity in the leader. A leader of integrity is an honest person who lives by a personal and professional code. A leader of integrity sets fire to others’ hearts by exemplifying wholeness in the personal and professional dimensions of daily life. According to Aristotle, a person of integrity is a person of virtue. According to John Maxwell, integrity is the price tag of leadership 153  LEADERSHIP Personal courage, Prepared planner with paternal concern, and Prayerfulness - Matthew 21:22 – “And whatever you ask in prayer, you will receive, if you have faith.” - Jeremiah 29:12-13 – “Then you will call on me and come and pray to me, and I will listen to you.” 154  PRAYERFULNESS - John 14:13-14 – “And I will do whatever you ask in my name, so that the Father may be glorified in the Son. You may ask me for anything in my name, and I will do it.” - 1 Thessalonians 5:15 (KJV) Pray without ceasing. 155  PRAYERFULNESS “Is any sick among you? Let him call for the elders of the church; and let them pray over him, anointing him with oil in the name of the Lord: and the prayer of faith shall save the sick, and the Lord shall raise him up; and if he have committed sins, they shall be forgiven him.” (James 5:14-15 [KJV]) “In like manner, I say to you, if on earth two of you agree in asking for anything, it will be granted to you by my heavenly Father: for where two or three are gathered in my name, I am there among them.” (Matthew 18:19) 156 157