CAM HIL M1U2 Notes PDF

MODULE 1 UNIT 2 Leadership at the personal level © 2018 University of Cambridge All Rights Reserved cam.ac.uk Table of contents 1. Introduction 3 2. Individual leadership approaches 2.1 Traits 2.2 Skills 2.3 Actions 2.4 Knowledge 2.5 Style 3 4 5 6 7 8 3. Benefits of leadership at the persona...

MODULE 1 UNIT 2 Leadership at the personal level © 2018 University of Cambridge All Rights Reserved cam.ac.uk Table of contents 1. Introduction 3 2. Individual leadership approaches 2.1 Traits 2.2 Skills 2.3 Actions 2.4 Knowledge 2.5 Style 3 4 5 6 7 8 3. Benefits of leadership at the personal level 9 4. Identifying your leadership style 9 5. Conclusion 10 6. Bibliography 11 © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 2 of 11 cam.ac.uk Learning outcome: LO3: Apply leadership theory to better understand your own style and approach to leadership. 1. Introduction As a leader, you will find yourself needing to lead in many different contexts. With the current rapid pace of change, today’s world is increasingly unpredictable. In order to lead with high impact, it is necessary for you as a leader to equip yourself with the confidence and skills to reach your career goals and effect positive change. Being a “future fit” leader means engaging with the evolving requirements of leadership as well as the many different challenges and opportunities this entails. Fostering a self-aware, authentic and empathetic approach to leadership is dependent on being open to personal growth (CISL, 2018). In this set of notes, you will explore the significance of leadership at the personal or “micro” level. The leadership theory covered in Unit 1 forms the conceptual foundation upon which to construct an understanding of your own style and approach to leadership. This set of notes will enable you to consider how effective leadership at the personal level can help individuals achieve their personal and professional goals. The aim of these notes is to help you better understand your own style or approach to leadership – after all, every individual will find their own unique way of leading. These notes will give you an overview of the traits, skills, actions, knowledge and styles of leadership commonly associated with high impact leadership. Additionally, you will be provided with enrichment resources to help you identify your own leadership style and recognise your personal strengths and areas for development. These will be particularly useful when engaging with the development exercise and small-group discussion forum in this unit. 2. Individual leadership approaches Refining your own leadership approach involves continuous critical thinking and self-evaluation. As an individual, you will need to reconcile the theoretical knowledge of leadership with your own personal leadership practices. One useful way to achieve this is by considering what traits, skills, actions, knowledge and styles of leadership support a high impact approach. © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 3 of 11 cam.ac.uk Figure 1: Elements of the high impact leadership approach. 2.1 Traits Traits refer to an individual’s distinguishing qualities, attributes or characteristics. No one leader will encompass all these attributes, but it is helpful for you to consider which of them support your own leadership approach. A high impact leader will need to distinguish which traits are appropriate for their own personality and circumstances, and then analyse how best to implement them. Although there are countless lists of ideal leadership traits, a high impact leader typically expresses their leadership approach through those listed in Table 1. Table 1: Typical traits of a high impact leader. (Source: Visser & Courtice, 2011) Trait Definition Caring / morally driven Cares for the well-being of humanity and the environment, and is guided by strong moral convictions Systemic / holistic thinker Has the ability to “appreciate the interconnectedness and interdependency of the whole system, at all levels, and to recognise how changes to parts of the system affect the whole” Enquiring / open-minded Actively seeks new knowledge and diverse opinions; questions received wisdom and is willing to have own opinions challenged © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 4 of 11 cam.ac.uk Self-aware / empathetic Has “high levels of emotional intelligence, which entails the ability to understand their own emotions and those of others”; practises selfawareness and empathy as well as, personal humility and reflexivity Visionary / courageous Brings “inspiration, creativity, optimism and courage to bear in the role; is driven to produce results and possess[es] the ability to balance passion and idealism with ambition and pragmatism” 2.2 Skills While traits tend to be qualities that an individual naturally possesses, skills are abilities that can be developed through training, experience or practice. The skills listed in Table 2 are crucial for anyone who wishes to be a high impact leader. Table 2: Skills of a high impact leader. (Source: CISL, 2017) Skill Definition Navigates complexity “Analyses, synthesises and translates complex issues; responds to risk, uncertainty and dilemmas; recognises and seizes opportunities; and resolves problems or conflicts” Thinks long term “Envisions and uses strategic, long-term thinking and planning; sees the whole, while not discounting the future” Thinks in an interdisciplinary way “Sees the relevance and interconnectedness of the political governance, physical sciences, social sciences, technology, business and other disciplines” Communicates vision Shares a vision and facilitates “dialogue that inspires action and creates shared meaning, whether through active listening, emotional intelligence or reflection; creates conditions that encourage learning from experience” © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 5 of 11 cam.ac.uk 2.3 Actions The merits of a leader can easily be gauged according to the actions and behaviours that form the crux of their leadership approach. These actions may apply to their interactions with all individuals involved in the business – both within the team or organisation and outside it. Table 3: Actions of a high impact leader. Applies to Internal stakeholders Action • Making decisions that are well-informed • Providing direction in a strategic manner • Detailing incentives for management • Measuring performance abilities • Empowering and inspiring people • Fostering processes that reward learning and innovation External stakeholders • Fostering cross-sector partnerships • Shaping or transforming the context • Ensuring transparency by being open about business decisions and goals © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 6 of 11 cam.ac.uk 2.4 Knowledge When coordinating your traits, skills and actions into your leadership approach, it is important to consider what types of knowledge are needed. Here, knowledge refers to an understanding of the internal and external factors that influence business. Being aware of these factors is a necessity for a leader who wants to have a high impact. Table 4: Knowledge of a high impact leader. (Source: Visser and Courtice, 2011) Knowledge Description Illustrative example Global challenges and dilemmas Including social and ecological pressures, such as globalisation, climate change and wealth inequality Understanding how climate change or other environmental issues may effect business operations, or even present opportunities to take social action Change dynamics Understanding how complex systems work, as well as the range of options for promoting beneficial change These include: “financial markets, policy options and trends, technology options, consumer behaviour and attitudes, organisational dynamics, change models and metrics” Organisational influences and impacts Knowing who and what an organisation can influence or impact; understanding the organisation's full impact (footprint); finding and developing opportunities for value creation and new markets. Finding and developing opportunities in value creation and new markets Diverse stakeholder views Understanding stakeholders’ “different world views and belief systems, both within communities and across geographic, cultural and political divides” For a global manager: considering the perspectives of all team members, instead of only those from their specific region © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 7 of 11 cam.ac.uk 2.5 Style Leadership style refers to the way a leader provides direction or motivates team members to implement a plan. A high impact leader will be able to vary their style of leadership as the context requires, often drawing on a combination of several styles. Many of these styles incorporate the traits, skills, knowledge and actions discussed in the previous sections. Table 5: Typical styles of a high impact leader. (Source: Visser & Courtice, 2011) Style Definition Inclusive “Collaborative and participative; building commitment through dialogue and consensus, democratic approaches and coaching, as well as a culture and structure that provides peer support and encouragement. This style recognises achievement”. Visionary / charismatic “Brings passion and charisma into the mix, focusing on challenging and transforming people’s perceptions and expectations, and motivating them to transcend narrower forms of self-interest”. This leader draws on their charisma and a strong sense of vision to motivate and inspire others. Creative / innovative “Playing the role of designer, architect, innovator, game-changer and transformer of the system”, this type of leader is innovative and good at visualising the future. Altruistic This style involves “transcending self-interest and focusing on the collective or the good of the whole, which is often characterised as servant leadership”. Radical This style involves “highly visible leadership, characterised by taking risks, acting like a revolutionary, campaigner, crusader or activist, and challenging the status quo; often referred to as missionary leadership”. Pace-setting This type of leader places a strong emphasis on the role that communication plays in group and individual performance. © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 8 of 11 cam.ac.uk 3. Benefits of leadership at the personal level Now that you have identified the traits, skills, actions, knowledge and leadership styles that a high impact leader may incorporate in order to successfully establish their personal leadership style, it is also important that you understand the benefits of leadership at the personal level. A high impact leader will be able engage others and lead with purpose and vision. This requires personal growth and self-awareness, as well as an understanding of how self-knowledge leads to stronger leadership capabilities by helping you better identify and articulate your personal and professional goals. The more self-awareness you develop in this regard, the more you will be able to leverage your personal traits and skills to hone a high impact style of leadership. Developing your leadership at the personal level will also create two specific advantages: career progression and achievement of your goals. Reflection: Why is it important to refine your personal leadership style? In this video that forms part of Huffington Post’s “Talk to Me” series, Unilever CEO Paul Polman discusses the value of leadership in creating a better future and making a positive contribution to society. The first five minutes are particularly useful in the context of this module’s focus on leadership theory and the importance of leadership. You can also watch the whole video to develop your understanding of diversity, which is a topic that will be explored in more detail in Module 3. 4. Identifying your leadership style As this set of notes has underlined throughout, having a firm grasp on how you approach and define your own leadership style is incredibly beneficial if you wish to be a high impact leader. In these notes, you learnt about the traits, skills, actions, knowledge and styles associated with high impact leadership. The resources that follow will help you deepen your understanding of both your personal leadership style and the way to use your personal strengths in your own context. Completing these types of assessments can identify particular personality traits that you already possess and help you determine which leadership traits you may wish to further develop: • Myers-Briggs Type Indicator (MBTI): This introspective questionnaire indicates different psychological preferences in terms of how individuals perceive the world and make decisions. The MBTI is based on four psychological functions that shape your personality: sensation, intuition, feeling and thinking. A leader may benefit from the MBTI by discovering which personality type they are. © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 9 of 11 cam.ac.uk • Belbin Team Role Inventory (BTRI): This test assesses how individuals function in a team environment. Unlike the MBTI, which isolates your personality type, the BTRI measures your preferences and behavioural traits to determine which of nine team roles you are most drawn to. Leaders may benefit from the BTRI by learning more about their behaviour within a team environment. • Emergenetics International: A self-descriptive test designed to assess your thinking and behavioural attributes. The test relies on psychometric research and behavioural studies. Your thinking patterns will be divided between four categories (analytical, structural, social or conceptual), and your behavioural attributes will be divided between three categories (expressiveness, assertiveness and flexibility). A detailed profile of your attributes will help you assess which leadership capabilities can be further developed. There are also many other tools and approaches that can help you build self-awareness. For instance, some leaders find that consulting with a leadership coach is incredibly beneficial for honing their leadership style and personal attributes. Whatever approach you choose, remember that the key here is to be critical and to practise self-reflection, so that you are better able to hone your personal approach to leadership. 5. Conclusion At the micro (personal) level, a high impact leader is someone who is self-aware and able to use their personal qualities for growth. This requires a certain courage and willingness to go against the grain and sketch a powerful alternative vision. The crucial quality of such a leader is an ability to see the whole system and navigate through complex terrains, while also showing an awareness of other people’s perspectives. This involves being able to think long term and see the big picture. In summary of the traits, skills, actions and knowledge required to develop a high impact style of leadership, consider these seven key characteristics of a high impact leader: 1. Systemic understanding 2. Emotional intelligence 3. Values orientation 4. Compelling vision 5. Inclusive style 6. Innovative approach 7. Long-term perspective (Visser & Courtice, 2011) © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 10 of 11 cam.ac.uk Drawing on these seven characteristics will allow you to position yourself as a high impact leader. This set of notes discussed a variety of ways to assess your leadership and personality traits. In the following development exercise, you will have the opportunity to practise further self-awareness and evaluate how your personal attributes can contribute to your own personal style of leadership. 6. Bibliography University of Cambridge Institute for Sustainability Leadership. 2017. Building leaders for long-term business performance: research findings. Cambridge, UK: University of Cambridge Institute for Sustainability Leadership. University of Cambridge Institute for Sustainability Leadership. 2018. Rewiring leadership: the future we want, the leadership we need. Cambridge, UK: University of Cambridge Institute for Sustainability Leadership. Visser, W. & Courtice, P. 2011. Sustainability leadership: linking theory and practice. SSRN Working Paper Series. 21 October. © 2018 University of Cambridge All Rights Reserved Tel: +44 203 457 5774 | Email: [email protected] | Website: getsmarter.com Page 11 of 11