Leadership Theory and Practices PDF

Leadership Theory and Practices BSHR2103 Chapter 6 : Describe Leadership practices and principles relating to the context of an organization Content Leadership as a practice Six leadership practices Seven principles of leadership Leadership as a Practice Leadership is a set of practices. To become m...

Leadership Theory and Practices BSHR2103 Chapter 6 : Describe Leadership practices and principles relating to the context of an organization Content Leadership as a practice Six leadership practices Seven principles of leadership Leadership as a Practice Leadership is a set of practices. To become more effective in Leadership, we must practice and improve both our outer game and our inner game. Inner game is our attitude and mindset we have towards ourselves and our life. The outer game of leadership consists of using all of our knowledge and experience, as well as our technical, managerial, and leadership competence, to accomplish results. six essential leadership practices which helps to improve the inner game and outer game. These practices are a spiritual boot camp for leaders. They are spiritual because they the call forth the highest and best in us. They are a boot camp because they train, change and restructure us, making us more fit to lead They reliably transform Reactive Mind into Creative Mind and beyond. Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication page 239 Six Leadership Practices PRACTICE 1: DISCERNING PURPOSE PRACTICE 2: DISTILLING VISION PRACTICE 3: KNOWING YOUR DOUBTS AND FEARS PRACTICE 4: ENGAGE IN AUTHENTIC, COURAGEOUS DIALOGUE PRACTICE 5: DEVELOP INTUITION, OPEN TO INSPIRATION PRACTICE 6: THINK SYSTEMICALLY PRACTICE 1: DISCERNING PURPOSE Leadership is purposeful. Creative and self-authoring mind are the base for Leadership. A primary task of a leader is to have a proper purpose. Creative Mind orients itself on the goals. Great leaders stand for what matters and create it. Creative Leadership springs from the pursuit of purpose, from discerning and supported by proper strategies. A proper monitoring tools should be developed to look upon the performance of each goal. Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication page 239 On Becoming a Leader, Warren Bennis writes: “Leaders are made, not born, and made more by themselves than by any external means. No leader sets out to be a leader per se, but rather to express him/herself freely and fully. Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and also that difficult. First and foremost, find out what it is you’re about, and be that” Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication page 239 Connecting the Dots Steve Jobs said : “You can’t connect the dots looking forward; you can only connect them looking backwards. This practice requires that we trust that the dots will somehow connect in your future. You have to trust in something—your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.” 243 Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication page 243-244 PRACTICE 2: DISTILLING VISION Being a person of vision and leading the organization into its desired future is the Promise of Leadership. Creative Leadership is the discipline of translating purpose into a vision of our desired future. Transformed leaders transform the organizations that they lead with their shared vision. A distilled and compelling vision that brings people together and inspires them to achieve extraordinary results for organizational success. The vision must be exciting, clear, and simple. A good leader mobilizes people towards vision when a change is required Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication page 245 Five Elements of Vision: 1) Vision is personal. Vision at the Creative level is self-authored. Vision describes the specific direction our soul longs to go. 2 ) Vision is specific. Vision needs to be specific enough to set direction, focus strategy, drive action, and guide decision-making. Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication page 246-247 3) Vision is strategic It is strategic because it sets a direction that enables the organization to excel in its current environment and well into the future. Vision defines the organization’s unique contribution to real needs, real markets, and real social and cultural imperatives. 4) Vision is lofty. It captures our highest aspirations for our lives and work. A lofty vision grabs us at a deeper level than does the promise of profit or market share Lofty means that it appeals to our deepest values, higher aspirations, and personal purposes. Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication page 246-247 5) Vision is collective. Vision catalyzes alignment. Alignment happens when members of the organization can see that they are able to fulfill their own personal purposes by achieving the organization’s vision. Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication page 246-247 PRACTICE 3: KNOWING YOUR DOUBTS AND FEARS When discovering the obstacle to their own vision, the leaders must do the work of freeing themselves. Without a practice of descent, to know our doubts and fears, it is likely that we will live a compromise. Communication and analyzing the obstacle overcomes the fear and doubts. Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication , page 248-252 PRACTICE 4: ENGAGE IN AUTHENTIC, COURAGEOUS DIALOGUE The practice of authentic courage directly confronts all our play-not-to-lose strategies. Courage requires that we are committed to something bigger than our fears, something worth the risk. If practiced it catalyzes the creative mind. Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication , page 252 -255 PRACTICE 5: DEVELOP INTUITION, OPEN TO INSPIRATION Leaders must learn to use data and rational analysis as far as it can go and then listen to their intuitive knowing about the best or right thing to do. Developing Intuition opens to wisdom, and creative capacity for innovation. Purpose, vision, insight, innovation, creativity, authenticity, and wisdom characterize great leaders. None of these capabilities are merely rational. They depend on intuition as the source of inspiration. Opening up to inspiration, that can be either from oneself or others gives a chance of learning and growing Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication , page 255-259 PRACTICE 6: THINK SYSTEMICALLY When structural change is ignored, visions fail. Great leaders have the capacity to think systemically and to design systems for high performance. Developing Systems thinking stimulates the evolution of Creative and Integral Mind. Only when leaders courageously meet the challenge of structural change head-on can they make their vision a reality. Mastering Leadership, (2016), Robert J Anderson and Williams, Willey publication , page 259-262 Principles of Effective Leadership The basic principle in leadership development is that an organization should never give a team leadership role or position to someone without training. (1) Learning and self-improvement: Learning is a never-ending process. A leader should always strive to look at his areas of improvement and work hard to minimize them without any prejudice. These can be accomplished through self-study, formal classes, reflection and interacting with others. Ref : Dr Babasaheb Ambedkar (2015), Principles of Management, Principles of Effective Leadership (2) Be technically proficient: A leader must be knowledgeable and efficient in his work He must be also aware of the job responsibilities given to various employees. (3) Be responsibility for your actions: After delegating work, a leader should be able to direct his team towards achieving the ultimate aim. When things go awry and spin out of control, which does happen eventually — does not blame others. Instead, a leader searches for what should be done. This will ensure an increase in the efficiency of the employees. They will develop a positive attitude towards work. Ref : Dr Babasaheb Ambedkar (2015), Principles of Management, Principles of Effective Leadership (4) On time decisions: Use good problem solving, decision making and planning tools. (5) Be a Mentor: Ensure that tasks are understood, supervised and accomplished: Using soft leadership skills to effectively communicate, encourage and drive the followers forward and hard leadership skills to hold them accountable for the progress. Role model: Be a good role model for your employees. They must not only hear what they are expected to do, but also see. "We must become the change we want to see" Know your people and look out for their well-being: If a leader genuinely cares for his people, they will positively reciprocate. Ref : Dr Babasaheb Ambedkar (2015), Principles of Management, Knowledge management and Reserch Principles of Effective Leadership Keep your workers informed: Know how to communicate with not only them, but also seniors and other key people. (6) Use full capabilities of your organization: A capable leader has the ability to bring out the latent potential of his people. This will definitely help the whole organization to progress. Ref : Dr Babasaheb Ambedkar (2015), Principles of Management, Knowledge management and Reserch CASE STUDY: THE LEARNING COMPANY Bill Henderson, a departmental head in a large pharmaceutical company, told me that two of his eight team leaders have just been on one of my ACL courses. ‘Have the two others who have gone on it benefited?’ I inquired. ‘If so, how?’ ‘I think so,’ he said, ‘I had enthusiastic e-mails from three of them, thanking the human resources department for nominating them.’ ‘So you did not suggest the course to them in person, as part of their leadership development?’ I asked. ‘No,’ he replied. ‘In this company training comes under the director of human resources.’ ‘Didn’t you see each of them before they went on the courses, stressing the importance of good leadership, relating the course objectives to their needs and fixing a date for a debrief afterwards? ’ Bill laughed. ‘Come off it, John. Now we are launching GXR3 we are so busy that I don’t have the time for that sort of thing. I did meet them in the corridor about a week ago and told them to enjoy their holiday, as we were going to be flat out for the next three months.’ Questions: 1.Discuss Bill ‘s role as a Mentor. 2.Give comments on his leadership. 22 Reference: Adams, W. A., & Anderson, R. J. (2015, November 30). Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results (1st ed.). Wiley. Adair, J. (2005). How to Grow Leaders: The Seven Key Principles of Effective Leadership Development. CONTACT INFORMATION: Name of the Staff : Ms. Bushra Al Saadi Office:: 451 Email: [email protected] VERSION HISTORY Version No Date Approved 01 Sem. (I) 2022/2023 02 Sem ( 1 ) 2023 / 2024 Changes incorporated Dr Nirmala / UTAS MUSCAT 24