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Leadership & Governance
Kyiv, 30. Oktober 2015
Dr. Iris Henseler StierlinDr. Martin Retzl
Leadership
What Does Leadership Mean?
1) The individuals who are the leaders in an organization, regarded collectively.2) The activity of leading a group of people or an organization.
Leadership involves - establishing a clear vision,- sharing that vision with others,- providing the information, knowledge and methods to realize that vision, and - coordinating and balancing the conflicting interests of all members and
stakeholders.
http://www.businessdictionary.com/definition/leadership.html (2.2.2014)
Key Competencies for Leadership
1) Energetic2) Emotional stability3) Knowledge of human valuation4) Motivation5) Communication6) Sense of responsibility7) Initiative drive8) Technical competence9) Group performance
Transformational Leadership Bernard M. Bass (1985)
1. Individualized Consideration 2. Intellectual Stimulation 3. Inspirational Motivation 4. Idealized Influence
All four elements are connected with each other on a common basis of mutual respect, encouragement, and influence, which forms a crucial characteristic of transformational leadership. The leader’s personality has to be genuine, because the subordinates stop trusting him or her if they perceive inconsistency in their leader’s behaviour. In this case, the leader has failed.
«Sometimes One Needs to Move on …»
Leadership Styles
The Team Leader‘s Job Coaching
Taking charge of the team process & facilitating
Developing Leaders
Managing the team’s
external boundary
Reviewing team and individual
performance IT’S ALL ABOUT PEOPLE
Participation means…
the situation provides sufficient room for sharing views and ideas the quality of work is preferred to a quantitative perspective organization assigns value to both the leader and the group’s
participation organization is running on the principles of democracy and
transparent management
Characteristics of a Participative Leadership Style
Promotes the exchange of ideas and experiences within the organization
Decision-making through participation and consultation Encourages decision-making from different perspectives Leaders and followers work with confidence Subordinates are encouraged to express their own views Employees feel ownership of their organisation and adopt its ideas Leader works with satisfied team
Leadership Behaviour & Governance
Give people a reason to come to work Be loyal to the organization’s people Spend time with people who do the «real» work of the
organization Be open and candid about the practices deemed acceptable
and proper, and about how the unacceptable ones have to be fixed
The Difference between Management & Leadership
«Management is doing things right; leadership is doing the right things.»
Peter Drucker
«Make a Difference …»
Managers focus on Goals and objectives Telling how and when Shorter range Organization and structure Autocracy Restraining Maintaining Imitating Administrating Directing and Controlling Procedures Consistency Risk-avoidance Bottom line
Good managers do the things right
Leaders focus on Visions Telling what and why Longer range People Democracy Enabling Developing Challenging Innovating Inspiring trust Policy Flexibility Risk-opportunity Top line
Good leaders do the right things
What Does Leadership Mean to You?
Exercise:
Take 5 minutes to write down the 4–5 most essential qualities you would expect from a leader.
Afterwards discuss your selection of qualities in groups of 2 for another 10 minutes.
Efficient Leaders
Efficient leaders focus their actions and show above average performance in six key areas:
1) They have personal qualities and show backbone.2) They define and communicate an attractive and mobilizing path to goal
achievement.3) They focus on obtaining results.4) They innovate, and increase organizational capacity.5) They attract, inspire and manage talent, and promote their people’s
development.6) They are competent in their organization’s business scope.
3 Major Motivation Theories
1) Content Theories (Maslow, Aldefer’s ERG Theory, McGregor’s Theory X - Y, Herzberg’s Two-Factor Theory, McClellanda Achievement Power and Affiliation Needs)> WHAT motivates us?
2) Process Theories (Adam, Vroom)> WHY and HOW motivation occurs?
3) Reinforcement Theories > HOW outcomes influence behaviors?
Motivation: Hierarchy of Needs Abraham Harold Maslow (1954)
Motivation: Motivators & Hygiene Factors
Frederick Herzberg (1966)
Motivation: Motivators & Hygiene Factors
Frederick Herzberg (1966)
Motivation: Maslow vs. Herzberg
In conclusion, the two theories overlap and are both equally needed to insure commitment. While Basic, Security needs and belonging can be merged with Hygiene factors, Self-Esteem and Actualization are considered as motivators.
Maslow’s theory provides the path to full-fill someone’s potential and Herzberg’s the tools to get the maximum out of an employee.
In a late night trip, Maslow’s hierarchy of needs is a dark road and Herzberg’s Hygiene-Motivation theory, the car that drives you to the desired destination. If you’re not well-equipped and have enough gas in the tank, knowing the road won’t serve much and vice versa.
The mission of a leader for a committed team would be then to provide employees the means and show direction toward success and excellence in execution.
Motivation: Theory X and YDouglas McGregor (1960)
Theory X… assumes that workers have little ambition, dislike work, avoid responsibility, and need close supervision.
Theory Y… assumes that workers can exercise self-direction, desire responsibility, and like work.
Assumption: Motivation is maximized by participative decision-making,
interesting jobs, and good group relations.
Motivate your team – Make things happen!
Case ‘Leadership & Governance’
1) Group of 3: Bring in your priorities of leadership qualities regarding your working situation and experience (5’)
2) Discuss how this aspects should become combined with the competencies of Civil Servants (20’)
3) Bring up as a group your most important leadership qualities (5’)
Group results: The most important leadership qualities?
7) (Efficient) Communicativity 8) Goal oriented9) Strategic vision10) Controlling / Monitoring11) Motivation
1) Ability to convince2) Charisma3) Teamwork4) Resoluteness5) Responsibility6) Innovativeness
Case
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