Delegate Workbook - Robin Lodge Associates Ltd for Beginners Workbook.pdfleadership behaviour. This workbook should give you all the informa-tion you need regarding the assessment,

Leadership for Beginners

Delegate Workbook

© Robin Lodge Associates Ltd 2014Page 2

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A Note of Welcome

Welcome to the Leadership for Beginners work-shop.

We look forward to working with you to explore the fascinating world of leadership. During the day we shall be focusing on what defines a great leader, assessing your own leadership style and look at the actions you can take to enhance your leadership behaviour.

This workbook should give you all the informa-tion you need regarding the assessment, however don’t forget that at this level we expect you to carry out some independent research.

In the meantime, should you have any questions or queries please contact me on 07525 934884


Copyright and Legal Welcome

Understand leadership styles 1. Describe the factors that will influence the choice of leadership styles or behaviours in workplace situations

2. Explain why these leadership styles or be-haviours are likely to have a positive or nega-tive effect on individual and group behaviour

Understand a range of leadershipstyles, their benefits and potentialimpact on individuals andperformance

1. Assess own leadership behaviours and poten-tial in the context of a particular leadership model and own organisation’s working prac-tices and culture, using feedback from others.

2. Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model.

1. Objectives

2. Who are Leaders

3. Defining Leadership

4. Action-Centred Leadership

5. Tannenbaum Schmidt

6. Primal Leadership

7. Reflection

© Robin Lodge Associates Ltd 2014 Page 3Leadership for Beginners

Objectives Agenda


Identify as many leaders as you can - what made them great?

Leaders What makes them great?


Leadership Discussion

Some names you may have considered:

Winston Churchill Mahatma Ghandi Anita Roddick

MartinJohnson TonyAdams MargaretThatcher

AdolphHitler RichardBranson ErnestShackleton

JesusChrist ArthurScargill ColinPowell

The aim of the module is help you to think deeply about your leadership and why it works sometimes and not on others. On the way we will explorea few theories to help explain some of the challenges we face.

Before you turn the page you might like to consider the following question: Is there a difference between leadership and management - and if so,what is it? Make your notes below:

© Robin Lodge Associates Ltd 2014 Page 5

Great Leaders



There are, of course, many differences, as outlined below. However few of us can only be a manager or a leader - the roles are intertwined. We have identified some of the differences below:

Managers Leaders

Talks to Talks with and listensCommunicates vision and enthusiasm

Sets objectives Negotiates objectives

Picks up errors Looks for improvement

Follows procedures Sets standards

Solves problems Anticipates problems

Takes caution Courageous

Takes control Gives control

Focuses on action Learns from mistakes

Reduces mistakes Encourages problem solving

Thinks integrity is important

Sets example by integrity

In fact the clue is in each of the words:

Leadership

Derived from the Anglo –Saxon work for guid-ance

Management

Derived from the Latin – Manus – meaning byhand / hands-on

Dare you be different?


Leaders v Managers

A good way to remember this is:

Managerachieves the task

Coachdevelops the individual

Leaderbuilds and maintains the team

TASK

TEAM INDIVIDUAL


Action Centred Leadership


TASK INDIVIDUAL TEAM


Action Centred Leadership

1. Define objectives

2. Identify resources

3. Create plan

4. Establish responsibilities

5. Set standards

6. Control and maintain performance

7. Report on progress

8. Review, re-assess and adjust

NotesTask 1 2 3 4 5

1

2

3

4

5

6

7

8

Grade Means

1 Don’t do

2 Needs Improvement

3 Ok

4 Above Average

5 Excellent


The Task


1. Agree and communicate standards

2. Establish style and culture

3. Monitor and maintain discipline and ethics

4. Develop team-working, co-operation and team-spirit

5. Develop collective maturity

6. Identify and agree team leadershiproles

7. Enable, facilitate and ensure effective internal and external team communication

8. Give feedback on team progress and seek feedback from team

NotesTask 1 2 3 4 5

1

2

3

4

5

6

7

8

Grade Means

1 Don’t do

2 Needs Improvement

3 Ok

4 Above Average

5 Excellent


Supporting the Team

1. Understand individual strengths,skills, aims, fears and needs

2. Assist and support plans, problemsand challenges

3. Identify and agree appropriate re-sponsibilities and objectives

4. Give recognition and praise

5. Reward with advancement, re-sponsibility and/or status

6. Identify and develop individual capabilities and strengths

7. Develop individual freedom and authority

NotesTask 1 2 3 4 5

1

2

3

4

5

6

7

8

Grade Means

1 Don’t do

2 Needs Improvement

3 Ok

4 Above Average

5 Excellent


Supporting the Individual


Too Much

TASK TEAM INDIVIDUAL

Too Little


Too Much v Too Little

The Team

The team has a sense of purpose and identity.It is performing well by achieving its goals andobjectives.

However, individuals are not being developedand may feel undervalued. In the long term thiscould lead to a drop in team spirit and commit-mentto tasks and goals.

The Task

There is good team spirit and people enjoyworking together. Individuals feel they arevalued and respected.

However there is a lack of focus which is reflect-ed in the absence of concrete results. Thismay lead to the team becoming demoralisedand possible lack of respect from others outsidethe team.

The Individual

Individuals are effective in achieving theirtasks. They are producing good results and arederiving satisfaction from their work.

However they work very much in isolation andwith little interaction with each other. This mayresult in a lack of morale and team identity,which may detract from the previously goodresults.


Too Much / Too Little


Jimmy is a team leader working for a small electronics company. He is responsible for a team of four and has recently taken the role of Team Leader as he was the longest serving member of the team. The change has not been easy for him – managing his mates is a real challenge.

On Tuesday he came to find that the company had issued a new directive about time-keeping, as he had had such a difficult time lately he de-cided that he would tell the team at the team meeting during the morning. He asked the team if they would mind starting ½ hr earlier to which they replied that they were very unhappy about the situation, he told them it was a directive from the management and they replied that it ‘was his problem’.

To further add to the day, as his team was responsible for goods-in, he would need to ensure that at least two of the team covered lunch for deliveries, starting next week. Jimmy spent most of the morning putting together a fair timetable for everyone, when he presented it – every-one had a reason why they couldn’t do the shift allocated, every time he presented a new shift pattern, it was wrong by someone.

They were a contrary bunch, they moaned about the working conditions especially Health and Safety, he told them it didn’t matter if they wore the PPE, so they didn’t and when Ashlam got hurt they were the first to complain about him.

Couldn’t he do anything right? Even the Christmas party was a disaster, he organised everything and told them where and when it was – he even provided them with a map and train times! What did they do – moaned and then hardly anyone showed up!

Jimmy is in such a stew – how is he supposed to lead this team, when everything he does seems to be wrong?


Jimmy Cantal

Looking at Jimmy Cantal:

What styles is he using?

What should he use?

Issue Current Should Be


Jimmy Cantal

© Robin Lodge Associates Ltd 2014Page 16 Leadership for Beginners

Tannenbaum Schmidt Continuum

Employee Power / Influence

Management Power / InfluenceTell Sell Consult 1

Consult 2

Laissez-faire


The Bridge of Leadership


Many managers mistakenly assume that leadership style is a function of personality, rather than strategic choice. Instead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation.

Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies: self awareness, self-regulation, motivation, empathy, and social skill. There are six basic styles of leadership; each makes use of the key components of emo-tional intelligence in different combinations. The best leaders don’t know just one style of leadership— they’re skilled at several, and have the flexibility to switch between styles as the circumstances dictate.

Managers often fail to appreciate how profoundly the organizational climate can influence financial results. It can account for nearly a third offinancial performance. Organizational climate, in turn, is influenced by leadership style—by the way that managers motivate direct reports, gather and use information, make decisions, manage change initiatives, and handle crises. There are six basic leadership styles. Each derives from different emotional intelligence competencies, works best in particular situations, and affects the organizational climate in different ways.

Scoring

Against each statement, allocate a number of points:

Thisisalwaystrueofme5pointsThisisoftentrueofme3pointsThisistrueofme50%ofthetime2pointsThisislargelyuntrueofme1pointThisistotallyuntrueofme0points

Source: Motivation and Organizational Climate, Hardcover by George H Litwin, Robert A Stringer, Jr. Harvard University Press, 1968.


Goleman - Primal Leadership

1 My team trust me implicitly

2 I spend a lot of my time getting buy-in to ideas from my team

3 I expect my staff to do as they are told, without questioning my motives

4 I am more interested in setting long term goals than in being involved in detailed day-to-day work

5 I delegate challenging assignments, even if they will not be accomplished quickly

6 I would prefer that team members be happy in their work than spend my time correcting each fault

7 I exemplify all the standards that I expect from my team

8 I believe in investing time in people

9 I translate the company’s strategy into terms the team can understand

10 Employees who do not do what their managers tell them deserve to be reprimanded immediately

11 I work hard to create a strong sense of belonging for all the team

12 I think that we can all get a good deal of insight into an issue if we discuss it as a team

13 Work should be very task-focused

14 I spend time helping staff to identify their own strengths and areas for development

15 I believe that decision-making in the organisation should be top down

16 I give my team the leeway to take calculated risks and be in-novative, once I have set out the direction they should take

17 I try to set a vision and get staff to come along with me in creat-ing that vision

18 I am not convinced that the team will work with initiative if I don’t demonstrate what to do and how to do it

19 I work hard to establish strong emotional bonds between my-self and my team

20 I give plentiful instruction and feedback

21 I hold a lot of meetings with my team to ensure that they are happy with the way that the team is working

22 I know what is best for my team and expect them to do what I ask

23 Collective decision-making is the most effective form of deci-sion-making

24 I identify poor performers and demand more from them

25 If staff do not perform well enough I believe they should be quickly replaced

26 If I believe that an existing sys-tem was restricting good work, I would have no hesitation get-ting rid of it

27 In giving feedback, I look at the extent to which an individual’s work has furthered the group vision


Self Asesment


Transfer your scores from the statements above to the appropriate statement numbers in the grid below to determine your leadership style(s). For example, if for you scored 5 for question 16, write 5 against question 16 in the second column below. Then add each column below to get your scores.

Your primary score is the highest score from the columns above, and your secondary score is the next highest. These are your preferred, predominant leadership styles.

First read the descriptions of both your primary and secondary styles, noting both the positive aspectsof those styles and the words of caution about each one. Then read the other descriptions.

The most positively perceived styles are Visionary, Affiliative, Democratic and Coaching. Thestyles most likely to cause a negative reaction in staff are Coercive and Pacesetting. Each has itsplace, but should be used with caution.

The greatest managers demonstrate a mixture of styles – they are flexible and change their styleaccording to the situation. Use the descriptions below and the statements above to determinehow you can achieve a wider range of styles and thus more effectively manage performancewithin your organisation.

28 I encourage staff to create long-term development goals

29 I give my team members regular feedback on their performance

30 I set out where I want the team to get to and expect them to use their initiative in getting there

31 I believe that we can always find ways to do things better and faster

32 I make agreements with my team members about their roles and responsibilities in enacting development plans

33 I give the team freedom to achieve our goals

34 I believe in letting the team have a say in the way that the team is managed

35 I have great self-control and expect to use my initiative alone in managing others

36 I think that team members should have a say in setting goals and objectives

Coercive Visionary Affiliative Democratic Pacesetting Coaching3. 4. 1. 2. 7. 5.

10. 9. 6. 12. 13. 8.

15. 16. 11. 21. 18. 14.

22. 17. 19. 23. 24. 20.

26. 27. 29. 34. 25. 28.

35. 30. 33. 36. 31. 32.

Totals


Self Assessment

The coercive style. This “Do what I say” approach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’ motivation.

The authoritative (visionary) style. An authoritative leader takes a “Come with me” approach: she/he states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of experts who are more experienced than he is.

The affiliative style. The hallmark of the affiliative leader is a “People come first” attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary.

The democratic style. This style’s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless.

The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader’s demands for excellence — and to resent their tendency to take over a situation.

The coaching style. This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways. The more styles a leader has mastered, the better. In particular, being able to switch among the authoritative, affiliative, democratic, and coaching styles as conditions dictate creates the best organizational climate and optimizes business performance.

© Robin Lodge Associates Ltd 2014 Page 21Leadership for BeginnersLeadership for BeginnersLeadership for Beginners

Summary of Styles


Coercive

• Demands immediate compliance• “Do what I tell you”• Drive to achieve, initiate and self-control• In a crisis, to kick start a turnaround, or withproblem employees• Negative

Authoritative

• Mobilises people toward a vision• “Come with me”• Self-confidence, empathy, change catalyst• When changes require a new vision, orwhen a clear direction is needed• Most strongly positive

Affiliative

• Creates harmony and builds emotionalbonds• “People come first”• Empathy, building relationships, communication• To heal rifts in a team or to motivate peopleduring stressful circumstances• Positive

Coercive managers emphasise immediate compliance from their employees. They expect people to do just what they tell them. They have a great drive to achieve, act on their own initiative (and expect others to follow) and show strong self-control. This style works best in a crisis, to kick-start a turnaround in the business or to deal with problem employees.

Caution: This style should be used sparingly, andwhen it is imperative to do so – for example, intimes of a hostile takeover. It has a negative impact on staff, who will feel that you are denying them their freedom to think and act.

Authoritative managers emphasise the provisionof long term vision and leadership. They mobilisepeople towards a vision. They tend to have strongself-confidence and empathy with their team members. They are catalysts for change. This style is most useful when a change is needed or the team requires clear direction. They tend to have a positive effect on their staff.

Caution: Authoritative leaders may, if they mis-judge a situation, be seen as pompous or out of touch, particularly when the authoritative leader is working with a team of people with more ex-pertise. An overly-authoritative manager can un-dermine the egalitarian spirit of an effective team.

Affiliative managers emphasise the creation ofharmony. They put people first. They have greatempathy and spend time building relationshipsand communicating with their staff. This style isparticularly useful in mending rifts between teammembers or motivating people in stressful circumstances.

Caution: An overused Affiliative style can allowpoor performance to go unchecked and give theimpression that mediocrity is tolerated. Affiliativemanagers rarely suggest how performance shouldbe improved, and so staff may feel a lack of guidance or direction. It is best used in conjunc-tion with the authoritative style, so that the team is not left feeling “rudderless.”


Leadership Styles

Democratic

• Forges consensus through participation• “What do you think?”• Collaboration, team leadership, communication• To build buy-in or consensus, or to get inputfrom valuable employees• Positive

Democratic managers emphasise group consensus and the generation of new ideas. They are able to forge consensus through participation. They are strong on collaboration, team leadership and communication. This style is par-ticularly useful in building buy-in or creating con-sensus or to get input from valuable employees. It works best when the manager is uncertain about the best direction and needs ideas and guidance from team members.

Caution: Overly-democratic management can result in endless, inconclusive meetings. Democratic managers may use meetings as a way of not making decisions themselves, hoping that extensive debate in meetings will create a solution (rather than just creating more meetings, which is often the true result).

Pace Setting

• Sets high standards for performance• “Do as I do, now”• Conscientiousness, drive to achieve, initiative• To get quick results from a highly motivatedand competent team• Negative

Coaching

• Develops people for the future• “Try this”• Developing others, empathy, self-awareness• To help an employee improve performanceor develop long-term strengths• Positive

Pacesetting managers emphasise accomplishingtasks to high standards. They demonstrate howthings should be done. They are highly conscientious, with a strong desire to achieve and they show great initiative. This style is most useful in getting quick results from a highly motivated team.

Caution: The pacesetting manager may destroy agood working climate. Staff feel overwhelmed bythe constant demand for excellence and sometimes feel that they have to second-guess the manager’s requirements. They may also feel that the pacesetter does not trust them to use their own initiative.Work may become boring and task-focused.

Coaching managers emphasise the professionalgrowth of employees. They develop staff forthe future. They demonstrate both empathy andself-awareness. This style is most useful in helping an employee to improve their performance or develop long-term strengths. It produces positive results where a team is keen to learn and develop.

Caution: The coaching style is the rarest of all inmodern business. Though much is said and written about coaching, it is not widely practised. While it does produce results, it does not make sense to staff members who have no desire to learn or change their practices. It also fails if the coaching manager lacks expertise.


Leadership Styles

Documents

Delegate Workbook - Robin Lodge Associates Ltd for Beginners Workbook.pdfleadership behaviour. This workbook should give you all the informa-tion you need regarding the assessment,