DEVELOPING LEADERSDEVELOPING LEADERS

A personal perspectiveA personal perspective

Sqn Ldr Dick TudorSqn Ldr Dick TudorOC TRSOC TRS

RAF LossiemouthRAF Lossiemouth

Leadership Development in the Leadership Development in the RAFRAF

“ “ It is timely to review the RAF’s approach to It is timely to review the RAF’s approach to leadership development to ensure that it is coherent leadership development to ensure that it is coherent and consistent, thereby assuming excellence across and consistent, thereby assuming excellence across

the range of leadership roles.”the range of leadership roles.”

LEADERSHIP: THE LEADERSHIP: THE ACADEMIC BACKGROUNDACADEMIC BACKGROUND

The Development of Leadership The Development of Leadership TheoryTheory

PeriodPeriod ApproachApproach Core ThemeCore Theme

Up to late 1940sUp to late 1940s Trait approachTrait approach Leadership ability is innateLeadership ability is innate

Late 1940s to late 1960sLate 1940s to late 1960s Style approachStyle approach Leadership effectiveness is to Leadership effectiveness is to do with how the leader do with how the leader behavesbehaves

Late 1960s to early 1980sLate 1960s to early 1980s Contingency approachContingency approach It all depends; effective It all depends; effective leadership is affected by the leadership is affected by the situationsituation

Since early 1980sSince early 1980s Now Leadership approachNow Leadership approach Leaders transform the way Leaders transform the way people feel about themselves people feel about themselves

The Trait ApproachThe Trait Approach Effective leaders have certain qualities in Effective leaders have certain qualities in

commoncommon

Example: intelligence, dependability, sense Example: intelligence, dependability, sense of responsibility, energy, sociability of responsibility, energy, sociability (e.g. (e.g.

Stogdill – Ohio State Studies)Stogdill – Ohio State Studies)

‘‘Leaders are born, not made’Leaders are born, not made’

Findings not consistentFindings not consistent

Leadership situation not consideredLeadership situation not considered

The Style ApproachThe Style Approach Concern for task – Concern for task – the extent to which the leader the extent to which the leader emphasises the task objectivesemphasises the task objectives

Concern for people – Concern for people – the extent to which the the extent to which the leader leader emphasises the needs, interests etc of the groupemphasises the needs, interests etc of the group

Directive leadership – Directive leadership – the extent to which the leader the extent to which the leader makes all the decisions regarding group activitymakes all the decisions regarding group activity

Participative leadership – Participative leadership – the extent to which the the extent to which the leader shares decision-making concerning group leader shares decision-making concerning group activityactivity

(Wright 96)(Wright 96)

Situational LeadershipSituational Leadership

‘‘To be successful in all environments, To be successful in all environments, leaders require a measure of all of the leaders require a measure of all of the different leadership attributes but their different leadership attributes but their

relative importance will be situation and relative importance will be situation and context-dependent.’context-dependent.’

Factors Determining Appropriate Factors Determining Appropriate Leadership StyleLeadership Style

Maturity of followers or subordinatesMaturity of followers or subordinates

Existing relationship between them and their Existing relationship between them and their leaderleader

Clarity and structure of the task or workClarity and structure of the task or work

The position power and personal power of The position power and personal power of the leaderthe leader

Time availableTime available

CultureCulture

Cross-Cultural Aspects of Cross-Cultural Aspects of LeadershipLeadership

‘‘Exporting participative leadership from the United Exporting participative leadership from the United States to countries with authoritarian cultures is States to countries with authoritarian cultures is like preaching Jeffersonian democracy to [those] like preaching Jeffersonian democracy to [those]

who believe in the divine right of kings.’who believe in the divine right of kings.’

(Haire, Ghiselli and Porter 66)(Haire, Ghiselli and Porter 66)

Transformational LeadershipTransformational Leadership

Achieving performance beyond normal Achieving performance beyond normal expectations by changing how people feel expectations by changing how people feel about themselves and what is possible and about themselves and what is possible and

raising their motivation to new highs.raising their motivation to new highs.

Bass and Avolio’s Full-Range Bass and Avolio’s Full-Range Model of LeadershipModel of Leadership

Laissez-faire leadershipLaissez-faire leadership

Transactional leadership – management-by-Transactional leadership – management-by-exception and contingent rewardexception and contingent reward

Transformational leadership – the four ‘I’s – Transformational leadership – the four ‘I’s – idealised influence, inspirational motivation, idealised influence, inspirational motivation, intellectual stimulation, individualised intellectual stimulation, individualised

considerationconsideration

Laissez-faire LeadershipLaissez-faire Leadership

Avoiding taking a standAvoiding taking a stand

Ignoring problemsIgnoring problems

Not following up Not following up

Refraining from intervening Refraining from intervening

……leads to conflict and lack of leads to conflict and lack of achievementachievement

Transactional LeadershipTransactional Leadership

Management by exception – passive or Management by exception – passive or activeactive

Contingent rewardContingent reward

Management by ExceptionManagement by Exception Setting work objective and performance Setting work objective and performance standardsstandards

Waiting for problems to arise and reacting to Waiting for problems to arise and reacting to them reluctantly, or monitoring for deviations them reluctantly, or monitoring for deviations and errors and correcting themand errors and correcting them

Enforcing rules and proceduresEnforcing rules and procedures

……leads to continuing status quo, lack of initiative, and leads to continuing status quo, lack of initiative, and avoidance of risk taking by subordinatesavoidance of risk taking by subordinates

Contingent RewardContingent Reward Setting work objectives and Setting work objectives and performance standardsperformance standards

Providing feedbackProviding feedback

Exchanging reward and recognition – Exchanging reward and recognition – e.g. money or praise – for achievemente.g. money or praise – for achievement

……can lead to expected performancecan lead to expected performance

Problems with Transactional Problems with Transactional LeadershipLeadership

Motivating and rewarding people with ‘carrots’ and Motivating and rewarding people with ‘carrots’ and punishing them with ‘sticks’ makes them feel like donkeyspunishing them with ‘sticks’ makes them feel like donkeys

Lack of consideration for people’s ideas, needs and Lack of consideration for people’s ideas, needs and feelings feelings

Focuses only on planning, organizing, directing and Focuses only on planning, organizing, directing and controlling – and manipulation by rewardcontrolling – and manipulation by reward

Does not develop people to their fullest potential and Does not develop people to their fullest potential and contributioncontribution

Transformational Leadership: Transformational Leadership: The Four ‘I’sThe Four ‘I’s

Individualized considerationIndividualized consideration

Intellectual stimulationIntellectual stimulation

Inspirational motivationInspirational motivation

Idealized influenceIdealized influence

(Bass 90)(Bass 90)

LEADERSHIP: LEVELS OF LEADERSHIP: LEVELS OF DEVELOPMENTDEVELOPMENT

COVEY ON MANAGEMENTCOVEY ON MANAGEMENT

Three Levels of DevelopmentThree Levels of Development

Organisational development (OD)Organisational development (OD)

Team DevelopmentTeam Development

Individual or self-developmentIndividual or self-development

Organisational DevelopmentOrganisational Development

… … the applied behavioural science discipline that the applied behavioural science discipline that seeks to improve organisations through planned, seeks to improve organisations through planned, systematic, long-range efforts focused on the systematic, long-range efforts focused on the organisation’s culture and its human and social organisation’s culture and its human and social processesprocesses

Leadership Development in the Leadership Development in the RAFRAF

““The ability to lead is required at all rank The ability to lead is required at all rank levels of the RAF although the range of levels of the RAF although the range of leadership attributes required will vary with leadership attributes required will vary with the level at which the leader is operating.”the level at which the leader is operating.”

Creating an Atmosphere for Creating an Atmosphere for Organisational DevelopmentOrganisational Development

““Central to any organisation improvement program Central to any organisation improvement program is the creation of a situation in which learning and is the creation of a situation in which learning and change can take place by individuals and/or change can take place by individuals and/or groups”groups”

(Schein 99)(Schein 99)

Leadership Self-Development: Leadership Self-Development: The Starting PointThe Starting Point

Learning to know and control oneselfLearning to know and control oneself

Overcoming emotional barriersOvercoming emotional barriers

Building self-confidence and Building self-confidence and emotional emotional intelligenceintelligence

Emotional IntelligenceEmotional Intelligence

“ …“ …refers to the capacity for recognising our own refers to the capacity for recognising our own feelings and those of others, for motivating ourselves, feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our and for managing emotions well in ourselves and in our relationships.”relationships.”

(Goleman 98)(Goleman 98)

Three Factors of Leadership Three Factors of Leadership DevelopmentDevelopment

A person must be motivated to be a leader A person must be motivated to be a leader and to develop the necessary skillsand to develop the necessary skills

The development process should be focused The development process should be focused on specific leadership behaviouron specific leadership behaviour

Provision for practising leadership skills and Provision for practising leadership skills and obtaining feedbackobtaining feedback

(Randell 98)(Randell 98)

Barriers to Leadership and Barriers to Leadership and Leadership DevelopmentLeadership Development

Low self-esteem – Low self-esteem – leads to a lack of motivationleads to a lack of motivation

Lack of self-confidence – Lack of self-confidence – as a result of not as a result of not coming to terms with oneself, can lead to a lack coming to terms with oneself, can lead to a lack of of confidence in othersconfidence in others

Fear of failure, shame or social disapprovalFear of failure, shame or social disapproval

Cognitive constriction – Cognitive constriction – thinking ‘inside the box’thinking ‘inside the box’

Adverse consequences of stress – Adverse consequences of stress – cognitive, cognitive, managerial and physicalmanagerial and physical

HOOPER & POTTER ON LEADERSHOOPER & POTTER ON LEADERS

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Overcoming the BarriersOvercoming the Barriers

Desensitisation – Desensitisation – gradual increases in difficulty of task – gradual increases in difficulty of task – lead to gradual reduction of fear and anxietylead to gradual reduction of fear and anxiety

Reinforcement theory – Reinforcement theory – reward and recognition for reward and recognition for effort and progresseffort and progress

Psycho-analytical re-enactment – Psycho-analytical re-enactment – what was done and what was done and what, if anything went wrong, creates a process self-what, if anything went wrong, creates a process self-

discoverydiscovery

Social skill development – Social skill development – based on honesty and trustbased on honesty and trust

Group dynamics theory – Group dynamics theory – teams develop cohesiveness teams develop cohesiveness through mutual help and supportthrough mutual help and support

Support for Leadership Support for Leadership DevelopmentDevelopment

““Individuals are responsible for their own development. Individuals are responsible for their own development. Organisations are responsible for providing the enabling Organisations are responsible for providing the enabling resources and ensuring that sufficient leaders are taking resources and ensuring that sufficient leaders are taking

advantage of development opportunities.”advantage of development opportunities.”

(London 02)(London 02)

Can You ‘Teach’ Leadership?Can You ‘Teach’ Leadership?

Yes, but only at the cognitive levelYes, but only at the cognitive level

KnowingKnowing what to do and how to do it is what to do and how to do it is necessary but not sufficientnecessary but not sufficient

Wanting to do it Wanting to do it depends on emotional depends on emotional factorsfactors

Doing itDoing it can only be learned by actually doing can only be learned by actually doing it, feedback, application and practiceit, feedback, application and practice

A Definition of LeadershipA Definition of Leadership

‘‘Leadership is the process of influencing the Leadership is the process of influencing the behaviour, beliefs and feelings of other group behaviour, beliefs and feelings of other group

members in an intended direction.’members in an intended direction.’

(Wright and Taylor 84)(Wright and Taylor 84)

The Leadership Trust’s DefinitionThe Leadership Trust’s Definition

‘‘Leadership is using our personal power to win the Leadership is using our personal power to win the hearts and minds of people to achieve a common hearts and minds of people to achieve a common

purpose.’ purpose.’

Leadership in the RAFLeadership in the RAF

‘… ‘… the RAF requires personnel with strong leadership the RAF requires personnel with strong leadership attributes, excellent managerial skills and the confidence to attributes, excellent managerial skills and the confidence to

exercise command.’exercise command.’

Leadership in the RAFLeadership in the RAF

And…And…

‘‘The successful exercise of command is dependent The successful exercise of command is dependent upon an individual’s professional expertise, management upon an individual’s professional expertise, management

skills and leadership ability.’skills and leadership ability.’

Command, Management and Command, Management and Leadership in the RAFLeadership in the RAF

‘‘Command’ – is a position of authority Command’ – is a position of authority and responsibility to which individuals and responsibility to which individuals are legally appointed are legally appointed

‘‘Management’ – is concerned with Management’ – is concerned with making the best use of resourcesmaking the best use of resources

‘‘Leadership’ – is the projection of Leadership’ – is the projection of personality and character to achieve the personality and character to achieve the desired outcomedesired outcome

DEALING WITH CHANGEDEALING WITH CHANGE

The Leadership Challenges AheadThe Leadership Challenges Ahead

New technologyNew technology

Deregulation and privatisationDeregulation and privatisation

Intense competitionIntense competition

Increasing inter-dependenceIncreasing inter-dependence

Higher-quality products, services and Higher-quality products, services and customer carecustomer care

People’s increasing expectationsPeople’s increasing expectations

Successful Change Ensures Successful Change Ensures SurvivalSurvival

‘‘It is not the strongest species that survive, nor the It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to most intelligent, but the ones most responsive to

change.’change.’

(Darwin)(Darwin)

Change is DifficultChange is Difficult

‘‘There is nothing more difficult to plan, more doubtful There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage, than the of success, nor more dangerous to manage, than the creation of a new system. For the initiator has the creation of a new system. For the initiator has the

enmity of all who would profit by the preservation of enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in the old institutions and merely lukewarm defenders in

those who should gain by the new ones.’those who should gain by the new ones.’

(Machiavelli 1510)(Machiavelli 1510)

TRANSFORMATIONAL v TRANSFORMATIONAL v TRANSACTIONAL TRANSACTIONAL

LEADERSHIPLEADERSHIP

Transformational Leadership: Transformational Leadership: The Four ‘I’sThe Four ‘I’s

Individualized considerationIndividualized consideration

Intellectual stimulationIntellectual stimulation

Inspirational motivationInspirational motivation

Idealized influenceIdealized influence

(Bass 90)(Bass 90)

Individualized ConsiderationIndividualized Consideration Showing concern for the individualShowing concern for the individual

Identifying individuals’ abilities and needsIdentifying individuals’ abilities and needs

Providing matching challengesProviding matching challenges

Providing opportunities to learnProviding opportunities to learn

Delegating, coaching and giving Delegating, coaching and giving developmental feedbackdevelopmental feedback

……leads to a desire to improve and learnleads to a desire to improve and learn

Intellectual StimulationIntellectual Stimulation

Stimulating people’s intellect and Stimulating people’s intellect and imaginationimagination

Questioning the status quoQuestioning the status quo

Encouraging imagination and creativityEncouraging imagination and creativity

Using and encouraging intuition as well Using and encouraging intuition as well as logicas logic

… …leads to a willingness to leads to a willingness to thinkthink

Inspirational MotivationInspirational Motivation

Inspiring people by articulating exciting Inspiring people by articulating exciting possibilitiespossibilities

Communicating a clear visionCommunicating a clear vision

Aligning organizational goals with individual Aligning organizational goals with individual goalsgoals

Treating threats, problems and mistakes as Treating threats, problems and mistakes as opportunitiesopportunities

Using appealing words and symbolsUsing appealing words and symbols

Idealized InfluenceIdealized Influence

Displaying charismaDisplaying charisma

Expressing confidence in the visionExpressing confidence in the vision

Personally taking full responsibilityPersonally taking full responsibility

Displaying a sense of purpose, persistence and trustDisplaying a sense of purpose, persistence and trust

Emphasizing accomplishmentsEmphasizing accomplishments

Gaining respect, trust and confidence by personally Gaining respect, trust and confidence by personally demonstrating out-of-the-ordinary abilitydemonstrating out-of-the-ordinary ability

……leads to trust, identification with the leader, and a desire to achieve leads to trust, identification with the leader, and a desire to achieve to show supportto show support

Charismatic LeadersCharismatic Leaders

Show complete self-confidenceShow complete self-confidence

Show strong determinationShow strong determination

Are forthright about what is right and Are forthright about what is right and wrong, good and badwrong, good and bad

Are eloquent speakersAre eloquent speakers

Are active and energeticAre active and energetic

Leadership and Idealized InfluenceLeadership and Idealized Influence

‘‘No man is a leader until his appointment is No man is a leader until his appointment is ratified in the minds and hearts of his men.’ratified in the minds and hearts of his men.’

(US Infantry Journal 48)(US Infantry Journal 48)

Empowerment in the RAFEmpowerment in the RAF

““(The) creation of a culture of (The) creation of a culture of empowerment is critical to the successful empowerment is critical to the successful

development of future leaders”development of future leaders”

Leadership and EmpowermentLeadership and Empowerment

‘‘Study after study finds that when workers have more Study after study finds that when workers have more control – when they can help define their own goals and control – when they can help define their own goals and

hours and when they participate in decision making – hours and when they participate in decision making – their job satisfaction rises.’their job satisfaction rises.’

(Myers 93)(Myers 93)

What is Empowerment?What is Empowerment?

Literally, giving people power, making Literally, giving people power, making them them ableable to… to…

In practice, giving people the In practice, giving people the knowledge, skills, opportunity, freedom knowledge, skills, opportunity, freedom and resources to manage themselves and resources to manage themselves and be and be accountable.accountable.

Why Empower People?Why Empower People?

Job satisfaction and morale increaseJob satisfaction and morale increase

Increased effectiveness/efficiency in some Increased effectiveness/efficiency in some private sector companies – e.g. share value private sector companies – e.g. share value risesrises

Enhances self-esteem – a powerful motivatorEnhances self-esteem – a powerful motivator

Unless people are empowered, they will never Unless people are empowered, they will never growgrow

ICEBERGICEBERG

70%

Human Potential

How Can We Empower People?How Can We Empower People?

Understand and develop each individual’s Understand and develop each individual’s potential and delegate matching challengespotential and delegate matching challenges

Treat people as unique individualsTreat people as unique individuals

Provide the opportunity, resources, authority, Provide the opportunity, resources, authority, training and coaching for people to performtraining and coaching for people to perform

Stimulate people’s intellects and emotionsStimulate people’s intellects and emotions

The Enemies of EmpowermentThe Enemies of Empowerment

Lack of trustLack of trust

Fear of the consequences of taking Fear of the consequences of taking risksrisks

Requirements of the Leader for Requirements of the Leader for EmpowermentEmpowerment

Ability and desire to respond positively to Ability and desire to respond positively to people’s needs and interestspeople’s needs and interests

Time and availabilityTime and availability

TrustTrust

Preparedness to take risks and let goPreparedness to take risks and let go

Lack of self-centerednessLack of self-centeredness

Emotional intelligenceEmotional intelligence

Empowering People Requires Empowering People Requires Emotional IntelligenceEmotional Intelligence

Self-awareness as a leader – especially Self-awareness as a leader – especially your need for controlyour need for control

Self-confidenceSelf-confidence

Recognizing others’ feelings and needsRecognizing others’ feelings and needs

Interpersonal skillsInterpersonal skills

TrustTrust

HOOPER & POTTER ON TEAM HOOPER & POTTER ON TEAM LEADERSHIPLEADERSHIP

EXECS’ LEADERSHIP EXECS’ LEADERSHIP MODULE: ACADEMIC MODULE: ACADEMIC

INTRODUCTIONINTRODUCTION

The IssuesThe Issues

‘‘Leaders are born, not made. Discuss.’Leaders are born, not made. Discuss.’

Leadership development programmes are Leadership development programmes are prolific and costlyprolific and costly

Are they effective?Are they effective?

Can leadership be “taught” – or even Can leadership be “taught” – or even learned?learned?

The Learning OrganisationThe Learning Organisation

“ … “ … organisations where people continually expand their organisations where people continually expand their capacity to create the results they truly desire, where new capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are collective aspiration is set free, and where people are continually learning how to learn together.”continually learning how to learn together.”

(Senge 90)(Senge 90)

The Importance of The Learning The Importance of The Learning OrganisationOrganisation

““The organisations that will truly excel in the future will be The organisations that will truly excel in the future will be the organisations that discover how to tap people’s the organisations that discover how to tap people’s commitment and capacity to learn atcommitment and capacity to learn at all all levels in an levels in an

organisation.”organisation.”

(Senge 90)(Senge 90)

Learning LeadershipLearning Leadership

Variety of conventional and Variety of conventional and unconventional methodsunconventional methods

Need for learning by doingNeed for learning by doing

Feedback (e.g. 360Feedback (e.g. 36000) and training) and training

Leaders as teachersLeaders as teachers

Leadership as InfluenceLeadership as Influence

““Most definitions of leadership have made the assumption Most definitions of leadership have made the assumption that leadership involves a process of influence by one that leadership involves a process of influence by one

person over other people.”person over other people.”

(Yukl 02)(Yukl 02)

EtymologyEtymology

‘‘Management’ comes from the Latin Management’ comes from the Latin manusmanus (‘a hand’) – to do with handling (‘a hand’) – to do with handling objects, e.g. machinesobjects, e.g. machines

‘‘Leadership’ comes from the Anglo-Leadership’ comes from the Anglo-Saxon Saxon leaderleader (‘road’ or ‘path’) – to do (‘road’ or ‘path’) – to do with a sense of directionwith a sense of direction

‘‘Managers are people who do Managers are people who do things right.things right.

Leaders are people who do the Leaders are people who do the rights things.’rights things.’

(Bennis 84)(Bennis 84)

Leadership and ManagementLeadership and Management are are notnot Mutually Exclusive Mutually Exclusive

Not been supported by empirical researchNot been supported by empirical research

People did not sort neatly into the two People did not sort neatly into the two stereotypesstereotypes

The stereotypes implied managers were The stereotypes implied managers were always ineffectivealways ineffective

Insensitive to denigrate ‘managers’ in Insensitive to denigrate ‘managers’ in organisations with a negative stereotype.organisations with a negative stereotype.

Leadership v ManagementLeadership v Management

ManagementManagement produces orderly results produces orderly results which keep things working efficientlywhich keep things working efficiently

LeadershipLeadership creates useful change creates useful change

We need both if organisations and We need both if organisations and nations are to prospernations are to prosper

(Kotter 90)(Kotter 90)