Effective Leadership Lec 11 - Leadership Behaviour

EXECUTIVE LEADERSHIP DEVELOPMENT SERIES

EFFECTIVE LEADERSHIP

‘

‘Leadership Behaviour’

LECTURE 11

by

Subhas Chandran

Faculty of Defence & Management Studies

HUMAN BEHAVIOR

SC COPYRIGHT 2012 EFFECTIVE LEADERSHIP 2

Lee Iacocca’s formula for success:

Effective leaders focus on three “Ps”—

people, products, and profit

Mark McCormack explains the importance of

understanding people (What They Don’t Teach You at

Harvard Business School) :

Business situations invariably are people situations

Individuals with people sense, who know how to

use it will be most successful.

PSYCHOLOGICAL FORCES - NEEDS


Abraham Maslow outlined five categories of human

needs:

Basic needs for survival and security

Social needs for belonging and respect

Complex need for fulfillment

1. Survival:

Physiological (basic body) needs

Survival needs are strong and natural forces

Prisoners in Nazi concentration camps most often

dreamed about food and comfort items

MASLOW’S HIERARCHY OF NEEDS


2. Security:

Freedom from threat and protection from loss

All ages and types of people experience this need

3. Belonging:

• People in all cultures try to become an accepted

member of society

• Individuals make an effort to belong to a social group



4. Respect:

• The need for self respect and respect by others

• Wanting the recognition and honor of others

‘We have an innate propensity to get ourselves

notices,

and noticed favorably, by our kind…’

Philosopher William James, founder of psychology



5. Fulfillment:

Maslow called this “self-actualization”

o If a person does something because it is valued

personally, then the act is fulfilling

o The act may not please others, and it may not

result in goal attainment

‘Fulfillment describes the positive side of

human development and human evolution’

Julian Huxley

Author-philosopher



CHARACTERISTICS OF SELF-ACTUALIZATION


Maslow’s 15 characteristics in people with rich and

fulfilling lives:

Acceptance of self and others

Accurate perception of reality

Close relationships

Personal autonomy (independence)

Goal-directedness; achievement orientation

Naturalness (spontaneity)

Need for privacy

Orientation toward growth and new experience

CHARACTERISTICS OF SELF-ACTUALIZATION


Sense of unity with nature

Sense of fellowship with all people

Democratic character

Sense of justice

Sense of humor

Creativity

Personal integrity (high principles)

FIVE FACTOR MODEL OF PERSONALITY


FIVE FACTOR MODEL- IMPLICATIONS


Indicates leader and follower unconscious behavioral

tendencies exhibited as traits.

The Five Factor Model:

A universally applicable method for profiling leaders

(categorized into the five major dimensions) to show

leadership potential.

Used to make predictions of people with a typical

behavior that tends to be difficult to change – People are

“hard wired”.

All behavior is under conscious control.

Insight into personality traits provides much information.

INTELLIGENCE AND LEADERSHIP


Intelligence:

A person’s all-around effectiveness in activities directed by thought.

Intelligent leaders:

o Are faster learners and make better assumptions,

deductions, and inferences.

o Are better at creating a compelling vision and strategizing

to make their vision a reality.

o Can develop better solutions to problems.

o Can see more of the primary and secondary implications of

their decisions.

o Are quicker on their feet than leaders who are less

intelligent.

INTELLIGENCE AND LEADERSHIP


FIVE FACTOR MODEL-


WHY CHANGE BEHAVIOR?


Changing behavior, especially long-standing patterns of

behavior, can be quite difficult.

Learning how to change your own and others’ behaviors is

a key leadership skill.

Knowing how to change and modify follower’s behaviors is

also important.

Learning how to change your own and others’ behaviors is

a key leadership skill.

WHY PEOPLE DO WHAT THEY DO


Human motivation helps explain the complicated

relationship between personal goals and work behavior



A satisfied need is not a motivator

o People are motivated by:

What they don’t have or have

done without

A need that is not fully satisfied



Employee motivation and organizational success can

come from some related practices are:

Employment security

Selective hiring of personnel

Empowered teams and decentralization

High compensation

Extensive training

Reduced status distinctions and barriers

Sharing of information



Unsatisfied needs can result in a loss of motivation. Leadership

is important in meeting employee needs and preventing

motivation problems

The ideal is to integrate the needs of individuals with the

goals of the organization

The needs of the individual can be satisfied, while advancing

the goals of the organization

EFFECTIVE LEADERSHIP ABILITIES


Successful leaders share three abilities.

The first is the ability to get along with others and build

teams.

Another is the ability to make sound and timely decisions.

And the third is the ability to get things done.

Unfortunately, only a relatively small percentage of leaders

possess all three of these attributes.”

~ Gordy Curphy,

Curphy Consulting Corporation

THE ART OF PERSUASION


Successful leaders have mastered the art of persuasion:

o An understanding of people

o The effective use of words

o The ability to manage conflict



Napoleon Bonaparte was a master of persuasion

Determined what people wanted,

and then did everything to help

them get it

Most of us do the opposite:

We decide what we want, then try

to persuade others to want the same thing

The Essence of Leadership:

Helping others to achieve their goals



• The ability to see another person’s viewpoint is

Important in human relations

o Vince Lombardi:

Coaches who can outline plays are a dime a dozen. Give

me a leader who can get inside his players, find their

talents, read their minds, and motivate them

o Lyndon Johnson:

People do what they do for their own reasons. Leaders

accomplish their goals by helping others achieve theirs



The Effective Use of Words

Vocabulary, clarity, and eloquence can be used to

persuade others to take action

o Leaders can inspire with a phrase:

“Of the people, by the people, and for the people”—

Abraham Lincoln

“The only thing we have to fear is fear itself” — Franklin

Roosevelt

“As not what your country can do for you. Ask what you

can do for your country”— John F. Kennedy



The Effective Use of Words

Two principles required for credibility and trust:

Speak the truth

Speak from the heart

Leaders should:

Forget personal ego

Concentrate on the audience

Consider what is important to them

Address interests honestly, directly, and to the point

MANAGING CONFLICT


Leaders will fail if they can’t deal with conflict

o Coping strategies:

Recognize that conflict is natural

View conflict as an opportunity

Settle conflicts reasonably and fairly, win - win

o If involved parties are unable to resolve the issue:

Agree to disagree

Invite third-party intervention

Walk separate paths

• If involved parties want to resolve the issue:

Each party reframe the problem by looking at other person’s

viewpoint

MANAGING CONFLICT


To deal with conflict, people fall into habits and patterns by

emphasizing on:

o Cooperativeness: the desire to satisfy another’s needs and concerns

o Assertiveness: the desire to satisfy one’s needs and concerns

Combinations of Cooperativeness and Assertiveness

STYLES OF CONFLICT


Avoidance — uncooperative and unassertive

Accommodation — cooperative, but unassertive

Domination — uncooperative, but assertive

Compromise — moderately cooperative and assertive

Collaboration — cooperative and assertive

STYLES OF CONFLICT


Conflict styles can have very different outcomes:

Avoidance and accommodation

create lose-lose situations

Domination and compromise

create win-lose situations

Collaboration reconciles differences:

o Results in win-win situations

o Most preferred style




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Effective Leadership Lec 11 - Leadership Behaviour