Effective Leadership Principles[1]

7/24/2019 Effective Leadership Principles[1]

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Introduction toLeadershipDefnition o Leadership

Leadership is not Management

The Importance o LeadershipRoles o Leaders

Characteristics o Leaders



Understanding-based

leadership philosophy“ The eneral is the !rmy" There are no bad

battalions only bad o#cers$ Napoleon

“To lead is the ability to thin% ahead$" FrenchSaying

“ood leaders see problems as challenges& 'oorleaders use them as e(cuses or non-perormance$"

“I you )ant to change the )orld* you frst ha+e to

start )ith yoursel$" Mark Twain



Defnition o Leadership

Leadership is a process )hereby an indi+idual

in,uences a group o indi+iduals to achie+e a

common goal"

Leadership

is a process

in+ol+es in,uenceoccurs )ithin a group conte(t

in+ol+es a common goal



Defnition o Leadership

Leadership is an in,uence relationship among

Leaders and .ollo)ers )ho intend real

changes that re,ect their shared purposes"

Leadership thereore in+ol+esin,uencechanges

shared purposesintentionpeople/in,uencepersonal responsibility



Leadership contdLeadership reers to situations in )hich you

are )or%ing )ith others"

It is not about doing things yoursel"It is about accomplishing tas%s and reaching

goals through the e0orts o other people"



In,uence

Change1hared

purpose

.ollo)ers

Intention

'ersonalresponsibilityLeader

Source: RD Fig.1.1 p6



The 2e) Reality orLeadership Old Paradigm

Industrial !ge

1tabilityControl

Competition

Things

Uniormity

New Paradigm

Inormation !ge

Change3mpo)erment

Collaboration

'eople andrelationships

Di+ersity




Planning1elect goals and )ays to

obtain them

DirectingMoti+ate and coordinate

employees

StafngRecruit and obtain

employees

ControllingMonitor acti+ities and

ma%e corrections

Organising!ssign authority and

responsibility ortas% accomplishment




Management Leadership

Direction: Planning and budgeting

Keeping eye on bottom line

Creating vision and strategy

Keeping eye on horizon

Alignment: Organising and staffing

Directing and controlling

Create boundaries

Creating shared culture and values

Helping others grow

Reduce boundaries

Relationships: Focusing on obects ! producing"selling goods andservices

#ased on position power

$cting as boss

Focusing on people ! inspiring andmotivating followers

#ased on personal power

$cting as coach% facilitator% servant

PersonalQualities:

&motional connections 'Heart(Open mind ')indfulness(

*istening 'Communication(

+onconformity 'Courage(

,nsight into self ',ntegrity(

Outcomes: )aintains stability Creates change% often radicalchange

3motional distance3(pert mind

Tal%ing

Conormity

Insight into organisation




Leadership is notManagementManagers manage T4I21

Leaders lead '35'L3

Managers do T4I21 RI4T

Leaders do the RI4T T4I21



Roles o a Leader!cts

as a ste)ard rather than an administrator

to suppress ego and allo) others to gaincredit

accepts personal responsibility

to de+elop relationshipsto ta%e ris%s

to become a partner* nurturer andacilitator



.orces that Dri+eLeadership'assion

6ision

1el-confdence Tolerance or ambiguity and parado(

Intuition

3mpathy



Theories o Leadership Traits theory

- great leaders are those )ho possesscharacteristics or traits that ma%e themleaders"

- traits considered to be naturally part o

person7s personality"- This theory assumes that leaders are born"

- it is seen as characteristics o an indi+idual)ho is most li%ely to attract ollo)ers"

- honesty

- inspiring

- or)ard loo%ing

- good loo%ing

- competent

- intelligent



Theories contd

'roblems associated )ith traits are

8hat uni+ersal criteria should )e use todetermine )ho a leader is9

The characteristics should enable one to be aleader no matter the place he fnd him/hersel"

Cultural di0erences ma%es it di#cult or astandard characteristics to be enacted"



!utocratic +rs DemocraticLeadership 1tyle

5n one e(treme* leadership styles )ere

described as autocratic:: on the othere(treme* democratic" It )as elt that anyleader7s style )ould all bet)een these t)oe(tremes"

Democratic Autocratic



Leadership 1tyles

; 3(tremesDemocratic

'articipatory

!ccepting input rom subordinates'ro+iding support* encouraging their e0orts.acilitating their in+ol+ement in decision-ma%ing and

problem-sol+ingLoosely super+ising

Autocratic

2on-participatory Telling )hat to do* ho) to do it* )here to do it* )hen to

do it

Closely super+ising

Th i ti d



Theories continued!s Managers )ere obser+ed and their

beha+iours recorded* it became clear that theautocratic and democratic labels did notdescribe accurately ho) they did things"

This led to a research into )hat leadersactually do"

Leadership is an in,uence process andthereore modiying the beha+iours o

subordinates is the %ey actor"Research indicate that leaders perorm ; main

unctions"

Directive or Task Behaviours

Supportive or Relationship Behaviours



Tas% <eha+iourIn+ol+es

Leader engages in spelling out the duties andresponsibilities o an indi+idual or group

- Clearly telling 'eople

- what to do

- how to do it

- where to do it

- when to do it and

- who is to do it - !nd then closely super+ising theirperormance

eg going or a blood test"

1 i /R l i hi



1upporti+e/Relationship<eha+iour

In+ol+es The e(tent to )hich the leader engages in t)o-

)ay communication" <eha+iours include

- listening to people

- 'ro+iding support and 3ncouraging theire0orts

- .acilitating their in+ol+ement in

- 'roblem sol+ing and decision-ma%ing

- pro+iding clarifcation

- gi+ing socio-emotional support



Leadership style! leaders style thereore is described in

se+eral )ays ie “tough and hard nosed$ )hileothers may be “easy and permissi+e$

Den

The patterns o beha+iour =)ords and actions>o the leader as perceived by others"

Leadership style is defned in terms o ho) theleader appears in the eyes of the beholder



1ituational Leadership

!ou get the best e"ort fro#

others not by lighting $rebeneath the# but by buildinga $re within%

by Bob Nelson



<ases 5 'o)er

1ince leadership is the process of atte#pting toin&uence the behavior of others, and power isthe #eans by which the leader actually gainsthe co#pliance of the follower's )* the t)oconcepts are inseparable"

Leaders cannot automatically in,uence other people&they must utili?e po)er to succeed in any in,uenceattempt"

! number o bases o po)er ha+e been identifed o+erthe years as potential means o successullyin,uencing the beha+ior o others" 1e+en important

po)er bases are defned as ollo)s&



<ases o 'o)er contd

Expert Power The perception that theleader has rele+ant education* e(perience*and e(pertise

Inormation Power The 'ercei+ed access to@ or procession o - useul inormation"

eerent Power! The percei+edattracti+eness o interacting )ith the leader



<ases o po)er contd

Legitimate Power! The perception that it isappropriate or the leader to ma%e decisions dueto title* role* or position in the organi?ation"

eward Power! The percei+ed ability to pro+idethings that people )ould li%e to ha+e

Connection Power! The percei+ed association

o the leader )ith in,uential persons oorgani?ations"

Coerci"e Power! The percei+ed ability topro+ide sanctions* punishment or conseAuencesor not perorming"



The B Leadership 1tylesDirecting!

- high directi+e* lo) supporti+e

- leader defnes roles o ollo)ers- 'roblem 1ol+ing and Decision ma%inginitiated by the leader"

- 5ne-)ay Communication"



B leadership styles contdCoac#ing!

- high directi+e* high supporti+e- leader no) attempts to hear ollo)er7ssuggestion* ideas* opinions"

- ; )ay-communication

- Control o+er decision ma%ing remains )iththe Leader"



B leadership styles contd"

Supporting!

- high supporti+e* lo) directi+e- ocus on control shits to ollo)er

- Leader acti+ely listens

- .ollo)er has ability and %no)ledge to do

the tas%"



B leadership stylesDelegating!

- Lo) supporti+e* lo) directi+e- Leader discusses problems )ith ollo)ers

- 1ee%s oint agreement on problemdefnitions"

- Decision ma%ing is handled by thesubordinate"

- They “run their o)n sho)$



Increasing .ollo)er

De+elopment Le+el Tell them )hat you )ant them to do"

1ho) them )hat you )ant them to do

Let them try @ there is some ris%"

5bser+e perormance @ ocus on the positi+e

Manage the conseAuences"

<uild your ollo)er7s De+elopment le+el soyou can start using less time consuming styles

and still get high Auality results"



Conclusion

There is no best style but an e0ecti+e stylethat fts the situation"

1ituational leadership is not something you do$%O& people but something you do $'I%(& people"

Try to INSPIE others beore you E)PIE



3bo uarm



Leadership and 3thics8hat is (thics9

3thical Theories

3thics and Leadership



8hat is 3thics9

Et#ics @ rom 3T451 customs* conduct*character"

3thical theory pro+ides a system o rules orprinciples that guides us in ma%ing decisions

about “right or )rong$ and “good or bad$ in aparticular situation"

It pro+ides a basis or understanding )hat it

means to be a morally decent human being"

8ith regard to Leaders#ip* 3thics has to do)ith )hat leaders do and )ho leaders are"



3thical TheoriesIn 8estern tradition* the de+elopment o

ethical theory dates bac% to 'lato =B;E-FBE

<C>

Comprise t)o broad domains

G" Theories about leaders7 conduct =actions>;" Theories about leaders7 character =)ho

they are



G" Theories about

Conduct Theories that stress the conseAuences oleaders actions =conduct>

Theories that emphasi?e Duty or Rulesgo+erning leaders7 actions



G"G !ssessingConseAuences @ Three!pproaches

3thical egoism

3thical utilitarianism

3thical altruism

• !ltruism

• Utilitarianism

•

3thical 3goism4I4

4I4

M3D

M3D

L58

L58

Concernor 1el-Interest

Concern or the Interest oSource: PN, Fig. 12.2, p252



!ssessing Duty

.ocuses on the actions o leaders andtheir moral obligations andresponsibilities to do the right thing"

- Is the action itsel good9 =irrespecti+eo conseAuences>

Telling the truth =Clinton> Heeping promises <eing air Respecting others



;" Theories about Leaders7

character =+irtue-based>.ocuses on leaders as people

- )irtues are noted in the heart o an

indi+idual- )irtues and moral abilities can be acAuired

and learned through practice

- 8hat ought to be @ rather than )hat to do

! #oral person demonstrates the ollo)ing

- courage* temperance* generosity* sel-control* honesty* sociability* modesty*airness and ustice



3thics is Central to

LeadershipLeaders must

in,uence ollo)ers rightly =moralresponsibility>

establish and enorce organisational+alue

promote right +alues as these impact onorganisational +alues

play a maor role in establishing theethical climate o their organisation



1tudies on 3thical

LeadershipG" Ronald 4eiet? =GB> @ Leaders use theirauthority to create an en+ironment)here there is trust* empathy* shared-goal achie+ements

;" J"M" <urns =GEK> 'laces a strongemphasis on Folloers7 needs* +aluesand morals"<urn7s Transfor#ational *eadership model in+ol+es attempts by Leaders to

mo+e Folloers to higher standards omorality"F" Robert reenlea =G;* GE>

.ocuses on the need to be attenti+e tothe concerns o Folloers by helpingthem become more competent"



Et#icalLeaders#ip

Respects5thers

<uildsCommunity

1er+es5thers

1ho)s Justice

Maniests4onesty

Source: PN, Fig. 12.3, p25!



<ecoming 3thical Leaders

Leader must constantly e(aminethemsel+es

8hat is the right thing to do9

8hat is the air thing to do98hat )ould a good person do9

Do I sho) respect to others9

Do I act )ith a generous spirit9

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Effective Leadership Principles[1]