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Introduction to Leadership
Rory O’Sullivan
27th February 2012
Outline
What is Leadership? Importance of Vision Leadership Skills Leadership Archetypes Situational Leadership Model The Risks of Leading Change Scenarios
What is Leadership?
Leadership V Management
“Management is doing things right
Leadership is doing the right thing”
Peter J. Drucker
A Theory of Leadership– R.J. Starratt
Assumptions:1. Leadership implies a relationship with
other people2. Leadership is something that is
exercised over time rather than in a single act or event
3. Leadership takes place in relation to some organisation, agency, institution or community
What Leadership is not! It is not present simply because a
person occupies a “leadership position”
It is more than a style, a trait, a group of behaviours, or a degree of effectiveness
It is not a part that is identified as encompassing a whole, e.g. risk-taking, decisiveness, foresight
Characteristics of Leadership
Rooted in meaning Emerges out of a vision Emerges out of a dramatic sense Requires the articulation of a vision Embodies the vision in
organisational structures Continuous or periodic renewal of
the institution
Importance of Vision Peters & Austin, 1985A Vision is a concise statement/picture
of where the organisation and its people are heading
In leadership the issue is not the substance of the vision but the importance of having one, being able to communicate it and implement it.
Vision comes first!
Starts with a single individual “committee’s vision” – be wary! Dream or fantasy – a sense of the
possible Bandwagon or hearse! Beware! – too many attempts at the
vision process can create apathy
Vision and Action!
Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world!
J.A. Barker 1990
Development of a Vision Stakeholders – who are they and
what do they want? Environmental factors Guiding Values & Principles – Core
Values Organisational analysis e.g. SWOT Change Management Potential Barriers
Vision Statement
Example, Europa Hotel Belfast
“We are ladies and gentlemen serving ladies and gentlemen”
Vision Statement
Martin Luther King, 1963
“I have a dream that one day my four children will live in a nation where they will not be judged by the colours of their skin but by the content of their character. I have a dream today”
Vision Statement?
Barack Obama, 2008
Yes we can!
(Is feidir linn?)
Leadership Skills Technical – least important ?
Organisational Administrative
Human – very important ? People management Motivation
Conceptual – most important ? Strategic planning Vision
Leadership ArchetypesBen Walden, 2008
Great King - Static Masculine – Order
Great Mother – Static Feminine – Nurture
Warrior – Dynamic Masculine – Action
Medicine Woman – Dynamic Feminine - Change
Medicine Woman – ChangeCharacter Qualities
VisionaryCreates changesEnthusiastic“Sparky”ImaginativePaints Pictures(with words)
CreativeAdaptableDemonstrativeAnimatedInspiredDynamicExperimental
Great Mother – NurtureCharacter Qualities
ReassuringSupportiveResponsiveHelpfulRelationalReceptiveRadiates Warmth
EncouragingEmpatheticSharingRelaxedWelcomingBuilds TrustDevelops others
Warrior – ActionCharacter Qualities
InspiringPersuasiveSelling VisionCompetitiveStrong WilledConfidentChallenging
MotivatingForcefulTask focused“Call to Arms”RousingInstils beliefConfronting
Good King – OrderCharacter Qualities
Sets ObjectivesPraises successInformativeRecognises EffortAuthoritativeControlling
influenceAttention to detail
DeliberatePreciseMethodicalAnalyticalLogicalAssessmentPractical
Negative Leadership Potentials
Good King – Too Much Order Bitter Old Man
Great Mother – Over Nurture Devouring Mother
Warrior – Action Only Mercenary Tyrant
Medicine Woman – Addicted to Change Madwoman
The Risks of Leading Change
Ref. Heifetz and Linsky
Leadership often involves challenging people (including yourself) to live up to their words, to close the gap between their espoused value and their behaviour
It is often about helping groups make difficult choices
The Risks of Leading Change
Ref. Heifetz and Linsky
Leadership can come from any place within or even outside an organisation.
The more authority you have, the more you risk when you exercise leadership.
Leadership is dangerous because you are rarely authorised to lead.
The Risks of Leading Change
Ref. Heifetz and Linsky If leadership were about giving people
good news the job would be easy. People do not resist change as such.
People resist loss. You place yourself in the line when you
tell people what they need to hear rather than what they want to hear.
The Risks of Leading Change
Ref. Heifetz and Linsky The problems that require leadership
are those that the experts cannot solve The solution to these adaptive
challenges lie not in technical answers, but rather in people themselves.
Successful leaders in any field tend to emphasize personal relationships.
The Risks of Leading Change
Ref. Heifetz and Linsky
Remember when you ask people to participate in adaptive change, you are asking a lot. You may be asking them to choose between two values, both important to the way they understand themselves.
You may be asking people to close the distance between their espoused values and their actual behaviour.
The Risks of Leading Change
Ref. Heifetz and Linsky Any significant adaptive change that
benefits the organisation as a whole may clearly and tangibly hurt some of those who thrived under the status quo. If people simply cannot or will not go along with change, then they will become casualties.
If you signal your unwillingness to sustain casualties, you invite people to ignore your goals.
LeadershipScenario 1
Crisis Situation
Significant Budget Cuts/Loss of Business
How should a leader behave?
LeadershipScenario 2
Traumatic Event
In a small company/organisation a colleague’s mother dies suddenly and unexpectedly.
What should the leader do?
Rudolph GiulianiMayor of New York in 2001
Weddings Discretionary Funerals Mandatory
LeadershipScenario 3
Conflict situation in the organisation
Staff is split on a particular issue
How should a leader behave?
Wanted“The Perfect Leader”
A miracle worker who can do more with less, pacify rival groups, endure chronic second guessing, tolerate low levels of support, process large volumes of paper and work double shifts (at least 75 nights per year), he or she will have carte blanche to innovate, but cannot spend much money, replace any personnel or upset any constituency.
- Michael Fullan, 1995
Thank You
Questions?