The Legacy oftoolkit.epic-hub.com/uploads/all/all/all/all/files/Workbook 1.pdf · [ Prof Dawie Smith & Elsa Bester ] MODULE 1 The Legacy of Leadership. THE EFFECTIVE LEADER PROGRAMME

[ Prof Dawie Smith & Elsa Bester ]

MODULE 1

The Legacy of Leadership

THE EFFECTIVE LEADER PROGRAMME MODULE 1 – THE LEGACY OF LEADERSHIP

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The Effectiveness Group | +27 (0)11 787-0829 | www.stefduplessis.com | Copyright © 2003 Prof Dawie Smith, Elsa Bester & Stef du Plessis

Table of Contents 1 THE CONCEPT OF PROFESSIONAL LEADERSHIP 6 1.1 WHY THE BIG FUSS ABOUT LEADERSHIP? 6 1.2 LEADERSHIP: NATURE OR NURTURE? 9 1.3 FOUR CATEGORIES OF LEADERSHIP 1.3.1 The Limited Leader: 10 1.3.2 The Latent Leader: 10 1.3.3 The Learned Leader: 10 1.3.4 The Leading Leader: 10 1.4 DEFINING LEADERSHIP 12 1.5 SUMMARY 14

2 THE DIFFERENCE BETWEEN MANAGING AND LEADING 15 2.1 SEVEN CHRONIC PROBLEMS IN ORGANISATIONS 17 2.2 LEADING FOLLOWERS AS OPPOSED TO JUST MANAGING PEOPLE 20

3 THE LEVELS OF LEADERSHIP 21 3.1 LEVEL 1: POSITION 21 3.2 LEVEL 2: PERMISSION 21 3.3 LEVEL 3: PRODUCTION 22 3.4 LEVEL 4: PEOPLE DEVELOPMENT 22 3.5 LEVEL 5: PERSONHOOD 23 3.6 THE FIVE LEVELS OF LEADERSHIP AT A GLANCE 24

4 LEADERSHIP MODELS AND THEORIES 25 4.1 PRINCIPLE-CENTRED LEADERSHIP (PCL) MODEL 25 4.2 THE 4 LEVELS OF PRINCIPLE-CENTRED LEADERSHIP WITH KEY

PRINCIPLES 28 4.3 A MODEL OF LEADERSHIP AS COMPETENCE 29 4.3.1 Personal Traits and Qualities 29 4.3.2 Time Span and Discretion 29 4.3.3 Maintaining Best Fit 29 4.3.4 Identifying and Developing Potential 30 4.3.5 Motivating and Providing Inspiration 30 4.3.6 Paying Attention to Detail 30 4.3.7 Managing Core Competencies 30 4.3.8 Managing Core Competencies 31 4.4 LEADERSHIP AS INTELLIGENCE 32 4.4.1 Achievement Orientation 33 4.4.2 Pragmatism 33 4.4.3 Practising Humility 33 4.4.4 Being Service Focused 33 4.4.5 Demonstrating Optimism 33


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4.4.6 Accepting Responsibility 34

4.5 LEADERSHIP AS “MANAGEMENT BY WANDERING AROUND” 34

5 SUMMARY: TEN VITAL INGREDIENTS FOR DEVELOPING LEADERSHIP 36

6 A PARADIGM FOR 21ST CENTURY LEADERSHIP 38

7 THE PROFESSIONAL LEADERSHIP MODEL 39 7.1 LEVEL 1: CHARACTER 40 7.1.1 Integrity: The Most Essential Ingredient of Leadership 40 7.1.2 Trustworthiness and Building Trust: The Second Ingredient in Building Character 42 7.1.3 Self Assessment: Relationship of Trust Profile 44

7.2 LEVEL 2: CARE AND CONNECTION 47 7.2.1 The Principle of Connection – The Heart Comes First 47 7.2.2 The Result Of Connection: Care 47 7.2.3 Attitude: The Extra Ingredient in Mentoring Your People Through Care and

Connection 48

7.3 LEVEL 3: COMPETENCE: THE ABILITY TO TRANSFER KNOWLEDGE AND SKILLS 50

7.3.1 Self Assessment: Current Leadership Qualities 51

8 CONCLUSION 54

9 REFERENCES 55


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THE EFFECTIVENESS GROUP www.stefduplessis.com

Steve Simpson and Stef du Plessis help organisations to grow their people, develop their leaders, and create a culture-by-design, that will improve their bottom line whilst also making theirs a great place to work. This module is part of the Effective Leader programme, which has been designed to help leaders at all corporate levels to become more effective as authentic leaders who inspire excellence in their people.

ABOUT THE AUTHORS OF THIS MODULE

Professor Dawie Smith - www.eplway.co.za - is a full professor of leadership. He developed post-graduate degree programmes in Personal, Interpersonal and Professional Leadership (PiPL) at Honours, Master's and Doctoral levels in the Department of Industrial Psychology and People Management, Faculty of Management, University of Johannesburg. He is also the founding director of the ELP way. Prof Smith is a significant research contributor, and has published a host of articles in accredited journals. He is also the author of a wide range of workbooks. A frequent guest on radio, and a popular motivational speaker, he also facilitates company-wide change programmes for a number of blue chip companies. Elsa Bester - www.shifthappens.co.za - specialises in the fields of personal excellence, leadership, and team development. She holds an honours degree in Psychology, and a Master’s degree Cum-Laude in Personal and Professional Leadership. Her ability to connect with a group and make them feel at ease, creates an environment in which group dynamics can be explored to the full.

Elsa is also an accredited facilitator for John Maxwell’s Leadership programmes.


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Published by: The Effectiveness Group

AUSTRALIA Steve Simpson +61 (0)7 5530 1465 SOUTH AFRICA Stef du Plessis

+27 (0)11 787 0829

South African spelling conventions have been used throughout.

Copyright © 2003 Prof Dawie Smith, Elsa Bester & Stef du Plessis: All rights reserved. No part of this book may be reproduced in any form or by any means, electronic or mechanical, including (but not limited to) photocopying, without permission in writing from the publisher.


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1 THE CONCEPT OF PROFESSIONAL LEADERSHIP

“The new leader is one who commits people to action, who converts followers into leaders and who may convert leaders into agents of change."

- Lance Morrow: Professor of journalism, Time Magazine writer, author.

1.1 WHY THE BIG FUSS ABOUT LEADERSHIP? Tom Peters, influential business and leadership guru, is crystal clear on the importance of leadership. In his own words: “You think recent times were nuts? You ain't seen nothin' yet! It's only going to get weirder, tougher, and more turbulent. Which means that leadership will be more important than ever!” Delivering a keynote presentation on Leadership to an auspicious gathering of Fortune 500 business leaders, his opening comments cannot amplify the importance of leadership more clearly: “Ladies and gentlemen, please return to your seats immediately! The captain has turned on the ‘Fasten seat belt’ sign. Make sure that your tray tables are in the upright and locked position, and please return your seat backs to their upright position. Now brace yourselves: We're headed for some turbulent times! Not that the past five years weren't demonstrably nuts. They were. But they were nuts in a generally recognizable way. Never mind all of that easy-to-come-by venture capital and the ATM approach to corporate funding. What really matters is how the past five years challenged us all to rip off our neckties, shed our standard-issue business suits, and, most important, lose our Model T-type business thinking. But that was the past. Now we're going to go from nuts to flat-out freakin' crazy. From here on out, it's business on a wartime footing -- a high-stakes, high-risk,


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high-profile event that is filled with uncertainty and ambiguity. And clear-cut performance outcomes matter more than ever before. You can still invent your own career, be your own brand, and promote your own project -- you just gotta sprint and deliver. Think of pre-1990 as the ‘Age of Sucking Up to the Hierarch’. The ‘Age of the Promise 'Em Everything Pitch’ lasted from 1995 to 2000. But from there on out its the ’Age of No-Bull Performance’. Which means that we're going to see leadership emerge as the most important element of business -- the attribute that is highest in demand and shortest in supply.” Every business person knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid – but not extraordinary – intellectual abilities and technical skills who was promoted into a similar position and then soared. Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: some leaders are subdued and analytical; others shout their manifestos from the mountaintops. Equally important, different situations calls for different types of leadership. The question still stands: “What is leadership, and what is the difference between an extra-ordinary leader and an extra-ordinary manager?” Why is leadership so important to our 21’st Century organisations, and why do most organisations put so much emphasis on leadership as an effective management tool – why change to become an effective leader, rather than just being a good manager? The answer, according to leadership author Guy D. Charlton, is that leadership is the key factor differentiating ‘average’ from ‘excellent’. It is the central ingredient in successful human endeavour and also at an organisational level. Competitive advantage is dependent on the quality of human competence and also on the way in which people are led. Leadership creates a context whereby human potential flourishes. This module has been designed to bring you a complete perspective on the difference between an efficient manager who gets things done, and an effective leader who empowers his people and leads the organisation towards its strategic objectives. We will investigate a number of acclaimed leadership theories, with the emphasis on understanding the continuum from management to leadership, and on understanding the true power of leadership.


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We aim to equip you with the insights required for you to build on your own unique leadership style within the organisation, so that you may leave an even greater “Legacy of Leadership”. Personal insights: Make a note of your thoughts about your own leadership style. What is it that you are doing that has an empowering effect on your people? What, in terms of your leadership style, comes naturally to you?


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1.2 LEADERSHIP: NATURE OR NURTURE? The debate continues:

Are leaders born, or are they made? Is Leadership a function of Nature (that is it is in your genes – what you were born with) or Nurture (that is you learn from your environment – what you have experienced and learnt)? Activity 1 – Group Discussion: See worksheet at back of workbook.

Evangelist Leonard Ravenhill (1907–1994) told the story of a group of tourists who were visiting a picturesque village. As they walked by an old man sitting beside a fence, one tourist asked in a patronizing way, “Were any great men born in this village?” The old man replied, “Nope, only babies.”

The “born leader” will always emerge – these are the great leaders who make history. But there is hope for the rest of us! Leadership can be developed – not all leaders are discovered. Leadership skills can indeed be learned - and even for the “born” leader, leadership characteristics must be developed if they wish to stay on top. Let’s therefore proceed from the premise that, whilst it is true that some people are ‘born’ leaders, it is just as true that leadership skills can indeed be developed. These are the stages of leadership progression…


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1.3 FOUR CATEGORIES OF LEADERSHIP

1.3.1 The Limited Leader:

• Has little or no exposure to leaders. • Has little or no exposure to leadership training. • Has the desire to become a leader.

NOTE: All three can be acquired (learned behaviour).

1.3.2 The Latent Leader: • Has recently seen leadership modelled. • Is learning to be a leader through training. • Has the self-discipline to become a good leader.

NOTE: All three qualities are acquired (learned behaviour).

1.3.3 The Learned Leader: • Has seen leadership modelled most of his/her life. • Has learned leadership through training. • Has the self-discipline to be a great leader.

NOTE: All three qualities are acquired (learned behaviour).

1.3.4 The Leading Leader: • Is born with leadership qualities. • Has seen leadership modelled throughout his/her life. • Has learned added leadership through training. • Has the self-discipline to become a great leader.

NOTE: Three out of four of these qualities are acquired (learned behaviour).


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Leadership is not an exclusive club for those who were “born” with it. The traits that are the raw materials of leadership can be acquired. Leadership can indeed be taught.

"Leaders aren't born, they are made. And they are made just like anything else, through hard work. And that's the price we'll have to pay to achieve that goal, or any goal."

- Vince Lombardi (1913-1970): Legendary American football coach

Personal insights: What do you need to develop or ‘learn’ in order to improve your ability as a leader?


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1.4 DEFINING LEADERSHIP

Everyone talks about it; but few understand it. Most people want it; only a few achieve it. Business gurus have put forth countless definitions of leadership. What exactly is this intriguing thing called “Leadership”? Let’s look at some definitions on leadership: Lord Montgomery (1887-1976) Legendary British military officer: “Leadership is the capacity and will to rally men and women to a common purpose, and the character that inspires confidence.” Dr John R Mott (1865-1955) World President of the YMCA and recipient of the Nobel Peace Prize: “A leader is a man who knows the road, who can keep ahead, and who can pull others after him.” Harry S Truman (1884-1972) 33rd President of the United States of America: “A Leader is a person who has the ability to get others to do what they don’t want to do, and like it.” Ronald A. Heifetz, Harvard Professor of Leadership: “Leadership can be defined as an activity as well as an influence.” HR Focus, Mouthpiece of the National Employers Organisation of South Africa, July 1997: “A leader is someone who has the audacity to take a stand on an unpopular, never-heard-of creative position for the good of the organisation, who then empowers other people to be part of the vision, and has the faith and stamina to make it happen simply because of the belief that it is the right thing to do. Leadership is the capacity to integrate the goals of the organisation with the aspirations of the people through a shared vision and committed action.” Tony Morden, Principal Lecturer at the School of Business and Management, University of Teesside, UK: “Leadership means getting things done through people.” (Note: It can be argued that this is really a definition of “management”.) Michael Amstrong, Acclaimed Human Resources Management Consultant and author: “Leadership happens: when there is an objective to be achieved, or a task to be carried out, and when more than one person is needed to do it.


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Leadership is therefore about encouraging and inspiring individuals and teams to give their best to achieve a desired result. A leader’s aim is to get people to do what he wants by obtaining willing co-operation, not grudging submission”. G.A. Cole, Prolific Business Author, defines leadership as a dynamic process in which one individual influences others to contribute to the achievement of the group task. John Maxwell, Acclaimed leadership Expert and Author, states that “everything rises and falls on leadership”. Maxwell defines leadership as the “ability to exercise influence”. He says: “Leadership is influence. That’s it. Nothing more, nothing less.” And we agree. Personal insights: What is your personal definition of leadership?


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1.5 SUMMARY

“He who thinketh he leadeth and hath no one following him is only taking a walk.”

- Unknown

A humorous look at the importance of effective leadership… During a sales meeting at an American company, the manager was berating the sales staff for their dismally low sales figures. “I’ve had just about enough of poor performance and excuses”, he said. “If you can’t do the job, perhaps there are other sales people out there who would jump at the chance to sell the worthy products that each of you has the privilege to represent.” Then, pointing to a newly recruited, retired pro-football player, he said, “If a football team isn’t winning, what happens? The players are replaced. Right?” The question hung heavy for a few seconds; then the ex-football player answered, “Actually, sir, if the whole team was having trouble, we usually got a new coach.”


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2 THE DIFFERENCE BETWEEN MANAGING AND LEADING

“There is a difference between leadership and management. Leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, a matter of accurate calculation … its practice is a science. Managers are necessary; leaders are essential.”

- Field Marshal Slim (1891-1970): Considered by Lord Mountbatten to be

‘The finest general of World War II'.

Ronald Heifetz, Harvard Professor of Leadership and Director of the Leadership Education Project at the John F. Kennedy School of Government, is one of the world's leading authorities on leadership. He says: “Many people have a 'smiley face' view of what it means to lead. They get a rude awakening when they find themselves with a leadership opportunity. Exercising leadership generates resistance -- and pain. People are afraid that they will lose something that's worthwhile. They're afraid that they're going to have to give up something that they're comfortable with.” That is exactly why individuals in organisations choose to manage rather than to lead. Most businesspeople are familiar with the old style of management - a model that reflects the days when hierarchy and command-and-control reigned.


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"People ask what the difference is between a leader and a boss. The leader works in the open, and the boss in covert. The leader leads, and the boss drives."

- Theodore Roosevelt

Leadership implies change and effort and expects individuals to get out of that cosy-way-of-doing-things-since-way-back-when-it-worked-for-the-manager.

"The boss drives people; the leader coaches them. The boss depends on authority; the leader on good will. The boss inspires fear; the leader inspires enthusiasm. The boss says "I"; the leader says "WE". The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss says, "GO"; the leader says "LET'S GO!"

- Gordon Selfridge

Management often encounters the following familiar phrases. These words cry out for change – for effective leadership within the team and organisation. "The atmosphere here is flat and tired." Or: "Why won't my people take on more responsibility?" And perhaps even: "How can I get my people to put more of themselves into their work?", and "Is it possible to get my people to really care about their work?". Some say: "Innovation and initiative seem nonexistent - we're getting killed by competitors with more interesting stuff!" As a result of improper management and a lack of proper leadership, organisations experience the following chronic problems. These problems are sure signs that your organisation is in desperate need of effective leadership.


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2.1 SEVEN CHRONIC PROBLEMS IN ORGANISATIONS

1. No shared vision and values: Either the organisation has no mission statement or there is no deep understanding of, or commitment to the mission at all levels of the organisation.

2. No strategic path: Either the strategy is not well developed or it

ineffectively expresses the mission statement and / or fails to meet the needs and realities of the organisation..

3. Poor alignment: Bad alignment between structure and shared values,

between vision and systems.The structure and systems of the organisation don’t serve or reinforce the strategic path.

4. Wrong style: The management philosophy is either incongruent with the

shared vision and values or the style is inconsistent with the vision and values of the mission statement.

5. Poor skills: The style does not match skills, or managers lack the skills

they need to formulate and pursue an appropriate vision. 6. Low trust: Staff have low trust, a depleted emotional bank account, and

that low trust results in closed communication, ineffective problem-solving, poor co-operation and teamwork

7. No stealth integrity: Values do not equal habits; there is no correlation

between “what I value and believe” and “what I do on the job”.


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John Kotter, one of the most prolific and respected writers on leadership today, has gone further than most to answer the nagging question of how leadership differs from management. He is well known for his books The General Managers (1982), Power and Influence (1985) and The Leadership Factor (1988). More recently he wrote Leading Change, and What Leaders Really Do (1998). He states that:

• Management is PLANNING, BUDGETING, ORGANISING AND CONTROLLING.

• Management and leadership are not mutually exclusive – they can be complementary and overlap.

• Management is a set of tools based on rational testing and reasoning – designed to be used in similar ways across a wide range of business situations.

• Management does not seem to work well without a great deal of leadership.

• There are definite personal attributes needed to provide leadership (Note: We will deal with these personal attributes during the course of this LDP programme).

• Leadership is being an agent of change. In most successful change initiatives, people move through eight stages:

− create a sense of urgency − put together a strong enough team to direct the process − create an appropriate vision − communicate the new vision broadly − empower employees to act on that vision − produce sufficient short-term results to give their efforts credibility − build momentum and use that momentum to tackle the tougher

change problems − anchor the new behaviour in organisational culture − institutionalising a leadership-centred culture as the ultimate act

of leadership It is clear from Kotter’s input that leadership and management are equally important. Both are needed to run a successful organisation and to develop world-class teams. To resolve any possible confusion about the difference between “management” and “leadership”, John W. Gardner, former Secretary of the U.S. Department of Health, Education and Welfare, and someone who


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directed a leadership study project in Washington, D.C., pinpointed four characteristics that set “leader managers” apart from “run-of-the-mill managers”: • Leader managers are long-term thinkers who see beyond the day’s crisis and

the quarterly report.

• Leader managers’ interest in their companies does not stop with the units they head. They want to know how all the company’s departments affect one another, and they are constantly reaching beyond their specific areas of influence.

• Leader managers put heavy emphasis on vision, values and motivation.

• Leader managers don’t accept the status quo.


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2.2 LEADING FOLLOWERS AS OPPOSED TO JUST MANAGING PEOPLE

The following table will highlight some of the differences between management and leadership:

THE MANAGER THE LEADER

Administers

Is a copy

Maintains

Focuses on systems and structure

Focuses on control

Has a short-range view

Asks how and when

Has an eye on the bottom line

Imitates

Accepts the status quo

Is the classic good soldier

Does things right

Personality driven

Gets the job done

Innovates

Is an original

Develops

Focuses on people

Inspires trust

Has a long-term perspective

Asks what and why

Has an eye upon the horizon

Originates

Challenges it

Is his/her own person

Does the right things

Character driven

Cares for his/her people

In summary, management is the process of assuring that the programme and objectives of the organisation are implemented. Leadership has to do with vision and motivating people. People don’t want to be managed. They want to be led. Who ever heard of a world manager? World leader, yes. Political leaders, yes. Religious leader. Scout leader. Community leader. Business leader. Yes. They lead. They don’t manage. The carrot always wins over the stick. If you want to manage somebody, manage yourself. Do that well, and you’ll be ready to stop managing and start leading.


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3 THE LEVELS OF LEADERSHIP

Maxwell identified five levels of leadership. He states that since leadership is influence, and influence is a tool that can be developed, the different levels that a leader can move through are as follows (see the chart below for a summary): 3.1 LEVEL 1: POSITION This is the basic entry level of leadership. The only influence you have is that which comes with a title. People who stay at this level get into territorial rights, protocol, tradition, organisational charts and hierarchy. These things are not negative unless they become the basis for authority and influence, since they are poor substitutes for leadership skills. This person is only in control because he or she has been appointed to a position. In that position the person may have authority, but real leadership is more than having authority, real leadership is being the person others will gladly and confidently follow, not because they have to, but because they want to.

3.2 LEVEL 2: PERMISSION

“Leadership is getting people to work for you when they are not obligated.”

- Fred Smith

But this will only happen when you move to the level of influence. Leadership begins with the heart (how much you care) and not with the head (how much you know). The leader in the permission level is in sharp contrast to the leader in the position level. Leaders on the “position” level often lead by intimidation. They are like the chickens that Norwegian psychologist T. Schjelderup-Ebbe studied in developing the “pecking order” principle that is still in use today, when


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describing the social hierarchy. He found that in any flock one hen usually dominates all the others. She can peck any other without being pecked in return. Second in the hierarchy is a hen that pecks all but the top hen, and the rest are arranged in a descending hierarchy, ending in one helpless hen that is pecked by all and can peck no one. In contrast to this a person on the “permission” level will lead in interrelationships. The agenda is not the pecking order but people development. On this level, time, energy, and focus are placed on the individual’s needs and desires. This level is about developing your most appreciable asset: people. Needless to say, you can care for people without leading them, but you cannot lead people without caring for them. LEVEL 3: PRODUCTION On this level, good things begin to happen; Profits increase. Morale is high. Staff turnover is low. Needs are being met. Goals are being realised. And the momentum is picking up speed. Problems are being solved with minimum resistance and everyone is results-oriented. In fact, results are the main reason for the activity at hand. There is a major difference between levels 2 and 3. On the “relationship” level, people get together just to get together. There is no other objective, on the “result” level; people come together to accomplish a goal or purpose. They like to get together just for the sake of getting together, but they much prefer getting together to accomplish something. They are results-driven.

3.4 LEVEL 4: PEOPLE DEVELOPMENT How do you spot a leader? According to Robert Townsend, they come in all sizes, ages, shapes, and conditions. Some are poor administrators, while some are not overly bright. But there is one common denominator: The true leader can be recognised because his or her people consistently demonstrate superior performance. Leaders are great on this level, not because of their power, but because of their ability to empower others. A worker’s main responsibility is to do the workf. A leader’s main responsibility is to develop others to do the work. Loyalty to the leader is at its highest when the follower has personally grown through the mentorship of the leader. Note the progression: At level 2, the follower loves the leader; at level 3, the follower admires the leader; at level 4, the follower is loyal to the leader. Why? You win peoples’ hearts by helping them to grow personally.


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3.5 LEVEL 5: PERSONHOOD Only a lifetime of proven leadership allows someone to achieve level 5 and to reap rewards that are always satisfying. On this level, people follow the leader because of who he/she is and what he/she represents. But remember, you never leave the base level. Each level stands upon the previous one and will crumble if the lower level is neglected. For example, if you move from a permission (level 2) to a production (level 3 – results), but stop caring for your people, they may begin to resent this and feel as if they are being used. As you move up the levels, the deeper and more solid your leadership will become. And remember, if you are leading a group of people, you will not be on the same level with everyone. Caution: Don’t try to skip a level. The most often skipped level is level 2. Relationships involve a process that provides the glue and much of the staying power for long-term consistent production. Personal insights:


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3.6 THE FIVE LEVELS OF LEADERSHIP AT A GLANCE

5

RESPECT People follow because of who you are and what you represent.

NOTE: This step is reserved for leaders who have spent years growing people and organisations. Few make it. Those who do are larger than life.

4

REPRODUCTION People follow because of what you have done for them.

NOTE: This is where long-range growth occurs. Your commitment to developing leaders will ensure ongoing growth to the organisation and to people. Do whatever you can to achieve and stay on this level.

3

RESULTS People follow you because of what you have done for the organisation.

NOTE: This is where success is sensed by most people. They like you and what you are doing. Problems are fixed with very little effort because of momentum.

2

RELATIONSHIPS People follow you because they want to.

NOTE: people will follow you beyond your stated authority. This level allows work to be fun. Caution: Staying too long on this level without rising will cause highly motivated people to become restless.

1

RIGHTS People follow you because they have to.

NOTE: Your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and the lower the morale.


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4 LEADERSHIP MODELS AND THEORIES

4.1 PRINCIPLE-CENTRED LEADERSHIP (PCL) MODEL Based on Covey’s work, the PCL model introduces a new paradigm - that we centre our leadership style on "true north" principles. Management and leadership, according to principles, provide a compass that always points the same way, e.g. in situations of decision-making or in situations of conflict management. Principles transcend time and space – they apply at all times and in all places. Principles are laws of the universe that pertain to human relationships in a personal or professional capacity. People instinctively trust those whose personality and leadership style is founded upon correct principles. As you lead by principle, you empower those working with you to act without constantly having to monitor, evaluate, correct or control. The illustrations below demonstrate the difference between managing in absence of unifying principles and managing by unifying principles. Alignment of a team or organisation's mission and values is not possible unless there is trust based on universal principles.

TRUE NORTH VS. REALITY

True North Values

Dissonance

Reality Values


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Managing in absence of unifying principles:

Managing by unifying principles:


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Examples of universal principles that endure over time are:

• Integrity • Honesty • Fairness • Sincerity • Service • Competence • Excellence • Patience • Respect for others • Discipline • Empowerment

Personal insights:


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4.2 THE 4 LEVELS OF PRINCIPLE-CENTRED LEADERSHIP WITH KEY PRINCIPLES

If you wish to be a positive influence in the world, ground yourself in the universal true north principles discussed above. In this way you will earn respect and become a powerful influence.

“Treat a man as he is, and he will remain as he is. Treat a man as he can and should be, and he will become as he can and should be.”

- Goethe

Personal Trustworthiness

Interpersonal Trust

Managerial Empowerment

Organisational Alignment

Four Levels of Principle-Centered Leadership Key Principles


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4.3 A MODEL OF LEADERSHIP AS COMPETENCE

Hamel and Prahalad (1994) define competence as “a bundle of skills and technologies” rather than a single discrete skill. Such bundles of skills represent “the sum of learning across individual skills sets and individual organisational units”. Leadership competencies can be defined to include the following:

4.3.1 Personal Traits and Qualities Bennis and Nanus (1985) identify as key leadership qualities: • Self-awareness, self-knowledge and awareness of limitations in self and

others • Personal persistence and commitment • A desire and a willingness to continue learning • An ability to recognise, learn and profit from failures and mistakes • A capacity to accept challenges and take risks

4.3.2 Time Span and Discretion This underpins the capacity and willingness of the leader to be able to look far ahead. Long-term orientation is perceived as an indicator of high level leadership status. The greater the cognitive capacity and experience, the longer may be the person’s time horizon. The greater their time span of discretion, the greater may be that person’s leadership potential.

4.3.3 Maintaining Best Fit A basic leadership competence is that of being able to maintain best fit. Handy suggests that the best fit approach is based on the assumption that there is no such thing as the “right” style of leadership. Leadership is perceived to be effective when the requirements of the leader, the task, the group, and the individual (the leadership situation variables) are “fitted” together appropriately (that is, they are congruent) within the prevailing context or environment.


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4.3.4 Identifying and Developing Potential Hickman (1992) suggests that when it comes to looking at people’s abilities and accomplishments, managers may prefer to rely on performance evaluation. Past and current performance may best be perceived to indicate the value of an employee. As a result, managers may typically pay less attention to potential. However, for leaders, potential represents the real power of the future. Murphy (1996) notes that leadership “is both an art and a science, but contrary to the traditional notion that leaders are born not made, anyone can learn to be a leader”. Leaders therefore need: • To understand and develop the ability to manage task and context. • To identify and develop individual staff and potential, and • To identify and develop group or team potential.

4.3.5 Motivating and Providing Inspiration Leaders are typically expected to inspire and motivate others. This may call for such personal qualities as: • Initiative and enthusiasm. • Self-assurance and self-confidence. • The capacity to encourage and motivate others. • The capacity to accept challenges and to facilitate risk-taking behaviour. • Personal persistence and commitment. • A demonstrated desire to go on learning.

4.3.6 Paying Attention to Detail Leaders must be comfortable with detail as well as with broad issues. This may be demonstrated by their ability to perform the detailed tasks that they require their team members to carry out, or at least to show an in-depth understanding of these tasks. Leaders who are perceived to downgrade the importance of detail, or who appear contemptuous of day-to-day routines, are likely to be categorised by their team members as arrogant and out of touch with reality. Such leaders will fall out of favour.

4.3.7 Managing Core Competencies


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Core competencies are represented by the collective and the accumulated learning and experience of the organisation and its staff. Core competencies comprise the co-ordination, integration and management of technologies, knowledge and experience, managerial, organisational and operational skills, enabling or facilitating mechanisms, cultures and value sets, an understanding of customers, markets and their potential. The core competencies of the organisation are compared by Hamel and Prahalad (1994) to the roots of a tree, nourishing and giving strength to the structure which they support. Personal insights:

4.3.8 Managing Core Competencies


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The role of the leader includes certain accessory functions. These functions include: First, being a role model and exemplar. This means that team members use the leader’s behaviour to provide them with a standard or yardstick against which to measure their own perceptions of what they should emulate. The second function is being an ambassador, figurehead, and representative. The leader acts as a symbol for the group, thereby providing a focus for group unity. At the same time, as ambassador, the leader represents the group and the task to peers in the organisation. The third function is acting as a tension-release mechanism. It is the leader’s role to absorb organisational tension or friction between team members, and to attempt to dissipate it harmlessly.

* Management by Wandering Around

4.4 LEADERSHIP AS INTELLIGENCE Murphy (1996) quotes Webster’s definition of leadership intelligence as:


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“Leadership intelligence is the degree to which a leader is able to use the faculty of reason - the ability to learn from experience, to acquire and retain knowledge and to respond successfully to new situations – to guide or show others on an effective course of action or thought.” Murphy contends that intelligent leaders follow a series of what he describes as Guiding Principles. These include…

4.4.1 Achievement Orientation Prerequisites for effective leadership include personal competence and initiative, self-reliance, a record of accomplishment, and a strongly positive orientation towards progress and achievement.

4.4.2 Pragmatism This implies maintaining an open and flexible attitude towards issues, problems and solution alternatives that emerge in situations faced by the leader. Murphy’s leadership sample displays a willingness to question and experiment, to avoid the ‘not invented here’ syndrome, and to withhold evaluation until it is appropriate to make a judgment.

4.4.3 Practising Humility The leader accepts that there are many things that he or she does not know (but that others do, and that there will always be more to learn. There is always room for improvement.

4.4.4 Being Service Focused Effective leaders demonstrate their commitment to a shared contribution to service within the organisation. This service is oriented both inwards to the needs of the enterprise or team, and outwards to the customer or client.

4.4.5 Demonstrating Optimism The leader should be a “learned optimist”. Leaders demonstrate a mindset based on positive thinking and the rejection of the notion of failure.


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4.4.6 Accepting Responsibility The effectiveness of leadership service and contribution depends on the individual assuming responsibility for the control of their personal destiny.

“Control your own destiny or someone else will.” - Jack Welch

4.5 LEADERSHIP AS “MANAGEMENT BY WANDERING AROUND”

Leadership is referred to by Peters and Austin (1986) as “management by wandering around” or MBWA. The concept of MBWA was developed by the Hewlett Packard corporation, and an early reference is made to it by Ouchi (1981). MBWA can be described in these terms: 1. That basic leadership values should comprise: • A competitive belief in being the best; • A belief in the need to offer superior quality and service to customers and

clients, whether they are external or internal; • A belief in the need for ongoing innovation and entrepreneurship; • A belief in the dignity and worth of the individual employee; • A belief in the need for close attention to detail.

2. The effective leader must be the master of two ends of the spectrum. The

leaders will first be concerned with creating a broad vision of the present and future that will generate excitement and interest on the part of other people in the organisation. At the same time, the leader must set an example and create enthusiasm through his or her daily identification with, and involvement in, the detailed implementation of the job. That is, the leader will want to be in on the day-to-day action, no matter how routine it is. In demonstrating a concern for routine and detail the leader will instil values through deeds not words.


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3. There is a basic need for the leader to develop expertise in the creation of cultures and in the promotion of values in times of crisis or change.

The success in promoting and instilling culture and values comes from a personal commitment from the leader. Leadership success will also require persistence in reinforcing these values through the actual physical process of “wandering around” (or “walking the job”).

4. Leaders must formulate their vision, create cultures and instil values by

communicating with, and being highly visible to employees. MBWA means “staying in touch with the action”.. Managers “wander around” the field of action, maintaining close and informal communication links with employees, customers and suppliers. He or she does this while “walking the job”, not while sitting in an office.

Personal insights:


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5 SUMMARY: TEN VITAL INGREDIENTS FOR DEVELOPING LEADERSHIP

In his book, The Eureka Principle, Colin Turner describes the major ingredients in the recipe for developing leadership. These ingredients are particularly relevant to this ‘Effective Leader’ programme: 1. Integrity and ethics: derived from alignment to principles, clarification of

values, and continual personal and professional development. 2. Purpose and goals: derived from establishing a personal mission statement

for life, aligning it with what you do for a living and setting goals within the framework of that mission.

3. Energy and enthusiasm: derived from doing what you love and believe in. 4. Courage and level-headedness: derived from the understanding that

progress means making mistakes. 5. High effort and sense of priority: derived from knowing that you don’t die

from hard work at a job you love (not even from hard work at a job you hate!).

6. Non-conformism and self-reliance: derived from knowing yourself,

understanding yourself and being true to yourself. When you begin to have confidence in your own feelings and act on them you become self-reliant.

7. Perception and patience: derived from knowing that what is perceived by

you may not be perceived by others and that only through patience, mutual awareness and understanding can common ground be found.

8. Appreciation and empathy: derived from knowing that the ‘I’ can only be

truly developed through others. Appreciating others’ views and empathising with them is the substance and depth of long-term relationships.

9. Conviction and commitment: derived from knowing that conviction is a

more powerful ingredient than any other method, and that commitment is


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the measure of your involvement in what you believe in. Your actions should match the strengths of your beliefs.

10. Care and attention: derived from knowing that caring for others and

attention to their needs is the most potent energy in existence. The only things we never lose are the things we give away.

Personal insights:


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6 A PARADIGM FOR 21ST CENTURY LEADERSHIP

Based on what we have learned from this module and what we aim to include in this Leadership Training Programme, a paradigm for 21st century leadership according to Turner is rooted in seven key factors without which it cannot be successful: • Alignment to universal principles. • Shared values. • Inspiring vision and mission. • Empowerment. • Planning. • Teambuilding. • Continuous study for character and competence development.

"The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humour, but without folly."

- Jim Rohn


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7 THE PROFESSIONAL LEADERSHIP MODEL Based on the leadership models discussed in this module, as well as a number of other insights, we have developed an effective and easy to apply leadership model. This model also relies heavily on Steven Covey’s work, which has in turn been integrated into the teachings of Professor Dawie Smith, founder of the Personal and Professional Leadership programme at the University of Johannesburg, and co-author of this workbook.

The professional leadership model teaches that the leader needs to develop his character based on ethics first. Secondly, when he starts caring for his team, they will feel the connection and the team dynamics will be based on solid relationships. Lastly they will judge you by your competence, knowledge and skills. The basis of the professional leadership model is to start with the process of your own personal change and improvement first, by modelling integrity and character. Next, you mentor your people through care and connection. Finally, you are in a position to show your true competence through teaching them skills and knowledge, thus developing their potential. Let’s discuss each of these…


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7.1 LEVEL 1: CHARACTER

7.1.1 Integrity: The Most Essential Ingredient of Leadership When a person instils integrity in his or her life, his or her words and deeds correspond. When integrity is the referee, we are consistent; our beliefs are mirrored by our conduct.

“You will only become what you are becoming right now." Self Assessment: Where am I at? Don’t be too quick to respond to the questions. If character development is a serious area of need in your life, your tendency may be to skim through the questions, giving answers that describe how you wish you were rather than who you actually are. Take some time to reflect on each question, honestly considering it before answering. Then work on the areas where you’re having the most trouble.

QUESTIONS TO HELP YOU MEASURE YOUR INTEGRITY

NO, NOT AT

ALL

YES, DEFINITELY

Do I treat people the same, irrespective of whether I gain or lose anything?

Am I transparent with others?

Am I the same person when I’m in the spotlight as I am when I’m alone?

Do I quickly admit when I have done something wrong without being pressed to do so?

Do I have a principle centred standard for moral decisions, or do circumstances determine my choices?

Do I make principle centred decisions, even when they have a personal cost attached to them?


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“Many succeed momentarily by what they know; some succeed temporarily by what they do; but few succeed permanentl y for what they are.”

The path of integrity may not be the easiest one, but it’s the only one that will get you to where you ultimately want to go. The efficiency and effectiveness of the team is in direct proportion to the manager’s ability to lead. Personal insights:


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7.1.2 Trustworthiness and Building Trust: The Second Ingredient in Building Character

“Character makes trust possible. And trust makes leadership possible.” Trust is the foundation of leadership and is based on trustworthiness - the foundation of leadership. People will tolerate honest mistakes, but if you violate their trust, you will find it very difficult to ever regain their confidence. Explore the following questions: • How do the concepts of trust and trustworthiness as one of the

foundations of leadership in the organisation apply to your workgroup or organisation?

• What subtle methods of sabotage occur in your workgroup or organisation?

• How does low trust impact group performance in your work environment? Personal insights:


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Characteristics of the leader who builds trust • Exercising patience with others. • Distinguishing between the person and their behaviour or performance. • Assuming the best of others. • Rewarding open, honest expressions or questions. • Admitting mistakes, apologising, and asking forgiveness. • Continuously renewing commitment to things you have in common. • Being there for others.

Characteristics that will break down trust • Manipulating. • Thinking win-lose or lose-win. • Being defensive. • Not rewarding good performance. • Being dishonest. • Showing favouritism. • Not giving credit. • Sending mixed messages. • Showing a lack of courage or consideration. • Taking advantage of others.


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7.1.3 Self Assessment: Relationship of Trust Profile Let’s measure the extent to which you exhibit trust as an essential leadership characteristic. Complete the following relationship of trust profile to measure how trustworthy you are as a leader. As part of the trust building pocess, please rate on a scale of 1-10 the trust building behaviours for yourself and your workgroup. Please select a number on the scale between “never” and “always” that best characterises your rating of each behaviour.

Scale: 10 = Always 5 = Sometimes 1 = Never

YOURSELF (MARK

FROM 1-10)

WORK GROUP (MARK FROM 1-10)

1. I keep promises and honour commitments.

2. I acknowledge and apologise for my mistakes.

3. I am loyal to those who are absent.

4. I seek to understand others’ needs and concerns.

5. I say what I feel in a way that shows respect for other opinions.

6. I am not defensive when someone offers feedback.

7. I share information, both positive and negative, with people who need to have it.

8. I encourage others to openly contribute ideas and opinions.

9. I involve people in decisions that affect them.

10. I give credit where credit is due.


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11. I share decision-making with team members and support collective decisions.

12. I check my information before jumping to conclusions.

13. I behave and communicate consistently regardless of the situation or the person’s authority and influence.

14. I communicate clearly what I expect from others or from situations.

15. I honour confidential and sensitive information.

Interpretation of score: A score between… 120 – 150: You have built up a remarkable amount of trustworthiness. Others

will probably trust you in all circumstances. 100 – 119: You have built up a good measure of trustworthiness. Others will

experience you as trustworthy. You may want to invest in building even more trustworthiness through your actions and words.

80 – 99: You display a reasonable measure of trustworthiness. It may be

wise, however, to invest deliberately in building more trustworthiness through your actions and words.

Below 80: You may find that people will not find you trustworthy. To improve

relationships, it is recommended that you invest in building on being more trustworthy through your words and actions.

Dwight Eisenhower said: “In order to be a leader a man must have followers. And to have followers, a man must have their confidence. Hence, the supreme quality for a leader is unquestionable integrity. Without it, no real success is possible.”


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You probably already know this - but here’s a reminder:

Eighty-nine percent of what people learn comes through visual stimulation, 10 % through audible stimulation, and 1% through other senses. So it makes sense that the more followers see and hear their leader being consistent in actions and words, the greater their consistency and loyalty. What they hear, they understand. What they see, they believe! Too often we attempt to motivate our followers with gimmicks that are short-lived and shallow. What people need is not a motto to say, but a model to see.


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7.2 LEVEL 2: CARE AND CONNECTION

7.2.1 The Principle of Connection – The Heart Comes First Effective leaders know that you first have to touch people’s hearts before you ask them for a hand. That is the Law of Connection. All great communicators recognise this truth and act on it almost instinctively. You can’t move people to action unless you first move them with emotion. The heart comes before the head, says Maxwell in his book ”Irrefutable Laws of Leadership”. Connecting with people isn’t something that needs to happen only when a leader is communicating to groups of people. It needs to happen with individuals. The stronger the relationship and connection between individuals, the more likely that the follower will want to help the leader.

“It may sound corny, but it’s really true: People don’t care how much you know until they know how much you care.”

7.2.2 The Result Of Connection: Care When a leader has done the work to connect with his people, you can see it in the way the organisation functions. Among employees there is incredible loyalty and a strong work ethic. The vision of the leader becomes the aspiration of the people. The impact is incredible.

”The stronger the relationship and connection between individuals, the more likely that the follower will want to help the leader.”


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How can connection with your followers be established? How can you show care for your team?

Don’t ever underestimate the importance of building bridges between yourself and the people you lead. There’s an old saying: To lead yourself, use your head; to lead others, use your heart. That’s the true nature of connection.

7.2.3 Attitude: The Extra Ingredient in Mentoring Your People Through Care and Connection

A recent report on American business found that 94% of all Fortune 500 executives attributed their success more to attitude than to any other basic ingredient. According to Maxwell, The Carnegie Institute analysed the records of ten thousand people and concluded that 15% of success is due to technical training. The other 85% is due to personality and the primary personality trait identified by the research is attitude. Our attitudes determine what we see and how we handle our feelings. These two factors greatly determine our success.


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The effect of a leader’s attitude on others is the main reason for the importance in considering a candidate’s attitude when hiring executives. Practising leadership consultants list five areas which need significant appraisal when employees are being considered for team leadership promotion: • Ambition. • Attitudes toward policy. • Attitudes toward colleagues. • Supervisory skills. • Attitudes toward excessive demands on time and energy.

A candidate who is out of balance in one or more of these areas would be likely to project a negative attitude and, therefore, prove to be a poor leader. Take a moment and list the negative attitudes you possess that are influencing others right now:

1.

2.

3.

4.

5.


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Many people seem to suffer from what Ashley Montagu, the great anthropologist, called psycho sclerosis. Psycho sclerosis is like arteriosclerosis, which is hardening of the arteries. Psycho sclerosis is hardening of the attitudes. Discussion: How do our attitudes influence our team leadership? Name some practical ways where an improved attitude from the leader can make a difference with his/her team?

7.3 LEVEL 3: COMPETENCE: THE ABILITY TO TRANSFER KNOWLEDGE AND SKILLS

Competence in the traditional sense, is based on a person’s professional capabilities: in other words, his ability to do a job. The professional leadership model teaches that true competence develops only when: • The character of the leader is established with a fundamental basis of

integrity and trustworthiness as basic ingredients • The leader cares and connects with his people • Only then can we raise the levels of competency by teaching our

followers the knowledge and skills needed to improve and uplift them.


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7.3.1 Self Assessment: Current Leadership Qualities

The following assessment will help you to measure your current leadership qualities in order to establish your level of true competence. When doing this assessment, decide to what extent you display these behaviours.

Scale: 0 = Never 1 = Seldom 2 = Sometimes 3 = Usually 4 = Always

1. You have influence 0 1 2 3 4

2. You have self-discipline 0 1 2 3 4

3. You have a good track record 0 1 2 3 4

4. You have strong people skills 0 1 2 3 4

5. You have the ability to solve problems 0 1 2 3 4

6. You do not accept the status quo 0 1 2 3 4

7. You see the big picture 0 1 2 3 4

8. You have the ability to handle stress 0 1 2 3 4

9. You display a positive attitude 0 1 2 3 4

10. You understand people and try to connect with your team through showing that you care

0 1 2 3 4

11. You are able to cope with your personal problems 0 1 2 3 4

12. Tyou are willing to take responsibility 0 1 2 3 4

13. You are free from anger 0 1 2 3 4

14. You are willing to make changes 0 1 2 3 4


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15. You have integrity 0 1 2 3 4

16. You are spiritually and emotionally in-touch with yourself

0 1 2 3 4

17. You have ability to see what needs to be done next 0 1 2 3 4

18. Tyou are accepted as a leader by others 0 1 2 3 4

19. You have the ability and desire to keep learning 0 1 2 3 4

20. Your manner draws and engages people 0 1 2 3 4

21. The person has a good self-image 0 1 2 3 4

22. The person has a willingness to serve others 0 1 2 3 4

23. You have the ability to bounce back when problems arise

0 1 2 3 4

24. You have the ability to develop leaders 0 1 2 3 4

25. You are able to take the initiative 0 1 2 3 4

TOTAL POINTS


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Interpretation of your score: 90 – 100 You are already a great leader (you should be mentoring the next

generation of leaders). 80 – 89 You are a good leader (you must keep growing and keep

mentoring others). 70 – 79 You are an emerging leader (focus on those areas that still need

some growth and attention – and begin mentoring others). 60 – 69 You are bursting with potential (you are ready to be developed

as a leader). Below 60 You still need to learn a lot about leadership. It will be good for

you to gain leadership knowledge and skills by consulting your mentor or coach and by starting with baby steps in leading people. Practice makes perfect!

(Assessment taken from “Developing the leaders around you” by J.C. Maxwell, 1995)


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8 CONCLUSION The demands on current-day leaders seem to be mounting by the day. There are new challenges from every sphere. We believe that the ‘Effective Leader’ Model holds some of the keys – any leader who actively engages in a style of leadership founded on these principles is sure to see the transformation of their people before their very eyes - bringing with it improved effectiveness and better results.


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9 REFERENCES Morden, A.R. Principles of Management. McGraw-Hill. London. 1996. Amstrong, M. How to be an even better manager. Kogan Page. London. 1990. Bennis, W and Nanus, B. Leaders: The strategies for taking charge. Harper & Row. New York. 1985. Cole, G.A. Management: Theory and Practice. DP Publications. London. 1996. Hamel, G. and Prahalad, C.K. Competing for the future. Harvard. Boston. MA. 1994. Hickman, C.R. Mind of a manager. Soul of a leader. Wiley. New York. 1992. Maxwell, J.C. Developing the leader within you. Thomas Nelson Publishers, Nashville. 1993. Maxwell, J.C. Developing the leaders around you. Thomas Nelson Publishers, Nashville. 1995. Maxwell, J.C. The 21 Irrefutable laws of leadership. Thomas Nelson Publishers, Nashville. 1998. Murphy, E.C. Leadership IQ. Wiley. New York. 1996. Ouchi, W. Theory Z. Addison-Wesley Reading. MA 1981. Peters, T. and Austin, N.A. Passion for Excellence. Fontana. London. 1986. Prahalad, C.K and Hamel, G. The core competencies of the corporation. Harvard Business Review. May-June. 1990. Activity 1


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Is Leadership Nature (in your genes – what you were born with) or Nurture (from your environment – what you have experienced and learnt)? GROUP DISCUSSION

Documents

The Legacy oftoolkit.epic-hub.com/uploads/all/all/all/all/files/Workbook 1.pdf · [ Prof Dawie Smith & Elsa Bester ] MODULE 1 The Legacy of Leadership. THE EFFECTIVE LEADER PROGRAMME