business research-leadership ii

04/11/2304/11/23 04:28 PM04:28 PM L E A D E R S H I P L E A D E R S H I P 11

BUSINESS JOURNALS BUSINESS JOURNALS REVIEWREVIEW

ON LEADERSHIP IION LEADERSHIP II

Learning from ResearchLearning from Research

Leadership Course at Leadership Course at PAF-KIETPAF-KIET

One of the project assigned to One of the project assigned to students of this course was to give students of this course was to give an oral presentation on a research an oral presentation on a research

publication on leadership from HBR.publication on leadership from HBR.

This presentation includes some of This presentation includes some of these presentations. Good effort of these presentations. Good effort of

students is appreciated.students is appreciated.

RESEARCH- ARTICLESRESEARCH- ARTICLES What we Know about Leadership. What we Know about Leadership. By Hogan & By Hogan &

Curphy & Hogan. J, American Psychologist, Jun Curphy & Hogan. J, American Psychologist, Jun 19941994

Meeting the Competence Needs of Global Meeting the Competence Needs of Global Leaders- A Partnership Approach. Leaders- A Partnership Approach. By Judi By Judi Brownell, HRM Journal, Fall 2006, Vol 45Brownell, HRM Journal, Fall 2006, Vol 45

A Leadership Challenge. A Leadership Challenge. By Kouzes & PosnerBy Kouzes & Posner , HBR, Sept 1989 , HBR, Sept 1989

04/11/2304/11/23 04:28 PM04:28 PM,, 33L E A D E R S H I P L E A D E R S H I P

Sabah TanvirSabah Tanvir04/11/2304/11/23 04:28 PM04:28 PM 44L E A D E R S H I P L E A D E R S H I P

ARTICLEARTICLE

What We Know About Leadership: What We Know About Leadership: Effectiveness and PersonalityEffectiveness and Personality

Robert Hogan, Gordon Curphy & Robert Hogan, Gordon Curphy & Joyce HoganJoyce Hogan

Deptt of Psychology, University of Deptt of Psychology, University of Tulsa, Tulsa,

Who Who shallshall be be the the leader? leader?

04/11/2304/11/23 04:28 PM04:28 PM 66L E A D E R S H I P L E A D E R S H I P

Who Who

should should

the the

leader?leader?

Volumes appear on the topic every Volumes appear on the topic every year, and a recent review lists over year, and a recent review lists over

7,000 books, articles or 7,000 books, articles or presentationspresentations

What is leadership?What is leadership?

Pursue common goalsPursue common goals

Leadership is persuasion, not Leadership is persuasion, not domination domination

What is that the leaders do? What is that the leaders do?

Taxonomies of leadership behavior Taxonomies of leadership behavior

Yukl identifies categories of leader behavior :Yukl identifies categories of leader behavior :

planning and organizing planning and organizing problem solving problem solving clarifying clarifying recognizing recognizing supporting supporting managing managing developing developing mentoring mentoring rewarding rewarding

Effectiveness concern judgments Effectiveness concern judgments about a leader’s impact on an about a leader’s impact on an organization’s bottom line. organization’s bottom line.

Does Leadership Matter?Does Leadership Matter?

Some coaches can move from team to team Some coaches can move from team to team

transforming losers into winnerstransforming losers into winners LincolnLincoln Grant Grant

Ulysses Ulysses

Leader characteristics are associated to Leader characteristics are associated to

enhance team performanceenhance team performance

11stst::

But the effectiveness is usually affected by But the effectiveness is usually affected by the environment which are mostly out of the environment which are mostly out of

leader’s controlleader’s control04/11/2304/11/23 04:28 PM04:28 PM 1717L E A D E R S H I P L E A D E R S H I P

Adolph HitlerAdolph Hitlerin Germanyin Germany

Joseph Stalin Joseph Stalin in Russiain Russia

22ndnd

Millions of people suffered and died Millions of people suffered and died as a consequence of megalomaniacal as a consequence of megalomaniacal visions of these flawed geniuses and visions of these flawed geniuses and

the baleful consequences of their the baleful consequences of their rule is persistent even today. rule is persistent even today.

33rdrd : Leadership behavior are associated with : Leadership behavior are associated with

subordinate’s performance and satisfactionsubordinate’s performance and satisfaction

Reactions to inept leadership Reactions to inept leadership

TurnoverTurnover

Insubordination Insubordination

Industrial sabotage Industrial sabotage

Malingering Malingering

60% to 75% of the employees report that the 60% to 75% of the employees report that the worst or most stressful aspect of their job is worst or most stressful aspect of their job is

the immediate supervisor the immediate supervisor

Good leaders may put pressure on their Good leaders may put pressure on their

people, but abusive and incompetent people, but abusive and incompetent management create billions of dollars a lost management create billions of dollars a lost

productivity each year.productivity each year. 04/11/2304/11/23 04:28 PM04:28 PM 2222L E A D E R S H I P L E A D E R S H I P

How Are Leaders Chosen?How Are Leaders Chosen?

How Are Leaders Chosen?How Are Leaders Chosen? measures of cognitive ability and measures of cognitive ability and

normal personality normal personality structured interviewsstructured interviews simulationssimulations assessment centersassessment centers

Predict leadership successPredict leadership success

reasonably well reasonably well

First-line supervisors First-line supervisors

Technical Technical talent talent 04/11/2304/11/23 04:28 PM04:28 PM 2525L E A D E R S H I P L E A D E R S H I P

Middle managers Middle managers

basis of likeability and perceived basis of likeability and perceived ability to work with senior ability to work with senior

management management 04/11/2304/11/23 04:28 PM04:28 PM 2626L E A D E R S H I P L E A D E R S H I P

Why aren’t psychologists more involved in the process Why aren’t psychologists more involved in the process

of executive selection?of executive selection?

1.1. Our services appear Our services appear expensive to organizations expensive to organizations who overlook the costs of who overlook the costs of making poor selection making poor selection decisionsdecisions

2.2. We may lack sufficient We may lack sufficient status in an organization status in an organization for our views to be for our views to be consideredconsidered

3.3. We often do not We often do not understand the political understand the political realities surrounding the realities surrounding the selection.selection.04/11/2304/11/23 04:28 PM04:28 PM 2727L E A D E R S H I P L E A D E R S H I P

How Should Leaders Be How Should Leaders Be Evaluated?Evaluated?

Leadership Leadership effectiveness effectiveness

can be can be

organized organized

in terms of in terms of

five five

categories categories

First categoryFirst category

Leaders are Leaders are evaluated in evaluated in terms of the terms of the actual actual performance of performance of their team or their team or organizational organizational unit unit

second category second category subordinates`, peers`, or subordinates`, peers`, or

supervisors` ratings are used to supervisors` ratings are used to evaluate leaders evaluate leaders

Third category Third category Evaluates the leader Evaluates the leader

ship potential of ship potential of stranger on the stranger on the basis of their basis of their

performance in performance in interviews, interviews, simulations, simulations, assessment assessment centers, or centers, or

leaderless group leaderless group discussions discussions

Fourth categoryFourth category

self-rating of self-rating of leadership leadership have also have also been used as been used as evaluation evaluation criteria criteria

Why do we Why do we choose so many choose so many flawed leaders?flawed leaders?

The hiring problem The hiring problem typically involves typically involves

evaluating the evaluating the leadership leadership potential of potential of strangersstrangers

Emergent LeadershipEmergent Leadership

Research concerning the characteristics of persons Research concerning the characteristics of persons who, in the absence of performance data,nonetheless who, in the absence of performance data,nonetheless

seem leaderlike.seem leaderlike.

(a)(a) studies of relation between studies of relation between personality and indices of emergent personality and indices of emergent leadership, and leadership, and

(b)(b) research on implicit leadership research on implicit leadership theory.theory.

Stogdill (1948) reviewed research on personality and Stogdill (1948) reviewed research on personality and emergent leadership in a variety of unstructured emergent leadership in a variety of unstructured

groupsgroups

He concluded that He concluded that measures of measures of

DominanceDominance ExtraversionExtraversion SociabilitySociability ambition or achievementambition or achievement ResponsibilityResponsibility IntegrityIntegrity self-confidenceself-confidence mood and emotional mood and emotional

controlcontrol Diplomacy and Diplomacy and

cooperativenesscooperativeness were positively related to were positively related to

emergent leadership. emergent leadership. 04/11/2304/11/23 04:28 PM04:28 PM 3737L E A D E R S H I P L E A D E R S H I P

Stogdill´s (1974) Stogdill´s (1974) Big-five model personality structureBig-five model personality structure

SurgencySurgency AgreeablenessAgreeableness ConscientiousnessConscientiousness Emotional stabilityEmotional stability Intellect Intellect

dominance, dominance, extraversion, and extraversion, and sociability reflect sociability reflect surgency responsibility, surgency responsibility, achievement, and achievement, and integrity fall into the integrity fall into the conscientiousness conscientiousness dimension.dimension.

self-confidence, mood self-confidence, mood and emotional control and emotional control are part of emotional are part of emotional stability stability

diplomacy and diplomacy and cooperativeness cooperativeness resemble agreeableness resemble agreeableness

Implicit Leadership TheoryImplicit Leadership Theory

How we evaluate the leadership How we evaluate the leadership potential of strangers is called potential of strangers is called

implicit leadership theory implicit leadership theory

Most people seem to regard Most people seem to regard intelligence, honesty, sociability, intelligence, honesty, sociability, understanding, aggressiveness, understanding, aggressiveness, verbal skills, determination, and verbal skills, determination, and

industriousness as important aspects industriousness as important aspects of leadership, regardless of the team of leadership, regardless of the team

task or situation. task or situation.

““Why do we choose so many flawed Why do we choose so many flawed leaders?” leaders?”

The problem is that persons who The problem is that persons who seem leaderlike may not have the seem leaderlike may not have the

skills required to build and guide an skills required to build and guide an effective team. The result is a effective team. The result is a

leadership failure rate in the range of leadership failure rate in the range of 50% to 60%.50% to 60%.

How to forecast leadership?How to forecast leadership?

Personality and Rated Leader EffectivenessPersonality and Rated Leader Effectiveness

Stogdill support the idea that there is Stogdill support the idea that there is a relationship between personality a relationship between personality

and leadership.and leadership.

Bentz (1985, 1987, and 1990) Bentz (1985, 1987, and 1990)

Bentz (1985, 1990) noted that Bentz (1985, 1990) noted that executives promoted to the highest executives promoted to the highest levels at Sears were levels at Sears were

articulate and active (i.e., surgency)articulate and active (i.e., surgency) independent, self-confidentindependent, self-confident emotionally balanced (i.e., emotionally balanced (i.e.,

emotional stability)emotional stability) and hard working and responsible and hard working and responsible

(i.e., conscientiousness). (i.e., conscientiousness). 04/11/2304/11/23 04:28 PM04:28 PM 4545L E A D E R S H I P L E A D E R S H I P

Bray and Howard (1983) and Bray and Howard (1983) and associates reported similar findings associates reported similar findings

with AT&T executives. with AT&T executives.

Most of those who advanced and were also Most of those who advanced and were also effective- effective-

had the desire for advancement, energy– had the desire for advancement, energy– activity level, and the readiness to make activity level, and the readiness to make decisions (i.e., surgency)decisions (i.e., surgency)

resistance to stress and tolerance for resistance to stress and tolerance for uncertainty (i.e., emotional stability)uncertainty (i.e., emotional stability)

inner work standards (i.e., inner work standards (i.e., conscientiousness)conscientiousness)

range of interests (i.e., intellect range of interests (i.e., intellect 04/11/2304/11/23 04:28 PM04:28 PM 4646L E A D E R S H I P L E A D E R S H I P

Personality and effective team Personality and effective team performance.performance.

Charismatic leadership Charismatic leadership they have a vision that they have a vision that

others find convincing others find convincing they are able to recruit a they are able to recruit a

group of people who share group of people who share that vision and these that vision and these people resemble a team people resemble a team

they develop a relationship they develop a relationship with the team members with the team members and are able to persuade and are able to persuade them to work for and them to work for and support the vision.support the vision.

Chidester. 1991 Chidester. 1991

Crews with captains who were warm, Crews with captains who were warm, friendly, self-confident, and able to friendly, self-confident, and able to stand up to pressure (i.e., stand up to pressure (i.e., agreeableness and emotional agreeableness and emotional stability) made the fewest errors.stability) made the fewest errors.

Conversely, crews with captains who Conversely, crews with captains who were arrogant, hostile, boastful, were arrogant, hostile, boastful, egotistical, passive, aggressive, or egotistical, passive, aggressive, or dictatorial made the most error. dictatorial made the most error.

Why do leaders fail?Why do leaders fail?

playing politicsplaying politics moodinessmoodiness dishonesty dishonesty arrogantarrogant VindictiveVindictive UntrustworthyUntrustworthy SelfishSelfish EmotionalEmotional CompulsiveCompulsive OvercontrolingOvercontroling InsensitiveInsensitive abrasiveabrasive aloof,aloof, too ambitious too ambitious 04/11/2304/11/23 04:28 PM04:28 PM 5252L E A D E R S H I P L E A D E R S H I P

skills and effort skills and effort

How Do Leaders Build Teams?How Do Leaders Build Teams?

Hallam and Campbell (1992) Hallam and Campbell (1992) Eight problems for leadership that affect team Eight problems for leadership that affect team

performance performance

Task side :Task side : successful leaders communicate a clear mission successful leaders communicate a clear mission

or sense of porpose, identify available resources or sense of porpose, identify available resources and talent, develop the talent, plan and organize, and talent, develop the talent, plan and organize, coordinate work activities, and acquire needed coordinate work activities, and acquire needed resources.resources.

Maintenance side :Maintenance side : they minimize and resolve conflicts among group they minimize and resolve conflicts among group

members and they ensure that team members members and they ensure that team members understand the team’s goals, constraints, understand the team’s goals, constraints, resources and problems. resources and problems.

Leader’s personality has predictable affects on Leader’s personality has predictable affects on

team performanceteam performance

Leaders with higher surgency scores Leaders with higher surgency scores communicate more with their teams communicate more with their teams

Conscientiousness is related to being Conscientiousness is related to being perceived as trustworthy, playful, and perceived as trustworthy, playful, and organized organized

Agreeableness is related to Agreeableness is related to communications, trust and morale. communications, trust and morale.

Emotional stability is associated with Emotional stability is associated with seeming steady under pressure, able to seeming steady under pressure, able to resolve conflicts, and to handle negative resolve conflicts, and to handle negative feedback feedback

Holland’s (1985) theory of Holland’s (1985) theory of occupational types occupational types

Holland proposed that people’s interests, Holland proposed that people’s interests, talents, abilities, values and motives talents, abilities, values and motives

cluster in six broad types. cluster in six broad types. 04/11/2304/11/23 04:28 PM04:28 PM 5757L E A D E R S H I P L E A D E R S H I P

Realistic types (e.g., engineers) are procedural; Realistic types (e.g., engineers) are procedural;

actions oriented, and concrete.actions oriented, and concrete.

Investigate types (e.g., scientists) are abstract, Investigate types (e.g., scientists) are abstract,

original and independent.original and independent.

Artistic types (e.g., painters, writers, philosophers) Artistic types (e.g., painters, writers, philosophers) are unconventional, nonconformity, and are unconventional, nonconformity, and

imaginative.imaginative.

Social types (e.g., teachers, clergy, and personnel Social types (e.g., teachers, clergy, and personnel

managers) are friendly, idealistic, and altruisticmanagers) are friendly, idealistic, and altruistic

Enterprising types (e.g., lawyers, and politicians) Enterprising types (e.g., lawyers, and politicians)

are outgoing assertive and manipulative.are outgoing assertive and manipulative.

Conventional types (e.g., accountants, computer Conventional types (e.g., accountants, computer programmers) are conforming practical, and programmers) are conforming practical, and

conservativeconservative

People will join People will join organizations whose organizations whose activities and values activities and values are consistent with are consistent with

their own their own preferences, and preferences, and that they leave that they leave

organizations whose organizations whose culture is culture is

inconsistent with inconsistent with their preferences.their preferences.

Meeting The Competency Meeting The Competency Needs of Global Leaders: A Needs of Global Leaders: A

Partnership ApproachPartnership Approach

Faiza Malik04/11/2304/11/23 04:28 PM04:28 PM 6565L E A D E R S H I P L E A D E R S H I P

The AuthorThe Author Judi BrownellJudi Brownell Professor and Dean at the Professor and Dean at the

School of Hotel School of Hotel AdministrationAdministration

Ph.D., Syracuse UniversityPh.D., Syracuse University M.S., State University of M.S., State University of

New York College at New York College at CortlandCortland

B.S., Ithaca CollegeB.S., Ithaca College Teaches HRM, OB, Teaches HRM, OB,

Managerial Designs Managerial Designs assessment centers for assessment centers for leadership developmentleadership development

Has online eCornell Has online eCornell executive coursesexecutive courses

The ArticleThe Article

The article suggests that global leaders The article suggests that global leaders can be developed through identifying can be developed through identifying and facilitating both common and and facilitating both common and distinctive competencies.distinctive competencies.

It has 3 sections:It has 3 sections:a)a) Key benefits & challenges of Key benefits & challenges of

competency- based approachcompetency- based approachb)b) Key requirements of global leadersKey requirements of global leadersc)c) A model of requirementsA model of requirements04/11/2304/11/23 04:28 PM04:28 PM 6767L E A D E R S H I P L E A D E R S H I P

CompetenceCompetence

Competence (contd.)Competence (contd.) Competency-Based Approach:Competency-Based Approach: Traits & Traits &

behaviors exhibited more consistently by behaviors exhibited more consistently by excellent leaders and that can be identified, excellent leaders and that can be identified, taught and assessed.taught and assessed.

Common Competencies:Common Competencies: Fundamental Fundamental knowledge and skills that constitute the focus of a knowledge and skills that constitute the focus of a business curriculum. (Communication, team business curriculum. (Communication, team dynamics, human relations).dynamics, human relations).

Distinctive Competencies:Distinctive Competencies: A set of personal A set of personal characteristics that are required for high characteristics that are required for high performance in the global environment. performance in the global environment. (Compassion, global mindset, breakthrough (Compassion, global mindset, breakthrough thinking).thinking).

Competence-Based Competence-Based Leadership in Graduate Leadership in Graduate

EducationEducation

Leadership Development component Leadership Development component of Graduate Management Programof Graduate Management Program• Assessment CentersAssessment Centers• Two day experienceTwo day experience• Senior executives joined facultySenior executives joined faculty• Student Consulting TeamsStudent Consulting Teams• Real-time Feedback Real-time Feedback

Issues and Challenges of the Issues and Challenges of the Graduate ProgramGraduate Program

Consistency in assessing Consistency in assessing competence against performance competence against performance standardsstandards

Assessment in a culturally diverse Assessment in a culturally diverse student populationstudent population

Lack of individualizationLack of individualization Creating rigidities that make change Creating rigidities that make change

difficultdifficult04/11/2304/11/23 04:28 PM04:28 PM 7171L E A D E R S H I P L E A D E R S H I P

Tomorrow's needs of Tomorrow's needs of Leadership: Distinctive Leadership: Distinctive

CompetencyCompetency

Character: A key distinctive Character: A key distinctive CompetencyCompetency

Character is an innate sense of fairness, Character is an innate sense of fairness, honesty, respect for others, and humility.honesty, respect for others, and humility.

Mintzberg suggests that “a large Mintzberg suggests that “a large component of leader effectiveness is component of leader effectiveness is based on the individual’s insight, vision, based on the individual’s insight, vision, intuition, and, most important, intuition, and, most important, charactercharacter”.”.

Developing Distinctive Developing Distinctive CompetenciesCompetencies

Model of Requirement: Educators & Human Resource Professionals’ Model of Requirement: Educators & Human Resource Professionals’ partnershippartnership04/11/2304/11/23 04:28 PM04:28 PM 7373L E A D E R S H I P L E A D E R S H I P

Educators’ Educators’ Responsibilities & Responsibilities &

OpportunitiesOpportunities

Admission ProcessAdmission Process Curriculum content & Industry guestsCurriculum content & Industry guests Out of class leadership experiencesOut of class leadership experiences Travel AbroadTravel Abroad Research partnershipsResearch partnerships

HR Professionals’ HR Professionals’ Responsibilities & Responsibilities &

OpportunitiesOpportunities

Performance ManagementPerformance Management Ethical codes of conductEthical codes of conduct Role modelingRole modeling In-House team discussionsIn-House team discussions

Conclusion by the AuthorConclusion by the Author Business Graduates will have acquired a set of Business Graduates will have acquired a set of

common leadership competencies but educators common leadership competencies but educators should assess and shape the character of those should assess and shape the character of those seeking leadership roles. Common competencies seeking leadership roles. Common competencies are inefficient in preparation of global leaders.are inefficient in preparation of global leaders.

HR professionals should create healthy, high HR professionals should create healthy, high performing organizations so that character can be performing organizations so that character can be identified, elicited and assessed in the real world.identified, elicited and assessed in the real world.

Distinctive Competencies are best assessed Distinctive Competencies are best assessed through experience in the field.through experience in the field.

Challenges of The ArticleChallenges of The Article “ “True character begins True character begins

at home”at home” Cultural Diversity/travel Cultural Diversity/travel

abroad (not everyone abroad (not everyone can experience it to can experience it to become a global become a global leader)leader)

Ethical conduct has a Ethical conduct has a relative meaning in the relative meaning in the capitalistic capitalistic environment.environment.

In the Context of Pakistani In the Context of Pakistani EnvironmentEnvironment

The Leadership ChallengeThe Leadership Challenge

Authors James Kouzes & Barry Authors James Kouzes & Barry PosnerPosner

Presented by Presented by

Ihsan-ul-haqIhsan-ul-haq

About the AuthorsAbout the Authors

Two PremierTwo Premier Leadership ExpertsLeadership Experts

Have spent time onHave spent time on Researching, Teaching & developing Researching, Teaching & developing LeadershipLeadership

About the BookAbout the Book

Based on Research project conducted toBased on Research project conducted to determine what Leaders did determine what Leaders did when they were at theirwhen they were at their ““personal best”.personal best”.

By asking Leaders to describe their extraordinary experiences, the By asking Leaders to describe their extraordinary experiences, the Authors found patterns of success , which they called theAuthors found patterns of success , which they called the “Five “Five Principles of Exemplary leadership”.Principles of Exemplary leadership”.

““Five Principles of Exemplary leadership”Five Principles of Exemplary leadership”

Model the WayModel the Way Inspired a shared VisionInspired a shared Vision Challenge the ProcessChallenge the Process Enable Others to Act &Enable Others to Act & Encourage the HeartEncourage the Heart

Traits of a Good LeaderTraits of a Good Leader

When asked values people must look When asked values people must look for & admired in a leader the for & admired in a leader the majority of respondents selected the majority of respondents selected the followingfollowing

• HonestHonest• Forward LookingForward Looking• CompetentCompetent• InspiringInspiring04/11/2304/11/23 04:28 PM04:28 PM 8282L E A D E R S H I P L E A D E R S H I P

Honest Honest (Truthful, Ethical, Principled, Integrity & Character)(Truthful, Ethical, Principled, Integrity & Character)

Top most selected CharacteristicTop most selected Characteristic 90% of the constituent want their 90% of the constituent want their

Leaders to be HonestLeaders to be Honest

Forward Looking Forward Looking (Vision, Dream, Goals & Objectives)(Vision, Dream, Goals & Objectives)

More than 70% selected this traitMore than 70% selected this trait Leaders must know where they are Leaders must know where they are

going if they expect others to going if they expect others to willingly join them on the journeywillingly join them on the journey

CompetentCompetent

33rdrd most important trait most important trait Show us Leader’s Capability & Show us Leader’s Capability &

effectiveness to guide the whole effectiveness to guide the whole organizationorganization

Inspiring Inspiring (Enthusiastic, energetic & Positive)(Enthusiastic, energetic & Positive)

Leader must be able to communicate Leader must be able to communicate the vision in ways that encourage the vision in ways that encourage others.others.

The Leaders must communicate with The Leaders must communicate with words, demeanor and actions.words, demeanor and actions.

Enthusiasm & Excitement are Enthusiasm & Excitement are essential and they signal the leader’s essential and they signal the leader’s personal commitment to pursuing personal commitment to pursuing dream.dream.

Credibility Credibility is the foundation of leadershipis the foundation of leadership

Leaders are credible when Leaders are credible when They do what they say or in other They do what they say or in other

wordswords ““Practice what they Preach”Practice what they Preach” ““Walk the Talk”Walk the Talk”

1-Model the Way1-Model the Way

Titles are granted, but it’s your behavior that wins you respect. if you want to gain commitment and achieve the highest standards, you must be models of the behavior you expect of others.“You have to open up your heart and let people know what you really think and believe. This means talking about your values.” Words and deeds must be consistent. Modeling the way is essentially about earning the right and the respect to lead through direct individual involvement and action. People first follow the person, then the plan.04/11/2304/11/23 04:28 PM04:28 PM 8888L E A D E R S H I P L E A D E R S H I P

2-Inspire a Shared Vision….2-Inspire a Shared Vision….

Every organization, every social movement, begins with a dream. The dream or vision is the force that invents the future.

Leadership is a dialogue, not a monologue.

To enlist people in a vision, leaders must know their constituents and speak their language. People must believe that leaders understand their needs and have their interests at heart.

To enlist support, leaders must have intimate knowledge of people’s dreams, hopes, aspirations, visions, and values.

Inspire a Shared VisionInspire a Shared Vision

Leaders breathe life into the hopes and dreams of others and enable them to see the exciting possibilities that the future holds. Leaders forge a unity of purpose by showing constituents how the dream is for the common good.

Leaders communicate their passion through vivid language and an expressive style.

3-Challenge the Process3-Challenge the Process

Leaders challenge the process.

Leaders are pioneers—people who are willing to step out into the unknown. They search for opportunities to innovate, grow, and improve.

The leader’s primary contribution is in the recognition of good ideas, the support of those ideas, and the willingness to challenge the system to get new products, processes, services, and systems adopted These all involve experimentation, risk, and failure. They proceed anyway.

Challenge the Process….Challenge the Process….

“leaders learn by leading, and they learn best byleading in the face of obstacles. As weather shapes mountains, problems shape leaders. Difficult bosses, lack of vision and virtue in the executive suite, circumstances beyond their control, and their own mistakes have been the leaders’ basic curriculum.”

In other words, leaders are learners. They learn from their failures as well as their successes.

4-Enable Others To Act4-Enable Others To ActGrand dreams don’t become significant realities through the actions of a single person. Leadership is a team effort.

Leaders make it possible for others to do good work. They know that those who are expected to produce the results must feel a sense of personal power and ownership. Leaders understand that the command-and-control techniques of the Industrial Revolution no longer apply.

Leaders enable others to act not by hoarding the power they have but by giving it away.

Leader makes people feel strong and capable—as if they can do more than they ever thought possible—they’ll give it their all and exceed their own expectations.

5-Encourage the Heart5-Encourage the Heart

The climb to the top is arduous and long. The climb to the top is arduous and long. People become exhausted, frustrated, and People become exhausted, frustrated, and disenchanted. They’re often tempted to give disenchanted. They’re often tempted to give up. Leaders up. Leaders encourage the heart encourage the heart of their of their constituents to carry on. constituents to carry on.

Encouragement can come from dramatic Encouragement can come from dramatic gestures or simple actions.gestures or simple actions.

It’s part of the leader’s job to show It’s part of the leader’s job to show appreciation for people’s contributions and to appreciation for people’s contributions and to create a culture of celebration. create a culture of celebration.

EXAPMESEXAPMES everything from handwritten thank-yous to everything from handwritten thank-yous to

marching bands and “This Is Your Life” marching bands and “This Is Your Life” ceremonies.ceremonies.

Encourage the Heart….Encourage the Heart….

Encouragement is curiously serious Encouragement is curiously serious business. It’s how leaders visibly and business. It’s how leaders visibly and behaviorally link rewards with performance. behaviorally link rewards with performance.

When striving to raise quality, recover from When striving to raise quality, recover from disaster, start up a new service, or make disaster, start up a new service, or make dramatic change of any kind, leaders make dramatic change of any kind, leaders make sure people see the benefit of behavior sure people see the benefit of behavior that’s aligned with cherished values. And that’s aligned with cherished values. And leaders also know that celebrations and leaders also know that celebrations and rituals, when done with authenticity and rituals, when done with authenticity and from the heart, build a strong sense of from the heart, build a strong sense of collective identity and community spirit that collective identity and community spirit that can carry a group through extraordinarily can carry a group through extraordinarily tough times.tough times.

““Five Principles of Exemplary leadership”Five Principles of Exemplary leadership”

Model the WayModel the Way Inspired a shared VisionInspired a shared Vision Challenge the ProcessChallenge the Process Enable Others to Act &Enable Others to Act & Encourage the HeartEncourage the Heart

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