leadership: a much needed look at a different angle conversations with the pasay rotary club 17...

LEADERSHIP:

A much needed look at a

different angleCONVERSATIONS WITH THE PASAY ROTARY CLUB

17 NOVEMBER 2010Manila Polo Club

Mario Antonio G. LopezASIAN INSTITUTE OF MANAGEMENT

LEADERSHIP:

“HOT” TOPIC, MUCH DISCUSSED, WRITTEN ABOUT, MUCH CONFUSION

“CRY” FOR BETTER LEADERSHIP IN ALL SECTORS GLOBALLY

LEADERS FAILING IN MANY PLACES

LEADERSHIP: State-of-the-Thinking

1. LEADERSHIP & MANAGEMENT: PROBLEM SOLVING, CHALLENGE- RESPONDING FORMS OF HUMAN RELATIONSHIPS

2. SHARE MANY COMMON PROCESSES; HAVE SIMILAR & DIFFERENT CHARACTERISTICS

3. THE CONTEXTS THEY OPERATE BEST FOR ARE DIFFERENT.

4. EARLIER CONFUSION RESULT OF PRIMACY OF BUSINESS ORGANIZATION WHERE MANAGEMENT FORM DOMINATES, THOUGH LEADERSHIP BEHAVIORS ARE ALSO OFTEN DEMANDED.

JAMES MaCGREGOR BURNS: IN ANCIENT EGYPT

LEADER - SESHIM

FOLLOWER – SHEMSU

LEADERSHIP – SESHEM-T

Working together

THE EMERGING CONSENSUS IS,LEADING IS WHAT LEADERS DO.

LEADERSHIP IS THE RELATIONSHIP RELATIONSHIP

BETWEEN BETWEEN LEADERS & LEADERS &

FOLLOWERSFOLLOWERS.

Based on RON HEIFETZ, 1994Based on RON HEIFETZ, 1994

PROBLEMPROBLEM

Known, UnderstoodKnown, Understood Not Known, Not UnderstoodNot Known, Not Understood

SolutionSolutionOptionsOptions

Clear,Clear,AppropriateAppropriate

Unclear,Unclear,InappropriateInappropriate

ADMINISTRATORS’DELIGHTADMINISTRATORS’DELIGHT

MANAGERS’HURDLESMANAGERS’HURDLES

THEORETICIANS’JOY

THEORETICIANS’JOY

LEADERSHIPS’CHALLENGES

LEADERSHIPS’CHALLENGES

Joseph C. Rost & the Center for Leadership,University of San Diego, 1990-91

Clearest distinction between

MANAGEMENT & LEADERSHIP

since the 1960s-70s

M.A.G.LOPEZ, AIM 2004

LEADERSHIP 9

MANAGEMENT

1.AUTHORITY BASED RELATIONSHIP

2.ONE MANAGER (SUPERIOR) AND AT LEAST ONE EMPLOYEE (SUBORDINATE)

3.PRE-DETERMINED, WELL-LAID OUT TERMS OF REFERENCE FOR COORDINATED ACTION

4.PRODUCE GOOD OR SERVICE AT

COSTS THAT ALLOW ORGANIZATION

5.TO TRADE THESE FOR VALUE ADDING EXCHANGES

6. WORK FOR INCREMENTAL CHANGES

M.A.G.LOPEZ, AIM 2004

LEADERSHIP 11

LEADERSHIP

1.INFLUENCE BASED RELATIONSHIP

2.INVOLVING LEADER AND FOLLOWER (WHO IS NOT A SUBORDINATE)

3.DEVELOP MUTUALLY SATISFYING MODES OF WORKING TOGETHER

4. TOWARDS MUTUAL DIRECTIONS

5. PRODUCE SUBSTANTIAL CHANGES, DRAMATIC IMPROVEMENTS TO THE STATUS QUO

6. GREATLY IMPROVING LIFE FOR THOSE INVOLVED

THE DEFINITIONS, “VALENCE-FREE”

o MAKES NO COMMENT ON PURPOSES OF LEADERSHIP

o NOT OF ITS OPERATING PRINCIPLES

WHILE LEADERSHIP ASSOCIATED WITH POSITIVE SENTIMENTS THESE PAST DECADES

• LEADERSRHIP HAS A “DARK SIDE” WE HAVE AVOIDED DISCUSSING OPENLY

Another observation…If above are true, then…

FAILED LEADERSHIP FAILED LEADERSHIP IS A IS A SHARED SHARED FAILURE FAILURE OF THE LEADERS AND AT LEAST SOME THE KEY FOLLOWERS

BARBARA KELLERMAN

BAD LEADERSHIPHarvard University

Center for Leadership2004

The main thesis of…

The stress in this presentation is that

LEADERSHIP IS THE RELATIONSHIPBETWEEN LEADERS & FOLLOWERS

AND THEREFORE JOINT RESPONSIBILITY

Incompetent Leadership

The leader and at least some

followers lack the will or skill (or both) to sustain effective action.

With regard to at least one important leadership challenge, they do not

create positive change.

Kellerman’s example:

Juan Antonio Samaranchformer ChairpersonInternational Olympic Committee

Philippine example?

Rigid Leadership

The leader and at least some followers are stiff and

unyielding. Although they may be competent, they are unable

or unwilling to adapt to new ideas, new information, or

changing times.

Kellerman’s example:

Robert Haasformer CEOLevi Strauss & Co. Stuck to one principle even when context had changed irreversibly

Philippine example?

Intemperate Leadership

The leader lacks self-control and is aided and abetted by

followers who are unwilling or unable effectively to intervene

Kellerman’s example:

Marion Barry, Jr.former MayorWashington, D.C. Drug Habit

Philippine example? [Erap and women?]

Callous Leadership

The leader and at least some followers are uncaring or

unkind. Ignored or discounted are the needs, wants, and

wishes of most members of the group or organization, especially

subordinates.

Kellerman’s example:

Robert Giulianiformer MayorNew York City Prior to 9/11, vis Minorities

Philippine example?

Corrupt Leadership

The leader and at least some followers lie, cheat, or steal. To a degree that exceeds the norm, they put self-interest ahead of

the public interest.

Kellerman’s example:

William Aramonyformer CEOUnited Way of America Vested intgerests

Philippine example?

Insular Leadership

The leader and at least some followers minimize or

disregard the health and welfare of “the other” – that is, those outside the group or organization for which they

are directly responsible

Kellerman’s example:

Bill Clintonformer PresidentUnited States of America The Massacres in Rwanda

Philippine example?

Evil Leadership

The leader and at least some followers commit atrocities.

They use pain as an instrument of power. The harm done to men, women, and children is

severe rather than slight. The harm can be physical, psychological, or both.

Kellerman’s example:

Radovan KaradzicBosnia-Herzegovia Ethnic Cleansing

Philippine example?

WHAT ABOUT FOLLOWERS?

THERE ARE MANY KINDS OF BAD

LEADERS; THERE ARE MANY

KINDS OF BAD FOLLOWERS

From a personal perspective:

1.Eager but Inept (bungling)2.Able but Tentative3.Scared A. though Able

B. and Inept4.Opportunistic5.Detached

The Exploration Continues…