Download - HPL Leadership Styles
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Coverage
Leadership Styles
Leadership Skills
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Leadership Styles
Charismatic
Transactional
Transformational
Principle-centered
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Charisma
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Charismatic Leadership Style
C
harisma:
A certain quality by which a person is set apart fromordinary people and treated as endowed with exceptional
qualities
Characteristics ofCharismatic Leaders:
Vision and articulationPersonal Risk (high risk, self-sacrifice)
Sensitivity to follower needs(abilities, needs, feelings)
Unconventional Behavior
Process:
Appealing vision Vision statement setting high
performance expectations express confidence in followersSet an example emotion inducing unconventional
behavior
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Charismatic Leadership Style- Communication
Management by inspiration
Using metaphors and analogies
Choosing language to different audience
Management by anecdote
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Developing Charisma
Create vision for others
Enthusiasm, Optimism, Energy
Sensibly Persistent
Remember names of people
Make an impressive appearance
Be candid(direct)
Display an In-your-Face attitude (positive, warm, humanistic)
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Transactional Leadership Style
The
Transactional Leader
Contingent reward: Contracts exchange of rewards for effort.
Recognizes accomplishment.
Management by exception
(active):
Watches and searches for deviations from rules and
standards.
Takes corrective action.
Management by exception
(passive):
Intervenes only if standards are not met.
Laissez-faire: Abdicates responsibility.
Avoids making decisions.
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Inspiration
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Transformational Leadership
The Transformational Leader
Charisma: Provides vision and sense of mission.
Instils pride.
Gains respect and trust.
Inspiration: Communicates high expectations.
Uses symbols to focus efforts.
Expresses important purposes in
simple ways
Stimulation: Promotes intelligence.
Acts rationally.
Exhibits careful problem solving
Individualism: Gives personal attention.
Treats each person separately.
Coaches.
Advises.
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Principle-centered Leadership
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The 7 Habits??
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The 7 Habits
Habit 1: Be Proactive
The habit of being proactive, or the habit of personal vision, means takingresponsibility to make things happen
Habit 2: Begin with the end in MindThis is the habit of personal leadership. Start with a clear destination tounderstand where you are now, where youre going and what you value most
Habit 3: Put First things FirstThis is the habit of personal management, which involves organizing andmanaging time and events
Habit 4: Think Win-win
Win-win is the habit of interpersonal leadership, seeking mutual benefit. Thisthinking begins with a commitment to explore all options until a mutuallysatisfactory solution is reached, or to make no deal at all.
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The 7 Habits
Habit 5: Seek First to understand ,Then to be Understood
This is the habit of empathic communication. Understanding builds the skills
of empathic listening that inspire openness and trust
Habit 6:Synergize
This is the habit of creative co-operation and teamwork. Synergy resultsfrom valuing differences by bringing different perspectives together in the
spirit of mutual respect
Habit 7: Sharpen the Saw
This is the habit of self-renewal. Preserving and enhancing your
greatest asset, yourself, renewing the physical, spiritual, mental and
social/emotional dimensions of your nature
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Success on a farm
Requires adherence to natural principles
Prepare the ground
Seed
Cultivate
Weed
Water
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Leadership and Farming
Leadership is also governed by natural principles shortcuts and
quick fixes will not work in the long run
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Leadership requires character and skill development relatedto natural law and principles
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Leadership Levels
Personal
Interpersonal
Managerial
Organizational
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First Level- Personal
Leadership starts with the person
Leaders must be trustworthy
Leadership requires character and competence
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Power
Used for personal gain Used to help others
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Five Bases of Power
Reward Power Coercive Power
Legitimate Power
Expert Power
Referent Power
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Second Level- Interpersonal
Leadership requires effective interpersonal skills andexpectations
Leadership requires trust
Trust builds communication, empathy and productive
interdependency
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Third Level- Managerial
Leadership requires skills such as Teambuilding
Delegation
Communication
Empowerment
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Level Four- Organizational
Leadership requires creating an effective system
Communication, training, rewards, vision, strategy must be
aligned and mutually supportive
Creating a vision and providing proper strategic leadership
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Management Paradigms
NEED METAPHOR PARADIGM PRINCIPLE
Physical/
Economic
Stomach Scientific
Authoritarian
Fairness
Social/Emotional
Heart Human Relations(benevolent
Authoritarian)
Kindness
Psychological Mind Human Resource Use and
development
of Talent
Spiritual Spirit
(whole person)
Principle-centered
Leadership
Meaning
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Leadership Roles
OPERATIONS Accountable for business results. Set challenging goals,
establish detailed cost-benefit analyses, take risks, have athorough knowledge of the organization and markets, know
the threats, opportunities and challenges.
ADVISORY Provide advice, guidance and support regarding a specific
functional area. Often responsible for developing broad
functional capability and interpretation and application of
functional policies. Possess in-depth knowledge of the
organization and excellent people skills. Highly conceptual,
able to influence others.
COLLABORATIVE Emerged from the trend toward flatter, matrixedorganizations. Lack direct authority of operational positions.
Accountable for key business results. Highly proactive,
extremely flexible, communication style adaptable to the
situation, people and culture, tenacious in seeking out
information.
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Leadership in Action
Vision Effectively setting the companys general tone and direction
Management Setting specific goals and focusing resources to achieve them
Empowerment Selecting and developing subordinates who are committed to
the organizations goals.
Diplomacy Establishing coalitions with people inside and outside the
organization to achieve the organizations agenda.
Feedback Observing and listening carefully to all stakeholders (e.g.,
employees, team members, clients) and sharing information in
a manner that is beneficial for all
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Leadership in Action
Entrepreneurialism: Finding new opportunitiesa hallmark of successfulleadership.
Personal style: Exhibiting effective personal style that sets an overall
organizational tone of integrity, competence, inspiration
and optimism.
Personal energy: Balancing conflicting personal and work demands
(including the physical demands of leadershiptravel,
long hours, conflict, stressful decisions)
Multicultural
awareness:
Having a comfort level and previous experience to
manage individuals and organizations over a wide range
of demographic, geographic and cultural borders
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Leadership Styles across generations
Generation X
(1965-1980)
Generation Y
(Born after 1980)
Respect the experiences that have
shaped their beliefs and thinking
Tell them the truth
Clearly identify boundaries
Honour sense of work/life balance
Offer mentoring programs
Clearly communicate that repetitive
tasks and quality checks are part of the
job
Offer learning opportunities.
Take time to orient with respect to
the organizations culture
Provide structure and strongleadership
Be clear about expectations and
long-term goals
Offer mentoring programs
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Global Leadership
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Most people who want to get ahead do it backward. They
think, 'I'll get a bigger job, then I'll learn how to be a leader.'
But showing leadership skill is how you get the bigger job inthe first place.
Leadership isn't a position, it's a process.
-- John Maxwell