Download - Module 1 Leadership Theories and Practices
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Leadership: ObjectivesLeadership: Objectives Explore and understand the leadershipExplore and understand the leadership
theories and how we can apply them in ourtheories and how we can apply them in our
rolesroles
DescribeDescribe the characteristics of thethe characteristics of the
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, ,, ,and visionary leader.and visionary leader.
Understand the differencesUnderstand the differences betweenbetween
different types of leaders and leadership.different types of leaders and leadership.
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Leaders and LeadershipLeaders and Leadership
Are leaders born?Are leaders born?
We often hear of a person being a naturalWe often hear of a person being a naturalborn leader. Is there such a thing?born leader. Is there such a thing?
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Do small children demonstrate leadershipDo small children demonstrate leadershipskills in their play and interactions?skills in their play and interactions?
If so, how did they acquire this skill?If so, how did they acquire this skill?
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LeadershipLeadership
Can people learn how to be a leader?Can people learn how to be a leader?
If so, what skills are learned?If so, what skills are learned?(Remember learning means a change(Remember learning means a change
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in behavior has occurred)in behavior has occurred)
What might be the measurements?What might be the measurements?
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Leadership DefinedLeadership Defined
Leadership is the ability to influenceLeadership is the ability to influenceothers.others.
Leadership is active.Leadership is active.
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Leadership is the catalyst thatLeadership is the catalyst thattransforms potential into reality yieldingtransforms potential into reality yielding
positive results.positive results.RodneyRodney VandeveerVandeveer
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Leadership DefinitionLeadership Definition
Is the process used by ordinary
people to bring forth the best in
,
extraordinary things happen.
Transformational Leadership
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LeadershipLeadership
GoodGood leadersleaders dontdont askask moremore thanthan their their
constituentsconstituents cancan give,give, butbut theythey oftenoften askaskandand
getgetmoremore thanthan theirtheir constituentsconstituents intendedintended toto givegiveoror thoughtthought itit waswas possiblepossible toto
givegive..
Chapter 9 7
John W. Gardner,John W. Gardner,
ExcellenceExcellence, 1984, 1984
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Left Right
MANAGEMENT
Mobilise
Task
Control
LEADERSHIP
Mobilise thewant!
Relationships
Brain OrientationBrain Orientation
Leadership complements management; it
doesnt replace it....
Management controls people by pushing themin the right direction; leadership motivates them
by satisfying basic human needs
LogicReward
Protocol
Status Quo
Short termSolution
Inspire
Motivate
Empower
Feelings
People
Needs
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The Four Levels of EffectiveThe Four Levels of EffectiveLeadershipLeadership
GDI Development (Pty)Ltd
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LeadershipLeadership TheoriesTheories
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LeadershipLeadership Trait TheoryTrait Theory
Trait theory focuses on an individuals personalTrait theory focuses on an individuals personal
attributes.attributes. Six identified leadershipSix identified leadership traitstraits
Ambition and EnergyAmbition and Energy
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Desire to LeadDesire to Lead
Honesty and IntegrityHonesty and Integrity
SelfSelf--confidenceconfidence
IntelligenceIntelligence
JobJob--Relevant KnowledgeRelevant Knowledge
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LeadershipLeadership Trait TheoryTrait Theory
JustJust becausebecause youyou havehave thesethese traits,traits, itit
doesdoes notnot makemake youyou aa leader leader..
LeadershipLeadership isis activeactive andand oneone hashas toto dodo
Chapter 9 12
somethingsomething (influence(influence others)others) withwith itit..
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The fundamental underpinning of the situational
leadership theory is there is no single "best" style of
leadership. Effective leadership is task-relevant and that
the most successful leaders are those that adapt their
leadership style to the maturity ("the capacity to set high
Situational LeadershipSituational Leadership
but attainable goals, willingness and ability to takeresponsibility for the task, and relevant education and/or
experience of an individual or a group for the task) of the
individual or group they are attempting to lead/influence.
That effective leadership varies, not only with the personor group that is being influenced, but it will also dependon the task, job or function that needs to be accomplished
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Leadership styles are categorised into four behavior types, which they are S1 to
S4:
SS11:: TellingTelling -- isis characterizedcharacterized byby oneone--wayway communicationcommunication inin whichwhich
thethe leaderleader definesdefines thethe rolesroles ofof thethe individualindividual oror groupgroup andand providesprovidesthethe what,what, how,how, why,why, when,when, andand wherewhere toto dodo thethe tasktask
SS22:: SellingSelling -- whilewhile thethe leaderleader isis stillstill providingproviding thethe direction,direction, hehe or orsheshe isis nownow usingusing twotwo--wayway communicationcommunication andand providingproviding thethe sociosocio--
Situational LeadershipSituational Leadership
emotionalemotional supportsupport thatthat willwill allowallow thethe individualindividual oror groupgroup beingbeinginfluencedinfluenced toto buybuy intointo thethe processprocess..
SS33:: ParticipatingParticipating -- thisthis isis nownow sharedshared decisiondecision makingmaking aboutaboutaspectsaspects ofof howhow thethe tasktask isis accomplishedaccomplished andand thethe leaderleader isis providingprovidinglessless tasktask behaviorsbehaviors whilewhile maintainingmaintaining highhigh relationshiprelationship behaviorbehavior..
SS44:: DelegatingDelegating -- thethe leaderleader isis stillstill involvedinvolved inin decisionsdecisions;; however,however,thethe processprocess andand responsibilityresponsibility hashas beenbeen passedpassed toto thethe individualindividual ororgroupgroup.. TheThe leaderleader staysstays involvedinvolved toto monitormonitor progressprogress..
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Situational LeadershipSituational Leadership
Directive/Telling Style (S1)Directive/Telling Style (S1)
Coaching/Selling Style (S2)Coaching/Selling Style (S2)
Participating/Supporting (S3)Participating/Supporting (S3)
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Delegating (S4)Delegating (S4)
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Supportive BehaviorSupportive Behavior AsksAsks for suggestions or input on task accomplishmentfor suggestions or input on task accomplishment
Facilitates follower problemFacilitates follower problem--solving in task accomplishmentsolving in task accomplishment
Listens to the problems of the follower (job or nonListens to the problems of the follower (job or non--job related)job related)
Encourages or reassures a follower that he/she can do theEncourages or reassures a follower that he/she can do the tasktask
Communicates information about the total organizations operationCommunicates information about the total organizations operation
Discloses information about self (job or nonDiscloses information about self (job or non--job related)job related)
Praises the follower for task accomplishmentPraises the follower for task accomplishment
Engages in more twoEngages in more two--way communicationway communication
Listens and provides support and encouragementListens and provides support and encouragement Involves the other person in decision makingInvolves the other person in decision making
Encourages and Facilitates selfEncourages and Facilitates self--reliant problem solvingreliant problem solving
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Directive BehaviorDirective Behavior SetsSets goals or objectivesgoals or objectives
Makes clear the role each person will play in the accomplishmentMakes clear the role each person will play in the accomplishmentof the taskof the task
Plans work in advance to be accomplished by the followerPlans work in advance to be accomplished by the follower
OrganizesOrganizes resourcesresources
Communicates job prioritiesCommunicates job priorities
Sets timelines method of evaluation for follower performanceSets timelines method of evaluation for follower performance
Shows or tells a follower how to do a specific taskShows or tells a follower how to do a specific task
Checks to see if work is done properly and in timeChecks to see if work is done properly and in time
Sets Goals and Clarifies ExpectationsSets Goals and Clarifies Expectations Tells and shows an individual what to do, when, and how to do itTells and shows an individual what to do, when, and how to do it
Closely supervises, monitors, evaluates performanceClosely supervises, monitors, evaluates performance
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Contemporary Approaches to LeadershipContemporary Approaches to Leadership
Charismatic and visionary leadershipCharismatic and visionary leadership
TransactionalTransactional leadershipleadership
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Emotional intelligenceEmotional intelligence
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Charismatic LeadershipCharismatic Leadership Often Transformational and charismatic leadershipOften Transformational and charismatic leadership
are used interchangeably.are used interchangeably.
Charismatic traits and behaviorsCharismatic traits and behaviors
Advocates a visionAdvocates a vision
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ordinaryordinary perceived as changeperceived as change--agentagent
Acts in several unconventional waysActs in several unconventional ways counter tocounter tonormsnorms
Willingly makes selfWillingly makes self--sacrifices, takes personal risks, tosacrifices, takes personal risks, tosupport their visionsupport their vision
Strong selfStrong self--confidenceconfidence
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What Being Visionary MeansWhat Being Visionary Means Sensing opportunities and threats in the environmentSensing opportunities and threats in the environment
Simplify complex situations by identifying broadSimplify complex situations by identifying broad--stroke patternsstroke patterns
Foresee events that will affect your organizationForesee events that will affect your organization
Conduct a vigorous exchange with an array of people inside & outsideConduct a vigorous exchange with an array of people inside & outsidethe organizationthe organization
Setting strategic directionSetting strategic direction
Generate ideas for new strategiesGenerate ideas for new strategies
Make decisions with an eye toward the bigMake decisions with an eye toward the big picturepicture
Inspiring constituentsInspiring constituents
Frame current practices as inadequateFrame current practices as inadequate
Be open to new ways of doing thingsBe open to new ways of doing things
Encourage others to look beyond limitationsEncourage others to look beyond limitations
Communicate new andCommunicate new and better possibilities in clear, compelling waysbetter possibilities in clear, compelling ways
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Characteristics of Transactional LeadersCharacteristics of Transactional Leaders
ContingentContingent RewardReward:: ContractsContracts exchangeexchange ofof
rewardsrewards forfor effort,effort, promisespromises rewardsrewards forfor goodgoodperformance,performance, recognizesrecognizes accomplishmentsaccomplishments..
Mana ementMana ement bb Exce tionExce tion activeactive :: WatchesWatches
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andand searchessearches forfor deviationsdeviations fromfrom rulesrules andandstandards,standards, takestakes correctivecorrective actionaction..
ManagementManagement byby ExceptionException (passive)(passive):: IntervenesIntervenes
onlyonly ifif standardsstandards areare notnot metmet..
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Characteristics of Transformational LeadersCharacteristics of Transformational Leaders
CharismaCharisma:: ProvidesProvides visionvision andand sensesense ofof mission,mission,
instillsinstills pride,pride, gainsgains respectrespect andand trusttrust.. InspirationInspiration:: CommunicatesCommunicates highhigh expectations,expectations,
usesuses symbolssymbols toto focusfocus efforts,efforts, expressesexpresses importantimportant
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..
IntellectualIntellectual StimulationStimulation:: PromotesPromotes intelligence,intelligence,rationality,rationality, andand carefulcareful problemproblem solvingsolving..
IndividualizedIndividualized ConsiderationConsideration:: GivesGives personalpersonal
attention,attention, treatstreats eacheach employeeemployee individually,individually,coaches,coaches, advisesadvises..
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TransactionalLeadership
MotivatingMotivating forfor
performance atperformance at
expected levelsexpected levels
Initiating structure toInitiating structure to
clarify roles andclarify roles and
Transformational
Leadership
Motivating for performance
beyond expectationsPerformance
beyond
Transformational Leadership
Goes Beyond Transactional
Leadership
Chapter 9 23
taskstasks
Stressing theStressing the linklink
between reward andbetween reward and
goalgoal achievement.achievement.
Uses agreed uponUses agreed upon
performance toperformance to
motivatemotivate
Inspiring for missions beyond
self interest.
Instilling confidence to achieve
performance
expectations
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Additive Effect of
Transformational Leadership
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ValuesValues--based leadershipbased leadership
What is ValuesWhat is Values--Based Leadership?Based Leadership?
RespectRespect All PersonsAll Persons
Be Vision and Purpose MindedBe Vision and Purpose Minded
Do No HarmDo No Harm
Demonstrate Good StewardshiDemonstrate Good Stewardshi
IntentionallyIntentionally InfluenceInfluence
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ValuesValues--based leadershipbased leadershipI.I. RespectRespect AllAll PersonsPersons
ActivelyActively valuevalue andand honorhonor thethe similarities,similarities, differencedifference andand contributionscontributions ofof
everyevery individualindividual asas aa uniqueunique andand contributingcontributing membermember of of thethe
organisationorganisation
II.II. BeBe VisionVision andand PurposePurpose MindedMinded
BeBe positivepositive ambassadorsambassadors adad representativesrepresentatives ofof thethe values,values, missionmission
andand purposepurpose ofof thethe organizationorganization..
III.III. DoDo NoNo HarmHarm
DemonstrateDemonstrate activeactive carecare forfor thethe emotional,emotional, physical,physical, spiritual,spiritual, social,social,
andand intellectualintellectual wellwell beingbeing ofof everyevery individualindividual withinwithin andand outsideoutside ofof thethe
organizationorganization..
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ValuesValues--based leadershipbased leadershipIV.IV. DemonstrateDemonstrate GoodGood StewardshipStewardship
OperateOperate withwith integrityintegrity inin thethe management/management/ developmentdevelopment ofof resourcesresourcesyouryour organizationorganization hashas beenbeen entrustedentrusted withwith createcreate aa legacylegacy ofof leavingleaving
thingsthings betterbetter thanthan youyou foundfound themthem..
V.V. IntentionallyIntentionally InfluenceInfluence
ServeServe asas aa positivepositive forceforce withinwithin youryour organizationorganization.. InIn bothboth thethe
leadershipleadership andand followershipfollowership rolesroles thatthat youyou have,have, buildbuild up,up, encourage,encourage,
andand advanceadvance thethe causescauses andand purposespurposes ofof youryour organizationorganization bringingbringing
aboutabout positivepositive changechange inin allall arenasarenas ofof influenceinfluence..
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Emotional IntelligenceEmotional Intelligence
EmotionalEmotional intelligenceintelligence refersrefers toto thethe leadersleaders abilityability toto
recognizerecognize onesones ownown feelingsfeelings andand thosethose ofof othersothers forfor selfself
motivationmotivation andand forfor managingmanaging emotionsemotions inin themselvesthemselves andand
Chapter 9 28
inin relationshiprelationship withwith othersothers..
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Emotional IntelligenceEmotional Intelligence
Four fundamental capabilities:Four fundamental capabilities:
1. Self1. Self--awareness (Personal competence)awareness (Personal competence)
2. Self2. Self--management (Personalmanagement (Personal competence)competence)
Chapter 9 29
3. Social awareness (Social competence)3. Social awareness (Social competence)
4. Relationship management (Social4. Relationship management (Social competence)competence)
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Leadership SummaryLeadership Summary
Leadership plays a central part in understanding groupLeadership plays a central part in understanding group
behavior.behavior. Our understanding of leadership and the dynamicsOur understanding of leadership and the dynamics
continue to grow.continue to grow.
Male and female leadershi st les tend to be more alikeMale and female leadershi st les tend to be more alike
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than different.than different. No one style of leadership is always the preferredNo one style of leadership is always the preferred
leadership style.leadership style.
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Leadership SummaryLeadership Summary
Trait theory is based on individuals personalTrait theory is based on individuals personal
attributes.attributes.
CharismaticCharismatic and visionary leadership.and visionary leadership.
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Transactional and transformational leadership.Transactional and transformational leadership.
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Video: Leadership: The Art of PossibilityVideo: Leadership: The Art of Possibility
Leadership: The Art of PossibilityLeadership: The Art of Possibility
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1.1. Why do Roz and Ben say that leadership is an art of possibility?Why do Roz and Ben say that leadership is an art of possibility?
2.2. Why does the music metaphor work to help us understand a new wayWhy does the music metaphor work to help us understand a new way
of being?of being?
3.3. During the video, MatsDuring the video, Mats LederhausenLederhausen said, Its the end of the huntingsaid, Its the end of the hunting
season in theseason in the humahuma experience. What did he mean by that? Whatexperience. What did he mean by that? What
Leadership: The Art of PossibilityLeadership: The Art of Possibility
4.4. What does BenWhat does Ben ZanderZander mean by shining eyes?mean by shining eyes?
5.5. Roz stated that giving everybody an A is a possibility to live into, notRoz stated that giving everybody an A is a possibility to live into, not
a standard to live up to. What does she mean by that statement?a standard to live up to. What does she mean by that statement?
6.6. What does recognising the downward spiral mean?What does recognising the downward spiral mean?
7.7. Brainstorm ways you might enroll each voice in the visionBrainstorm ways you might enroll each voice in the vision
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1.1. How does Ben related leadership to a symphony?How does Ben related leadership to a symphony?
2.2.What is Rule # 6!?What is Rule # 6!?
3.3. What is a downward spiral?What is a downward spiral?
Leadership: The Art of PossibilityLeadership: The Art of Possibility
4.4. a s e new ea er s oa s e new ea er s o
5.5. According to BenAccording to Ben ZanderZander, where does power come from?, where does power come from?
6.6. What do you need to do to get shining eyes from yourWhat do you need to do to get shining eyes from your
team?team?
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1.1. Write down at least five common downwardWrite down at least five common downward
spiral conversations that you havespiral conversations that you have
experienced in the last few weeks.experienced in the last few weeks.
Leadership: The Art of PossibilityLeadership: The Art of Possibility
2.2. What are possible solutions?What are possible solutions?