hpl leadership styles

8/6/2019 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

hpl leadership styles

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