LEADERSHIP AND PROFESSIONALISM LEADERSHIP AND PROFESSIONALISM FOR SMS MEMBERSFOR SMS MEMBERS

55THTH SMS CONFERENCE ICC DURBANSMS CONFERENCE ICC DURBAN2020--21 SEPTEMBER 200621 SEPTEMBER 2006

Context of LeadershipContext of LeadershipSocialisationSocialisationLife Cycle of Life Cycle of OrganisationsOrganisations need need different types of Managersdifferent types of ManagersDevelopment Cycle of ManagersDevelopment Cycle of Managers

Life Cycle Phases need a different Life Cycle Phases need a different Skill SetSkill Set

EmbryionicEmbryionic –– planners, architects, planners, architects, structural engineersstructural engineersDevelopmentalDevelopmental-- builders, plumbers, builders, plumbers, electricianselectriciansMatureMature-- Maintenance managersMaintenance managersDecline Decline –– assessors/evaluators, assessors/evaluators, quantity surveyors quantity surveyors

OrganisationalOrganisational Types within Types within BureaucraciesBureaucracies

BelongersBelongersAchieversAchieversPower Mongers Power Mongers

LeadingLeadingThe process of influencing people so that they The process of influencing people so that they

will remain contributing and productive will remain contributing and productive employees for the organisation and group employees for the organisation and group

goals and objectives.goals and objectives.

Effective managers draw from various Effective managers draw from various theories and experiences in their efforts to theories and experiences in their efforts to

harmoniseharmonise individual and organisational individual and organisational objectives, which is the key to leading.objectives, which is the key to leading.

Go to the people, learn from them, value them, Go to the people, learn from them, value them, start with what they know, build on what they start with what they know, build on what they

have. But, of the best leaders, when the work is have. But, of the best leaders, when the work is done, and the task is accomplished, the people done, and the task is accomplished, the people will say will say ““we did it ourselveswe did it ourselves”” because we have because we have

been empowered.been empowered.

How does a manager go about getting things How does a manager go about getting things done ?done ?

Management functions

Planning •provides a sense of strategic direction•determine the road to take, what to do, how to get there•developing goals and objectives (balanced scorecard), developing means to achieve these (operational plans)•looking ahead even though some uncertainty exists•scope of planning increases the higher the position •prioritising plans and programmes/projects

Organising•dividing work to be done among staff./departments•with each task, give some authority to do the job •hold person accountable for performance

Controlling •measuring progress of staff against a standard (workplans)•in case of progress gap, take corrective action•ensuring that goals and objectives are achieved

Leading •process of directing and influencing task-related activities of group members•prerogative to exercise legitimate power•involves other people (subordinates)•the leader will have more power than subordinates both positional and acquired

What makes a good leader?What makes a good leader?The ability to use power effectively and in The ability to use power effectively and in a responsible mannera responsible mannerThe ability to comprehend that human The ability to comprehend that human beings have differing motivation forces at beings have differing motivation forces at different times and in different situationsdifferent times and in different situationsThe ability to inspireThe ability to inspireThe ability to act in a manner that will The ability to act in a manner that will develop a climate conducive to responding develop a climate conducive to responding to and arousing motivationsto and arousing motivations

Influences on effective leadershipInfluences on effective leadership

Leader’s effectiveness

Superior’s expectations and

behaviour

Task requirements

Leader’s personality, past experiences, and

expectations

Peers’expectations and

behaviour

Subordinates’characteristics,

expectations and behaviour

Organisationalculture and

policies

Accountability:requires a person to answer for his/her

actions

Elements of Leadership Elements of Leadership -- need to balanceneed to balance

Authority:the right to do

something (delegated)

Power:the ability to do

something

Responsibility:the obligation to do

something

Empowerment

Profile of a ManagerProfile of a Manager

Managerial skills requirement

Leve

l in

orga

nisa

tion

top

mid

low

Managerial functions:planning organisingleadingcontrolling

Technical skills

Interpersonal relations and

leadership

Inter-group

Intra-group

Conceptual: coping with uncertainty, contingency views, strategic decisions

Goal approach to leadership effectivenessGoal approach to leadership effectiveness

Functions of the leader

Characteristics of subordinates

Behaviour of Leader

Work environment

Motivated subordinates

Effective organisation

and customer

focus

Leadership stylesLeadership styles

Use of authority by the manager

Area of freedom for subordinates

Manager makes

decision and

announces it

Manager “sells”

decision

Manager presents ideas and

invites questions

Manager presents tentative decision

subject to change

Manager presents

problem, gets suggestions,

makes decision

Manager defines

limits; asks group to

make decision

Manager permits

subordinates to function within limits defined by superior

Manager-centered leadership, power and influence

Subordinate-centered leadership, power

and influence

ChallengesChallengesLeadership style according to Leadership style according to organisational life cycleorganisational life cycleDiagnosing leadership Diagnosing leadership needsneeds

Knowing YourselfKnowing YourselfYou cannot manage others if you You cannot manage others if you cannot manage yourselfcannot manage yourselfLevel appropriatenessLevel appropriatenessaccording to youraccording to yourmaturation level maturation level

Maturation ProcessMaturation ProcessCARL JUNGCARL JUNG

The Athlete PhaseThe Athlete PhaseAll about YOUAll about YOUSelfSelf--centrednesscentrednessPhysical Appearance Physical Appearance and Attention seekingand Attention seekingMust have the best Must have the best and must have what and must have what you want at all costsyou want at all costs

The AdventurerThe AdventurerAcquire new skill, practical or Acquire new skill, practical or academicacademicMeditateMeditateClimb Mt Climb Mt KilimajaroKilimajaroSearching for higher meaning in Searching for higher meaning in work and lifework and life

The StatesmanThe StatesmanAcquired wisdom used for good of Acquired wisdom used for good of oursoursDo things for others rather than selfDo things for others rather than selfDisplay gravitasDisplay gravitas-- seriousness of seriousness of dispositiondispositionBecome natural social leaderBecome natural social leaderConsidered opinion Considered opinion --knows how to knows how to mediate and mediate and sanitisesanitise

The SpiritualistThe SpiritualistDisplay reverence and serenityDisplay reverence and serenityExudes with calmness Exudes with calmness and presenceand presenceLikeness to Likeness to DalaDala Lama,Lama,GhandiGhandi, Mother Theresa,, Mother Theresa,MadibaMadiba

Change ProcessChange ProcessMELTDOWNMELTDOWNCATERPILLAR PHASECATERPILLAR PHASEIMAGO PHASEIMAGO PHASEBUTTERFLYBUTTERFLY

Transactional LeaderTransactional LeaderExchange valued goodsExchange valued goodsAllows for Wooden,Allows for Wooden,Positivistic, Parochial,Positivistic, Parochial,Dictatorial ParadigmDictatorial ParadigmOne DimensionalOne DimensionalThinking based on Thinking based on resultsresultsDisplays ShenpaDisplays Shenpa

Shenpa CharacteristicsShenpa CharacteristicsThe prototype The prototype behaviourbehaviour

Transformational LeaderTransformational LeaderConstructivistConstructivistDevelopmentalDevelopmentalHumanistic ApproachHumanistic ApproachThinking outside the Thinking outside the CubicleCubicleDisplaying Displaying PrashnaPrashna--Spiritual LeadershipSpiritual Leadership

––of of ahigherahigher consciousnessconsciousness

Definition of Transformational LeadershipDefinition of Transformational LeadershipBeing role models for their followers;Being role models for their followers;Motivating and inspiring followers by providing Motivating and inspiring followers by providing meaning and challenge to their work;meaning and challenge to their work;Stimulating intellect by instilling innovation and Stimulating intellect by instilling innovation and creativity; andcreativity; andFocusing on individual needs for achievement and Focusing on individual needs for achievement and growth.growth.[1][1]

[1][1] BM Bass and BJ BM Bass and BJ AvolioAvolio, , Improving Improving Organisational Effectiveness through Organisational Effectiveness through Transformational LeadershipTransformational Leadership, Sage, Thousand , Sage, Thousand Oaks, Canada, 1994.Oaks, Canada, 1994.

Defining an AfrocratDefining an AfrocratWhat defines theWhat defines theQuintessential Quintessential Afrocrat? Is it theAfrocrat? Is it theequivalent of theequivalent of theCovenanted IndianCovenanted IndianPublic Servant?Public Servant?

Home grown definitionHome grown definitionContributing andContributing andProductive practicingProductive practicingacademic within aacademic within aPotjiekosPotjiekos organisationorganisationChoosing what is Choosing what is needed to evolve intoneeded to evolve intoknowledge workersknowledge workers

ConclusionConclusionThank YouThank You