leadership what kind

8/20/2019 Leadership What Kind

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Leadership: What Kind of Leader Do INeed to Be? Want to Be?

Andrew Graham

School of Policy StudiesQueens University


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[email protected] [email protected]

What We’ll Be DoingTogether

Getting Started: What does leadership mean to youand what is it about your work context that affectshow you lead?

Some Basics about Leadership:

– Getting off the white horse and into the real world – Yes the !ision thing is important as a start – "ontext molds how and what you lead – You can lead from behind beside and up front

Some #eally Good Ways to $ail as a Leader Leading Yourself: – You as your organi%ation&s key resource – 'ow to treat yourself as a resource


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What is Leadership where you live?

Let&s discuss leadership and

what you see it as being

(ake it to your home and not insome imaginary or ideal world)

Let&s go*******))


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“You need to work on yourleadership style when….

Your staff is openly challenging your opendoor policy.

The hair of the !oard calls yours office to

spea" to yours assistant# not you. $very time you come out of the your office the

conversations stop and everyone is %lushing.

The social committee "eeps as"ing you whatyou&d li"e to do for your retirement party.

They "eep moving the e'ecutive meetingwithout telling you.


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“You need to work on yourleadership style when….

The motto hanging on your wall is( )*f it ain&t %ro"e# *haven&t touched it yet.+

You adhere to the ,*SS principle – ,eep *t Stupid#

Simple. *n the latest cost-cutting e'ercise# people are

referring to you as the fat that wields the "nife.&

The only way that can get people to come to ameeting in your office is %y "eeping your fridge

stoc"ed with %eer. You&re envious of the /o% security of a contestant on

The Apprentice.


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Distin!uishin! Leadership "ro#

$ana!in!0anaging

• Engages in day-to-daycaretaker activities: Maintains

and allocates resources• Exhibits supervisory

behaviour: Acts to make othersmaintain standard jobbehaviour

• Administers subsystems withinorganizations

• Asks how and when to engagein standard practice

• Goes for the brain

1eadership• Formulates long-term

objectives for reforming the

system: Plans strategy andtactics

• Exhibits leading behaviour:Acts to bring about change inothers congruent with long-term objectives

• Innovates for the entireorganization

• Asks what and why to changestandard practice

• Goes for the heart


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Distin!uishin! Leadership "ro#$ana!in!

Managing• Uses transactional influence:

Induces compliance in manifestbehaviour

• Acts within established cultureof the organization usingrewards, sanctions, and formalauthority

• Relies on control strategies to

get things done by subordinates• Status quo supporter andstabilizer

Leadership• Creates vision and meaning for

the organization

• Uses transformational

influence: Induces change invalues, attitudes, and behaviourusing personal examples andexpertise

• Uses empowering strategies tomake followers internalize

values• Status quo challenger and

change creator



Leaders +ake ,athways

Leader identifies

employee needs)

,ath

-ppropriate goals

are established)

.irecti!e

Leader connects

rewards with

goal/s0

.irecti!e

Leader pro!ides assistance

on employee&s path

toward goals)

1mployees become satisfied and

moti!ated and accept the leader)

1ffecti!e performance

occurs)

Both employees and

organi%ation better reach

their goals)

Supporti!e beha!ior ,articipati!e beha!ior

-chie!ement+oti!ation



The Working Leader

So much research and theory focus on the leader%ringing his or her organi2ation along# to new levels#out of the depths into a new tomorrow# a %etterworld33.

1eadership is also a set of functions that leaders fulfillto ma"e their organi2ation effective within %oth thelarger organi2ation and the overall environment

,nown as the action2functional concept of

leadership 4e will focus our review of leadership at the coal face

not the pulpit



What Then is a WorkingLeader and what does she do?

5ocus is on critical performance issues around(

– *mplementation

– $'ecution

– 6perating capa%ilities and competencies – oordination

– Systems issues

Who does what with whom when and whereWho does what with whom when and wherein order to get the work done effecti!ely andin order to get the work done effecti!ely and

the continuous reworking of these asthe continuous reworking of these ascircumstances change and problems arise)circumstances change and problems arise)



Some characteristics of aworking leader

The wor"ing leader is constantly /ugglingconnections to get things done.

The wor"ing leader understands her operation well

enough to understand its dependencies. The wor"ing leader is engaged. She must get into

the messy fray of who should %e doing what( in theprocess the soft issues of people and relationships%ecome entwined with the hard issues of resources

and technology



Roles of the Working Leader

!uilding 7elationships( – 8etwor"ing(

– Gathering emotional intelligence – Supporting

– $'plaining

– 5i'ing misunderstandings




0anaging onflict

– 0anaging conflict and team %uilding 9within

and outside the organi2ation:

– 0ost conflicts occur within wor" routines#

especially where they interface with other

wor" routines 9mutual interdependence is a"ey factor:


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*nfluencing People – Getting people on %oard – either

internally or e'ternally

– 0atching organi2ational o%/ectives toother organi2ations

– reating a climate of co-operationand mutual value added in pro%lemsolving

– Ta"ing a stand or defending turf


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Getting decisions made 9not /ust ma"ingdecisions: – *nternal decision-ma"ing – ma"ing sure there

is a lin" to a specific decision and an actualoutcome

– *nfluencing necessary decision out of theleader&s control( hori2ontally and vertically

– reating effective reward;pay%ac" systems toensure a flow of positive outcomes 9youscratch my %ac" and *&ll scratch yours:


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0oving and 1everaging *nformation 5low – Understanding what is happening within the

organi2ation to influence desired outcomes – Understanding what is happening elsewhere that has

an impact on the organi2ation&s desired outcomes – 0a"ing sure that the organi2ation understands if

performance – Selling# e'plaining# get the organi2ation&s concerns

listened to – larifying roles

– 7educing inter-organi2ational friction


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Some ey Tasks of a WorkingLeader


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ontrolling( 4atching the organi2ation and itsdependent organi2ations at wor"# chec"ing progressthrough monitoring systems and intervening whenre=uired to ensure the wor" flow "eeps on course.

$valuating( !uilding formal and informal ways toassess issues as they emerge or as primal indicatorsemerge that trou%le is on the way 9it is# %y the way:

Giving feed%ac" and identifying ways of improving.


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0otivating Understanding the needs

of the organi2ation and individuals

and using these to %uild furthercommitment.

Sensing dissatisfaction and removing

or reducing these factors.


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Then again! may"e "eing aleader is #ust a"out herding

kittens$$


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Bad Leadership and how to getsome

A good leader can do %ad and a %ad leader can at aminimum do very little harm

So why does having good leadership matter> 4hy doeshave a good leader doing good matter even more>

The costs – moral# financial and human – of %adleadership in pursuit of good causes is e'tremely high

*n addition# we only learn a%out what good leadershipshould loo" li"e through an understanding what %adleadership – %oth technical and ethical – loo"s li"e.


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Types of Bad Leadership

3ncompetent leadership – the leader and atleast some followers lac" the will or s"ill tosustain effective action

#igid Leadership – the leader and at leastsome followers are stiff and unyielding. Although they may %e competent# they areuna%le or unwilling to adapt to new ideas# newinformation or changing times

3ntemperate Leadership – the leader lac"sself-control and is aided and a%etted %yfollowers who are unwilling or una%leeffectively to intervene.


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Types of Bad Leadership

allous 1eadership - the leader and at least some

followers are uncaring or un"ind. *gnored or

discounted are the needs# wants and wishes of most

mem%ers of the group or organi2ation# especiallysu%ordinates.

orrupt 1eadership - the leader and at least some

followers lie# cheat# or steal or facilitate same in

others. To a degree that e'ceeds the norm# they put

self-interest ahead of the pu%lic interest


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Types of Bad Leadership *nsular 1eadership - the leader and at least some

followers minimi2e or disregard the health and

welfare of the the other& – i.e. those outside the

group or organi2ation for which they are directly

responsi%le. $vil 1eadership - the leader and at least some

followers commit atrocities. They use pain as an

instrument of power.

Based on Barbara Kellerman: “Bad Leadership:Based on Barbara Kellerman: “Bad Leadership:

What It is, How It Happens, Why it Matters”What It is, How It Happens, Why it Matters”


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0anaging YouThe Leader’s Key ResourceThe Leader’s Key Resource


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The Leader’s Asset BaseThe Leader’s Asset Base


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The Leader’s Asset Base-The Leader’s Asset Base-

Revisited Revisited

Y46


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Why %anage &ou?

1eadership is an active and positive1eadership is an active and positive

force.force.

*t is also a highly personal and*t is also a highly personal and

persona%le activitypersona%le activity

$ffective leaders use all of their$ffective leaders use all of their

resources to get things done and doneresources to get things done and done

well – huge draw on their creativitywell – huge draw on their creativity The %ig secret is the degree to whichThe %ig secret is the degree to which

they manage themselves as one ofthey manage themselves as one of

those "ey resourcesthose "ey resources


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Why %anage &ou?

1eadership itself is a %alancing act ofart# craft and science

$ach leader has a different set of

talents and a%ilities that %lend toma"e them uni=ue

To meet your needs and that of yourorgani2ation you need to understand

yourself# your impact on theorgani2ation and where things wor"and do not and find compensatorystrategies


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now &our Strengthsnow &our Strengths

You can perform only from strength ,nowing what that is may often %e difficult 1eaders get less direct and helpful

feed%ac" than they pro%a%ly need You need to create some form of feed%ac"

loop to get information; prefera%ly off-lineor drawing on the e'perience of others

You need to analy2e your strengths andwea"nesses – %y clinical


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'eed"ack (nalysis ) Don’t Wait'eed"ack (nalysis ) Don’t Waitfor it*for it*

Spend some time when %ig things happenand note what outcomes you e'pect

Go %ac" ? months later and note whatactually happened

You get very %usy and forget and only hearwhen things go wrong


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Work on &our StrengthsWork on &our Strengths

5orget the all singing# all dancing uber performers – they are not there and are spreadtoo thin

4or" on improving your strengths Your wea"nesses will either %e fi'ed through

feed%ac" or never go away

Sort out where your intellectual firewalls are tolearning a%out %oth your strengths andwea"nesses


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Work on &our %annersWork on &our %anners

ivility is the grease that "eeps friction downand things moving

0anagers too often get caught up in the rush ofevents and ignore the people along the way

There is always a tomorrow in managementand# surprise# a lot of the same people will %earound then too

)please+ and )than" you+ wor" miracles


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Discover &our +erformanceDiscover &our +erformance+ersonality+ersonality

@ow do you learn %est> Academically ore'perientially>

@ow do you thin" a pro%lem through> 6n yourown> !y writing> !y tal"ing it through>


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Discover &our +erformanceDiscover &our +erformance+ersonality+ersonality

Are you %est leading or %est following or

%est as second-in-command>

Are decisions your thing or is advice

your thing>

@ow are you in high stress

environments>


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+roduct Warning, Tamper at+roduct Warning, Tamper atRisk Risk

Understanding your wor" personalityta"es wor"


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The -alues TestThe -alues Test

To what degree do you "now yourvalues>

To what degree are your values andthat of your organi2ation compati%le>

Are your strengths compati%le with yourvalues>


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nowing Where &ou Belongnowing Where &ou Belong

Successful careers are not planned( theyfollow opportunities that you create and yourstrengths permit and your values ma"e wor"

The right fit is a hard thing to find and there isnot a priori answer – can %e %y trial and error

6ften means "nowing what you do not wantto do %efore really "nowing what you want to

do hoose your %oss carefully( they won&t

change after you ta"e the /o%


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Where .an / Do %y Bit?Where .an / Do %y Bit?

0a"ing a contri%ution is part of the new

wor" paradigm( not /ust doing as others

tell you %ut where can you ma"e adifference>

*t means sorting out the "ey things you

can do in your time on the /o%( you are

always passing through# even when you

are in the same /o% a long time.


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Leaders .arry 0ni1ueResponsi"ilities for

RelationshipsYou have to "now the strengths and

wea"nesses of those wor"ing for youand those for whom you wor"

You have to manage communications#the heart %lood of modern organi2ationsand "nowledge wor"


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So! to things like -ision and -alue! add$**

Berve – yes# you have to ma"e things

e'citing from time to time

Prescience – get those antennae outommon sense

5le'i%ility and adapta%ility


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%anage (ll &our Resources%anage (ll &our Resources

0anage time – yours and others – asone of the most precious resources(plan and reflect on how you are doingthis

Always find uni=ue s"ills in youremployees to use and cele%rate


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%anage (ll &our Resources%anage (ll &our Resources

8etwor"ing and advocating for yourwor"place sends ma/or signals throughoutthe organi2ation( %ad-mouthing your %oss orwor"place often ma"es you loo" %ad

*nformation needs management# not /ustinformation technology( computers are still asstupid as they always were( they are /ustfaster at it.


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(void Becoming a 2ne (void Becoming a 2neDimensional +ersonDimensional +erson


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(void Becoming a 2ne (void Becoming a 2neDimensional +ersonDimensional +erson

!uild in safe houses for yourself 9mentors

and coaches wor" for some# e'ercise or

ho%%ies for others:.

8ever under-estimate the powerful

relationship %etween mind# emotions#

capacity and %ody# fitness and well-%eing


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Don%t &ake Yourself &oo 'eriously.. “'i!ns for a spouse that your #arria!e toan e(e)uti*e is in trou+le when he,she….

7efers to your wedding day as a

swearing-in& ceremony.

Balentine&s


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Don%t &ake Yourself &oo 'eriously.. “'i!ns for a spouse that your #arria!e toan e(e)uti*e is in trou+le when he,she….

7efers to those intimate moments& as win-

win situations&.

7efers to the %athroom as a ro%ust system

where the situation is fluid&.

Prepares "ey messages& for dinner

conversation.


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Be WellBe Well

.o Good Work.o Good Work

7eep in (ouch7eep in (ouch

http:22post)8ueensu)ca29grahama2http:22post)8ueensu)ca29grahama2

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