thomasjinterviewp$4

8/7/2019 ThomasJInterviewP$4

1/15

Analysis of Interviews with Commercial, Education, and Christian

Ministry Leaders

Joseph C. Thomas

Regent University Center for Leadership Studies

LEAD605 Foundations of Effective Leadership

04-Mar-2002


2/15

Analysisof Interviews withCommercial, Education, and Christian Ministry Leaders

04-Mar-2002 Page2of15

Introduction

This paper analyzes the results of three interviews with leaders from a commercial

enterprise, an educational institution, and a Christian ministry. First, this paper

introduces each of the interviewees and provides their background information. Next,

this paper identifies and discusses similarities and differences between the interview

responses provided by each leader. Lastly, this paper examines and compares the key

challenges identified by each leader.

The subsequent sections then draw conclusions based upon the comparison tables.

Interviewees

This section presents each of the three interviewees and provides a brief background.

Chief Information Officer (CIO)

In the commercial enterprise area, the interviewee was an Executive Vice President and

Chief Information Officer of a leading energy and energy technology company. The

company develops industrial energy projects, and sells electricity, natural gas, coal as

well as other energy products and services. Principal subsidiaries include a top ten

United States electric utilityand natural gas company supplying energy to nearly 3

million customers with combined assets of more than $17 billion. The CIO is responsible

for a staff of about 800 personnel and a $100 million annual budget, has a Masters of

Business Administration degree from a major university, and has held several high level

positions in major companies involved in manufacturing, information technology, and

internet businesses. The CIO s spiritual background was not determined.


3/15



Principal

In the educational institution area, the interviewee was the Principal for a private

Christian school serving preschool through eighth grade. The school has been

operating for two decades, and serves over 400 children each year. The purpose

statement of the school includes to offer families academic excellence that is based

upon a strong biblical worldview and to inspire our students to seek a relationship with

Christ and develop the potential He has placed within them. The Principal is

responsible for a staff of two vice-principals, about a dozen teachers, and various

support staff. The Principal has a Masters degree in education,

and has heldkey staff

positions in a nationally recognized ministry serving troubled teenagers. The Principal is

a mature Christian.

Pastor

In the Christian ministry area, the interviewee was the Executive Pastor for a major

international Christian denomination with 32 million. The church was originally

established in the 1940s and has two services running an estimated 750 combined

attendance. The Executive Pastor is responsible for a staff of seven full time pastors

and a budget of approximately $1.5 million, is an ordained minister, has a degree from a

denominational bible college, sits on the state presbytery as well as a denominational

bible college board of regents.

Comparison of Leadership Theories and Interview Results

This section identifies several leadership theories (or research approaches) that are

representative in the interviewee responses. The representative leadership theories are

further defined. Specific interviewee responses are cited to show correspondence to the


4/15



theories. This section then presents a comparison table that maps interviewee quotes to

specific aspects of the most relevant leadership theories.

Yukl (2002, p. 19) identifies several distinct lines of leadership research into which most

research studies fall.Of these, there are three theories that are represented in the

interview responses. The traits and skills approach emphasizes leader attributes such

as personality, motives, values, and skills (p. 11). The power and influence approach

emphasizes influence processes (p. 12) between leaders and followers. The behavior

approach emphasizes how leader spend their time and the typical pattern of activities,

responsibilities, and functions (p. 12). The subsequent sections further describe these

theories and compare relevant aspects with specific interview responses.

Leader Traits and SkillsApproach

Identifying the set of individual traits and skills that make an effective leader is one of

the earliest leadership research approaches. Traits refer to characteristics of an

individual such as personality, temperament, needs, motivations, and values. Skills

refer to the ability to do something in an effective manner. Traits and skills result from

both heredity and learning (Yukl, 2002; pp. 175-176). Yukl (2002, p. 178) presents a set

of leadership traits and skills that summarize a large number of trait studies spanning

over twenty years. Table 1 allocates the responses of the interviewees across Yukl s

summary of traits and skills represented in the interviewee responses. Interview

responses are to the question What traits, skills, and/or abilities are most important for

your position?


5/15


Table 1: Allocation of Interview Responses to Leadership Traits and Skills


Representative QuotesTrait CIO Principal Pastor

Adaptable to situations quickly move from one thing toanother put aside task to deal withpeople s needs

Decisive decisiveness; quick to makedecisions and stick to themjudgment to determine precision

necessary for a decisionEnergetic (high activity level) stamina; high capacity for work enthusiasmSelf-confident courage to do what you think

needs to be doneno self doubt; not easily knocked

off centerTolerant of stress Gallup poll shows school principal

is most stressful jobConceptually skilled think strategically; where are we?

where do we want to go?

Creative must be able to think purposefullyand be creative abut puttingtogether a strategy

Knowledgeable about the work knowledge about technology must be child care expert,educational expert, curriculumdeveloper, fund raiser, accountant,counselor to parents, mentor to

teachers, building inspector,custodiantask oriented

Organized (administrative ability) well organizedability to prioritize; must see forest

and trees

organize; strategic organization

Persuasive ability to communicate is mostimportant; must be able to listenwell and get my point across

critical to be able to communicate

Socially skilled flexible with peopleinterpersonal

humility mixed withgregariousnesssoft heart, thick skin


6/15



Leader Power and Influence Approach

Power is the ability of one person to influence another in terms of a person s position in

the organization (position power) in combination with the attributes of the relationship

between them (personal power) (Yukl, 2002; p. 144). Legitimate power, an aspect of

position power, is the ability of a person to influence another based upon a manager-

subordinate relationship in a formal organizational structure. Referent power, an aspect

of personal power, is the ability of one person to influence another based upon a special

relationship between them such as admiration, loyalty, and trust(Yukl, 2002; p. 150).

Influence is specific behaviors that one person uses to influence another. Although

types of power can be a significant factor in influence behaviors, influence is more of an

ongoing process in which two individuals relate to one another (Yukl, 2002; p. 159).

Table 2 allocates the responses of the interviewees across several aspects of power

and influence theory. Interview responses to the question Who are the people who

influence you in your responsibilities and activities of your position?


7/15


Table 2: Allocation of Interview Responses to Aspects of Leadership Power and Influence


Representative QuotesAspect of Power CIO Principal Pastor

Legitimate power (downward frommanager)

my boss, the Chief ExecutiveOfficer; whatever is top of mind forhim must be top of mind for me

my boss, the Executive Pastorboard of directors

church boarddistrict superintendent

Legitimate power (laterally frompeer)

division presidents; spend a lot oftime with particular onesChief Financial Officer has a lot of

influenceLegitimate power (upward fromsubordinate)

Chief Technology OfficerVice President of Information

Technology

two vice principals

Referent power (personal orprofessional relationship withanother)

several thought partner friends inindustry; some technical, somenot; help me reflect on how thingsare goingformer executive coach, now a

close friend, occasionally helps mewith my relationshipsa couple of close friends that help

me with technical issuesconsultants

leader and mentor from previousposition in another organization

Referent power (indirectrelationship with respectedteacher or author)

many authors and biographies ofgreat people have shaped many ofmy thoughts on leadership:

Dietrich Bonhoffer, Madam Guyon,Hudson Taylor, John Maxwell

scripture as standard objectivetruthchurch leaders having great

impact over an extended period oftime reaching lost peoplebooks, web sites, seminars; Bill

Hybels, Rick Warren (SaddlebackCommunity Church)


8/15



Leader Behavior Approach

A subcategory of the behavior approach to leadership theory focuses on identifying

effective leadership behavior (Yukl, 2002; p. 12). Descriptive theory explains typical

activities and describes why behaviors occur in particular situations. Prescriptive theory

explains the behaviors that leaders must exemplify to be effective (Yukl, 2002; p. 17).

Kouzes and Posner (1995) present a compelling model that combines descriptive and

prescriptive theories of effective leadership behavior. This serves as a useful and

particularly relevant model in comparing the responses of the three subject leaders.

Table 4 allocates the responses of the interviewees across the Kouzes and Posner

(1985) practices and commitments for exemplary leadership. Interview responses are to

the question What is your definition or concept of effective leadership?

Kouzes and Posner (1995; pp. 8-14) definefive fundamental practices:

1. Challenge the Process. This practice is about change: seeing the need for it,

defining it, convincing others that it is desirable, and ensuring its outcome.

Effective leaders continually seek innovative ways to accomplish objectives. This

involves questioning the status quo and leading the charge to take risks and

experiment to find better ways of doing things.

2. Inspire a Shard Vision. This practice is about getting others to see a common

hope for the future. Effective leaders envision the way things ought to be and

inspire others to share the dream and pursue it.


9/15



3. Enable Others to Act. This practice is about empowering others to make the

contributions necessary to achieve desired outcomes. Effective leaders enlist

others to make commitments and empower them to take action.

4. Model the Way. This practice is about showing others how to behave by personal

example. Effective leaders demonstrate desired behaviors through personal

example and dedication.

5. Encourage the Heart. This practice is about recognizing contributions and

celebrating victory. Effective leaders show people that they can win; this uplifts

people and draws them together as a team.


10/15


11/15


04-Mar-2002 Page11 of 15

Analysis of Similarities and Differences

The greatest similarityin interview responses among the three leaders is inthe behavior

approach to leadership theory and the associated model that Kouzes and Posner

proffer. Popular definitions of leadership include leadership is the process of influencing

others (Yukl, 2002; p. 7), leadership is influence nothing more, nothing less

(Maxwell, 1998; p. 13), and leadership is the art of mobilizing others (Kouzes and

Posner, 1985; p. 30). Kouzes and Posner (1985; p. 30) point out that leadership is a

study in relationships and the pertinent relationship is that between the leader and their

followers. Therefore, all leaders who have achieved success such as the three interview

subjects would naturally exhibit many characteristics of a model of successful

leadership behavior such as the Kouzes and Posner model. All three interviewees

expressed similar sentiments in these areas of the Kouzes and Posner model: Inspiring

a Shared Vision, Enabling Others to Act, and Modeling the Way practices.

Although not as strong, there were also similarities in the power and influence

leadership theory in the aspects of legitimate power and referentpower.These

similarities also seem natural because each leader holds a position of authority in their

respective organizational hierarchies and because each successful leader enjoys the

respect and admiration of their leaders, peers, and subordinates. Similarities in the traits

and skills leadership area are also not strong, but exist in the areas of energetic,

knowledgeable about the work, organized, and socially skilled.


12/15


04-Mar-2002 Page12of 15

While all three leaders share some similarity in exercising leadership in their

organizations, there are differences in the professional disciplines and work

environments in which they work. The CIO works in a environment where the goal is to

add value for profit in terms of a capitalistic production process, the Principal works in

an environment where the goal is to add value to young people in terms of learned

skills, and the Pastor works in an environment where the goal is to add eternal value to

people in terms of spiritual growth. There may also be differences in terms of the

management roles in which these leaders participate.

Some researchers differentiate between management and leadership. Management is

an authority relationship that exists between a manager and subordinates to produce

and sell goods and services and has predictable core processes that focus on

establishing goals, developing action plans and schedules, allocating resources,

organizing people to accomplish work, monitoring results, and dealing with problems

that arise. Leadership seeks to produce change by envisioning a future, establishing

strategies for achieving that future, and motivating people to pursue the vision (Yukl,

2002; p. 6). Additional aspects of management include a hectic pace, varied and

fragmented work, reactive activities, disorderly and political decision process (Yukl,

2002; pp. 22-26). It is clear that some managers act as leaders and some leaders act as

managers, and that a mix of the two roles is often necessary for effectiveness (Yukl,

2002; p. 5).

Certainly the three interviewees act as both managers and leaders according to the

preceding definitions. However, perhaps differentiating between the management and


13/15


04-Mar-2002 Page13of 15

leader roles in conjunction with the professional disciplines and work environments in

which the interviewees work can help explain the differences between responses. From

this perspective, the CIO would tend more toward the management role because of the

emphasis on authority relationships, selling of goods and services, and plans,

schedules, and resource allocation. The Pastor would tend more toward the leader role

because of the emphasis on producing change, envisioning a future, strategies, and

motivating people. The Principal would tend to be between these two extremes with

aspects of each role.

Although not definitive, the interviewee responses seem to support this categorization.

The CIO responses tend to emphasize authoritative organizational relationships,

knowledge and expertise, high activity level, and ability to make quick and appropriate

decisions. The Pastor responses tend to emphasize vision, strategy, and

communication. The Principal responses tend to emphasize a hectic pace, task

expertise, and interpersonal skills. The key challenges expressed by the interviewees

also support this categorization.

Analysis of Key Challenges

The key challenges expressed by the three interviewees differed substantially. The

differences in key challenges are due primarily to the differences in their professional

disciplines and work environments (as previously discussed). The CIO expressed key

challenges of achieving business growth targets, staffing, technological change,

generating cash to invest in deregulated businesses, intensive operational efficiency


14/15


04-Mar-2002 Page14of 15

issues (desktop support services, application portfolio, upgrades, disaster recovery),

partnering with deregulated business, educating executive staff. The Principal

expressed key challenges of meeting expectations of delivering more value than public

schools at less than half the money, charging tuition at less than cost, stretching the

dollar, conveying the mission of the school to parents, and getting parents to

understand what is going on in the culture. The Pastor expressed key challenges of the

people and change issues associated with being a missionary force in the community

and dealing with two entrenched cultures: the traditional church and the prevailing

culture of the unchurched world.

Conclusion

Although each interviewee deals with distinct differences in their professional disciplines

and work environments, all three interviewees responses on effective leadership

coincide primarily with the behavior approach. Their responses align with the model of

effective leadership as defined by Kouzes and Posner (1998).

It is interesting to note that the emphasis on interpersonal relationships inherent with

this behavioral model is consistent with biblical principals of character, integrity, and

empowerment.


15/15


04 Mar 2002 Page 15 of 15

References

Kouzes, J. & Posner, B. (1995). The Leadership Challenge. (2nd ed.). San Francisco:Jossey-Bass.

Maxwell, J. (1998). The 21 Irrefutable Laws of Leadership. Nashville: Thomas Nelson

Yukl, G. (2002). Leadership in Organizations. (5th ed.). Upper Saddle River: Prentice-Hall

thomasjinterviewp$4

Documents