dav white paper september 2015 - leadership by judy hofer

UNDERSTANDING LEADERSHIP

Sept2015

TRUSTED PARTNERS IN STRATEGIC STAFFING SINCE 1975 | www.dav.co.za

WHITE PAPER

BY JUDY HOFER, EXECUTIVE HEAD

D A VS T R A T E G I C S T A F F I N G S O L U T I O N S




TABLE OF CONTENTS

Understanding the Differences: Management vs. Leadership .............. 3

Core Leadership Theories ....................................................................... 5

Leadership Styles .................................................................................... 8

Challenges Facing Today’s Leaders ..................................................... 11

Traits of Great Leaders ......................................................................... 14

Conclusion ............................................................................................. 16

About DAV .............................................................................................. 16

About Judy Hofer, Executive Head ........................................................ 16

Resources ............................................................................................. 17




UNDERSTANDING THE DIFFERENCES: MANAGEMENT VS. LEADERSHIP

For the past 50 odd years there’s been an ongoing debate in academic circles as to the difference between leadership and management. Some people have argued that they are essentially the same thing. Others see them as separate, but offer different reasons why. All too often the comparison tends to cast managers in an unfavourable light as compared to leaders.

In fact, both are essential and fulfil a valuable function. They are necessarily linked and complementary and there are similarities – they both influence people and contribute to the success of an organisation – but they are quite different things. Of course, it’s not always easy to separate the two. In today’s economy, where value comes increasingly from the knowledge of people, a manager quite often demonstrates leadership qualities and leaders regularly take on management functions. In addition, people exhibit leadership qualities no matter their official title or level within the organisation.

So how are the roles different and how do they overlap? For clarity, let’s arrive at a definition of the essence of each role.

One of the best-known writers on both is Warren Bennis, who identifies the functions of a manager, in part, as one who administers, initiates, maintains, focuses on systems, relies on control, wants immediate results, asks how and when, and has an eye on the status quo. He identifies leaders as those who innovate, originate, initiate, develop, focus on people, inspire trust, have a long range view, ask what and why, have their eye on the horizon, and challenge the status quo.

In essence:• Leadership is setting a new direction or vision for a group that they

follow, i.e.: a leader is the spearhead for that new direction.

Both are essential and fulfil a valuable function. They are necessarily linked and complementary and there are similarities – they both influence people and contribute to the success of an organisation – but they are quite different things.

http://www.warrenbennis.com/




• Management controls or directs people/resources in a group according to principles or values that have been established.

Lets look at some of the essential differences:

MANAGER LEADER

Make up of role Stability Change

Decision-making Makes Facilitates

Approach Plans detail around constraints Sets and leads direction

Vision Short-term: today Long-term: horizon

Control Formal influence Personal charm

Appeals to The head The heart

Culture Endorses Shapes

Action Reactive Proactive

Risk Minimises Takes

Rules Makes Breaks

DirectionExisting direction/keeps status quo

New direction/challenges the norm

Values Results Achievement

Concern Doing the thing right Doing the right thing

Focus Managing work Leading people

Human Resource Subordinates Followers

When all is said and done, however, there are many terms used to identify leaders and managers that are more synonymous than differentiating. Motivating various levels of staff, encouraging productivity and creativity, maintaining organisational stability, and balancing external change with internal culture, are some of the ways leadership and management are inextricably linked. To be a strong leader and/or manager, individuals must adhere to rigorous personal development, believe in their own humility, constantly grow from a continuum of experiences, and always be guided by their own instincts and values.

To be a strong leader and/or manager, individuals must adhere to rigorous personal development, believe in their own humility, constantly grow from a continuum of experiences, and always be guided by their own instincts and values.




CORE LEADERSHIP THEORIES

Mankind has long been fascinated with what, exactly, makes one person emerge as a leader over others. Personality? Character? The situation? It’s only been since the mid 19th century or so, however, that we have formalised this fascination into theoretical exploration. Early leadership theories focused on what qualities distinguished leaders from followers, while subsequent theories looked at variables such as situational factors and skill levels. Eight major theories, commonly categorised by which aspect is believed to define the leader the most, have emerged:

1. Great Man Theory. Originally proposed by Thomas Carlyle in the 1840’s, the Great Man theory assumes that leadership is inherent; that great men are born not made – they are destined from birth to emerge as leaders. The term ‘Great Man’ was used because, at the time, leadership was thought of primarily as a male quality, and leaders were often ascribed the qualities of mythical heroes.

Great Man theory did much to establish and reinforce popular support for trait-based leadership thinking then, and for many years afterwards.

Mankind has long been fascinated with what, exactly, makes one person emerge as a leader over others. Personality? Character? The situation?




2. Trait Theory. Similar to Great Man theory, trait theory assumes people are born with inherent traits, some of which are particularly suited to leadership and those with the right (or a sufficient) combination of the right traits will make good leaders. The focus is on discovering what these traits are, often by studying successful leaders. Indeed distinct traits DO arise in the profiles of effective leaders and in the way that followers desire to be led, however, this does not alone adequately explain what effective leadership is or how it can be developed.

General acceptance of trait-based leadership theory remained virtually unchallenged for around a hundred years.

3. Behavioural Theory offers a new perspective – that leadership is based on definable, learnable behavior: leaders are made, rather than born. This theory looks at what leaders do rather than who they are. This implies that anyone can learn to be a leader simply by learning how to behave like one: a remarkable shift. Behavioural theory divides leaders into two categories: those concerned with task and those concerned with people.

4. Participative Theory suggests the ideal leadership style is one that takes others into account. The assumptions, as summarised by changing minds, are: � Involvement in decision-making improves understanding of the

issues by those who must carry out the decisions. � People are more committed to actions where they have been

involved in the relevant decision-making. � People are less competitive and more collaborative when they

are working on joint goals. � When people make decisions together, the social commitment

to one another is greater and thus increases their commitment to the decision.

� Several people deciding together make better decisions than one person alone.

Behavioural theory implies that anyone can learn to be a leader simply by learning how to behave like one: a remarkable shift.

changingminds.org




5. Situational Theory proposes that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate. In other instances where group members are skilled experts, a democratic style would be more effective.

6. Contingency Theory. Similar to situational theory, contingency theory proposes that success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation: there is no one best way of leading – a leadership style effective in some situations may not be successful in others. The main difference is that situational theory focuses more on the behaviours the leader should adopt, given situational factors (often about follower behavior), whereas contingency theory takes a broader view that includes contingent factors about leader capability and other variables within the situation.

7. Transactional Theory bases leadership on a system of reward and punishment. Transactional leadership is often used in business: when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. Additional assumptions are: � Social systems work best with a clear chain of command. � When people have agreed to do a job, part of the deal is that they

cede all authority to their manager. � The prime purpose of a subordinate is to do what their manager

tells them to do.

8. Transformational Theory. The essence of transformational theory is that leaders transform their followers through their inspirational nature and charismatic personalities. They inspire followers to change expectations, perceptions and motivations to work towards common goals. Overall, they balance their attention between action that creates progress and the mental state of their followers.

Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation: there is no one best way of leading – a leadership style effective in some situations may not be successful in others.




Perhaps more than other approaches they are people-oriented and believe that success comes first and lasts through deep and sustained commitment.

The leadership field has made great strides forward since the 1840’s in uncovering whether leaders are born or made, how followers affect how successful leaders can be, how some charismatic leaders build up societies and others destroy them, as well as what impact leading through technology has on individual and collective performance. Where leadership theory and research will take us over the next decade is indeed intriguing.

LEADERSHIP STYLES

Leadership styles are not fixed in place, cast in stone for all time and permanently attached to an individual’s personality. They are inter-changeable: the best leaders know that different styles are applicable to different situations and to different people and will choose the style best suited to get the desired results. It’s probably true to say, however, that each leader has an instinctive, dominant style. Let’s look at some of the main leadership styles:

The leadership field has made great strides forward since the 1840’s in uncovering whether leaders are born or made. Where leadership theory and research will take us over the next decade is indeed intriguing.




AutocraticUseful for when there’s no need for team input or input will not change the end decision, this style has the leader making decisions without consulting anyone and has been shown to be the most demotivating.

DemocraticBuilds consensus through participation and is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal. It is not the best choice when a quick decision is called for.

Laissez-FaireLeaders offer support and advice but largely give the team freedom in how they manage their work. Very high job satisfaction for people with high autonomy but damaging for people who don’t manage their time well or need additional knowledge, skills or motivation to get their job done well.

VisionaryMoves people towards a shared vision and openly shares information, telling them where to go but not how to get there. This style is best when a new direction is needed but can fail when trying to motivate more experienced experts or peers.

CoachingThis style connects wants to organisational goals, helping people find strengths and weaknesses and tying these to career aspirations and actions. This style is good when delegating challenging assignments, demonstrating faith that demands justification leading to high levels of loyalty. Done badly, this style looks like micromanaging.

AffiliativeA very collaborative style focused on emotional needs over work needs, creating people connections and harmony. Often used alongside visionary leadership, it’s useful for healing rifts and getting through stressful situations but used badly allows for the avoidance of emotionally distressing situations such as negative feedback.

The coaching style connects wants to organisational goals, helping people find strengths and weaknesses and tying these to career aspirations and actions.




Pace-settingThis ‘do as I do’ style expects and personifies excellence and self-direction. Great if staff are already highly skilled and self-motivated and quick results are needed. Over the long-term though, this style can lead to exhaustion and decline.

CommandingSoothes fears and gives clear direction, expects full compliance (agreement is not needed). This approach is best in times of crisis when safety is at stake or you need rapid, unquestioned compliance and with problem employees who do not respond to other methods. It should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.

Bureaucratic LeadershipRigorous rule-followers, this leader ensures that people follow procedures precisely.

Appropriate for managing people who perform routine tasks or for work involving serious safety risks or large sums of money, this style is much less effective when flexibility, creativity, or innovation are called for.

TransformationalThis style is exemplified by integrity, self-awareness, empathy, humility and high emotional intelligence. Tranformational leaders motivate people and communicate well. They set clear goals, have excellent conflict resolution skills and hold themselves accountable for their actions.

CharismaticCharismatic leadership resembles transformational leadership: both types of leaders inspire and motivate team members. The difference lies in their intent. Transformational leaders want to transform their teams and organisations, while charismatic leaders often focus on themselves and their own ambitions.

If you’d like to identify your instinctive leadership style, here’s a handy online quiz.

Tranformational leaders motivate people and communicate well. They set clear goals, have excellent conflict resolution skills and hold themselves accountable for their actions.

http://www.yourleadershiplegacy.com/assessment/assessment.php

http://www.yourleadershiplegacy.com/assessment/assessment.php




CHALLENGES FACING TODAY’S LEADERS

The life of modern-day leaders is more demanding than ever. Internally, they need to motivate diverse groups of people, work across organisational boundaries, improve efficiency and achieve growth. Externally, they face a complex and globalised environment in which they have to keep ahead of competitors and exceed the expectations of other stakeholders.

According to a survey conducted at the Center for Creative Leadership, involving 763 leaders across seven countries, there are six primary leadership challenges facing all leaders no matter where they are in the world:

• Developing managerial effectiveness: The challenge of developing relevant skills; such as time management, prioritisation, strategic thinking, decision-making, and getting up to speed with the job; to be more effective at work.

• Inspiring others: The challenge of inspiring or motivating others to ensure they are satisfied with their jobs and motivated to work smarter.

• Developing employees: The challenge of developing others, especially through mentoring and coaching.

The life of modern-day leaders is more demanding than ever. Internally, they need to motivate diverse groups of people, work across organisational boundaries, improve efficiency and achieve growth. Externally, they face a complex and globalised environment.

http://www.ccl.org/Leadership/pdf/research/ChallengesLeadersFace.pdf




• Leading a team: The challenge of team-building, team development, and team management.

• Guiding change: The challenge of managing, mobilising, understanding, and leading change.

• Managing internal stakeholders and politics: The challenge of managing relationships, politics, and image, such as gaining managerial support and getting buy-in from other departments, groups, or individuals.

These are difficult challenges, and many leaders feel ill-prepared to tackle them. The most frequently mentioned challenge is developing managerial effectiveness. Here are some recommendations:

• Goal-setting is important. Be proactive in setting goals, as well as timelines and deadlines which are required to meet those goals.

• Delegate more. Delegating can, in fact, make you more productive. The act of delegation can also empower the people to whom you have given work.

• Work on tasks that maximise your unique value-add. There will always be important tasks that only you can do. These are the tasks on which you should focus as you will maximise your specific value to the organisation. Everything else, try to delegate.

• Gain some role clarity. Understand what your work does and does not entail. With that, you may have to practice and be comfortable saying ‘no’.

The division between task- and relationship-oriented leadership has long been a challenge. Three of the challenges, namely inspiring others, developing employees and leading a team; are all related to the relationship-oriented part of leadership. Here are some considerations:

• Take an active role in mentoring, coaching, and developing others. Provide challenging opportunities, broadcast successes to upper management and empower others to increase their area of competence. Support your employees by providing guidance and feedback.

• Meet the needs of your employees. It’s not just making sure your employees have the right software or enough office supplies. You also

Leaders face many difficult challenges, and many leaders feel ill-prepared to tackle them.




have to meet their psychological and social needs. • Manage team effectiveness. Make sure your team has a clear purpose,

strong support, and effectively shares information among the group and with important stakeholders outside the group.

Guiding change is a key challenge for leaders. Organisations exist in a VUCA world (volatile, uncertain, complex, and ambiguous) and leaders need to be adept at managing, mobilising, leading, and dealing with change. Some suggestions include:

• Try it, you might like it. It’s natural that people don’t like change. Leaders should try to transform their own thinking, and be more open to fresh ideas. People may witness that shift in attitude and embrace change.

• Embrace emotional reactions to change. It’s not enough to use rational arguments. Leaders also need to be sensitive to employees’ emotions and show empathy.

• Since you cannot be clairvoyant, be clear. Nobody can tell others what the future holds, but you can definitely tell others about the present and what you’re doing to reach the desired future stage.

Another frequent challenge is managing internal stakeholders and politics. To more effectively accomplish this, leaders need to develop and enhance their political savvy, defined as ‘the ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organisational objectives.’ There are several ways to do this:

• Mingle strategically and build strong networks and relationships. • Manage up. Proactively keep your boss informed: the struggles you

and your team are having, and what is going well. • Read the situation. Observe and gather information from others

and the environment. • Leave people with a good impression. Being politically savvy is

not being manipulative. Having integrity and being authentic are

Guiding change is a key challenge for leaders. Organisations exist in a VUCA world (volatile, uncertain, complex, and ambiguous) and leaders need to be adept at managing, mobilising, leading, and dealing with change.




of the utmost importance. Get feedback on how your message and behaviour really come across to others. Avoid gossiping. Keep confidences. Deliver on the promises you make.

TRAITS OF GREAT LEADERS

The path to leadership isn’t an easy one. In the past, managers were expected to maintain the status quo in order to move ahead, but today’s leaders are expected to be visionary. Through good times, stressful times and terrible times, great leaders must be both learners and teachers, foresee paradigm changes in society, have a strong sense of ethics and work to build integrity in their organisations. Here are some key qualities that good leaders tend to possess:

• Emotional stability. Good leaders tolerate frustration and stress, are well-adjusted and have psychological maturity.

• Self Assurance. They tend to be free of guilt, have little or no need for approval and are usually unaffected by prior mistakes or failures.

• Enthusiasm and Optimism. The very best leaders are usually active, alert, expressive, energetic, optimistic, open to change and they tend to be uninhibited.

The path to leadership isn’t an easy one. In the past, managers were expected to maintain the status quo in order to move ahead, but today’s leaders are expected to be visionary.




• Conscientiousness. Leaders usually have a very high standard of excellence and an inward desire to do their best. They also have a need for order and tend to be very self-disciplined.

• Honesty. Strong leaders are extremely ethical and believe that honesty, effort and reliability form the foundation of success.

• Accountability. Extraordinary leaders take responsibility for everyone’s performance, including their own.

• Tough-mindedness. Good leaders are practical, logical and to-the-point. They tend to be low in sentimental attachments and comfortable with criticism.

• Focus. Extraordinary leaders plan ahead and think through multiple scenarios and the possible impact of their decisions.

• Ability to Delegate. Good leaders avoid micromanagement. They decide what strengths each employee possesses and assign them tasks that best fit those strengths.

• Communication. They consistently communicate work expectations and give constructive feedback.

Beyond these basic traits, leaders of today also possess traits which help them motivate others and lead them in new directions:

• Intuitiveness. Rapid changes in the world today combined with information overload result in an inability to ‘know’ everything. Good leaders know the value of using their intuition and trusting their gut when making decisions.

• Team orientation. Business leaders today put a strong emphasis on team work. Instead of promoting an adult/child relationship with their employees, leaders create an adult/adult relationship which fosters team cohesiveness.

• Charisma. Leaders who have charisma are able to stimulate strong emotions in their employees by defining a vision which unites and motivates them.

• Humor. Although not a requirement, a sense of humor goes a long way in leadership. It helps create a positive work environment and enhances a feeling of camaraderie.

Leaders of today also possess traits which help them motivate others and lead them in new directions.




ABOUT DAV

As leaders in specialist recruitment since 1975, DAV employs over 120 people with national representation in S.A., blue chip clients across Africa (many have been with us since the beginning) and top quality candidates who trust us with every step of their careers. We form a fundamental part of the Adcorp Group, Africa’s largest human capital group, and offer expert recruitment across many areas of specialisation.

ABOUT JUDY HOFER, EXECUTIVE HEAD

Judy has 36 years’ experience in HR, Marketing and Recruitment and extensive management experience gained as an EXCO member with large listed and non-listed companies. A highly successful consultant herself, Judy is a passionate Team Leader within our Johannesburg Commercial and Foreign Languages Divisions. Judy loves to share her knowledge and expertise and is passionate about mentoring others.

CONCLUSION

Great leaders always have a definite purpose and a plan for attaining it. They surround themselves with talented people who share their vision.

DAV, a leader in specialist recruitment, is available to assist. Please get in touch [email protected] access our website:www.dav.co.za

mailto:marketing%40dav.co.za?subject=Please%20contact%20me

http://www.dav.co.za/




RESOURCES

1. Leadership and Management: What is the Difference? – Steve Myers, Team Technology

2. Leadership vs. Management – ChangingMinds.org 3. Leadership vs. Management – Diffen.com4. Leadership vs. Management | Focus on Leadership and

Management – Ernie DiMattia, Library Journal5. Leadership: Current Theories, Research and Future Directions –

Bruce J. Avolio, Fred O. Walumbwa and Todd J. Weber6. Core Leadership Theories – MindTools7. Leadership Theories – Changing Minds8. The 8 Major Leadership Theories – Kendra Cherry, Psychology

Expert, about.com9. Leadership Theories – Leadership-central10. Leadership Theories – Business Balls11. 6 Leadership Styles and When you Should Use Them – Robyn

Benincasa, Fast Company12. 8 Common Leadership Styles – Rhea Blanken, FASAE13. Leadership Styles – Changing Minds14. 6 Emotional Leadership Styles – Changing Minds15. Leadership Styles – Kendra Cherry, Psychology Expert,

about.com16. 31 Traits all Great Leaders Share – Richard Feloni,

Business Insider17. Top 10 Qualities that Make a Great Leader – Tanya Prive, Forbes18. The 9 Traits that Define Great Leadership – Peter Economy, Inc

http://www.teamtechnology.co.uk/leadership/management/overview/

http://www.teamtechnology.co.uk/leadership/management/overview/

http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

http://www.diffen.com/difference/Leadership_vs_Management

http://lj.libraryjournal.com/2013/01/opinion/focus-on-leadership-and-management/leadership-vs-management-focus-on-leadership-and-management/#_

http://lj.libraryjournal.com/2013/01/opinion/focus-on-leadership-and-management/leadership-vs-management-focus-on-leadership-and-management/#_

http://www.annualreviews.org/doi/pdf/10.1146/annurev.psych.60.110707.163621

http://www.annualreviews.org/doi/pdf/10.1146/annurev.psych.60.110707.163621

http://www.mindtools.com/pages/article/leadership-theories.htm

http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm

http://psychology.about.com/od/leadership/p/leadtheories.htm

http://psychology.about.com/od/leadership/p/leadtheories.htm

http://www.leadership-central.com/leadership-theories.html#axzz3RWoUZMHF

http://www.businessballs.com/leadership-theories.htm

http://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them

http://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them

http://www.asaecenter.org/Resources/ANowDetail.cfm?ItemNumber=241962

http://www.changingminds.org/disciplines/leadership/styles/leadership_styles.htm

http://www.changingminds.org/disciplines/leadership/styles/six_emotional_styles.htm

http://psychology.about.com/od/leadership/a/leadstyles.htm

http://psychology.about.com/od/leadership/a/leadstyles.htm

http://www.businessinsider.com/traits-of-great-leaders-2014-12

http://www.businessinsider.com/traits-of-great-leaders-2014-12

http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that-make-a-great-leader/

http://www.inc.com/peter-economy/the-9-traits-that-define-great-leadership.html

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dav white paper september 2015 - leadership by judy hofer

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