Download - 4-6. Leadership Paradigms
International Section | Centre for Defence Leadership & Management | College of Management & Technology
4-6. Leadership Paradigms
SLP(E) Course
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Contents
• What is Leadership?
• Leadership Theories.
• Leadership & Followership.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
What is Leadership?
Leadership Paradigms
International Section | Centre for Defence Leadership & Management | College of Management & Technology
What is leadership?
“One of the most observed & least understood phenomena on earth” James Burns (1978).
"A leader shapes and shares a vision which gives point to the work of others." Charles Handy (1992).
"A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be." Rosalynn Carter, US First Lady (b.1927) .
"Be willing to make decisions. That's the most important quality in a good leader." General George S. Patton Jr.
"As we look ahead into the next century, leaders will be those who empower others." Bill Gates.
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International Section | Centre for Defence Leadership & Management | College of Management & Technology
What is leadership?
• Can you feel leadership?– Emotion | Relationship.
• Can you describe leadership?– Process.
• Can you define leadership?– Phenomenon (Fact or situation that exists).
• Can you measure leadership?– Activity.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
EtymologyOrigin of word & use
• Old German ‘Lidan’ | TO GO.• Old English ‘Lithan’ | TO TRAVEL.• To show the way, to guide.• To cause to act, think, feel or behave in a
certain way.• To initiate action.• To go at the head.• The principal role.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
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Leadership References
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership ‘words’
visionary
personality and character
inspire
team
no prescription Variety of stylessituation
transform
understands him/herself
people
Understands people
Understands environment
privileged
example
persuasioncompulsion
International Section | Centre for Defence Leadership & Management | College of Management & Technology
MANAGEMENT
Leadership
AuthorityCommand
Power
LEADERSHIP
Discipline
Influence
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership is visionary; it is the projection of personality & character to inspire the team to
achieve the desired outcome. There is no prescription for leadership and no prescribed style of leader. Leadership is a combination of example,
persuasion & compulsion dependent on the situation. It should aim to transform & be underpinned
by individual skills and an enabling ethos. The successful leader is an individual who understands
him/herself, the organisation, the environment in which they operate & the people that they are privileged to
lead.
Leadership Definition
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Command, Leadership & Management
Command
Leadership Management
Relationship?
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International Section | Centre for Defence Leadership & Management | College of Management & Technology
Command
• Position of authority & responsibility.
• Legally appointed.
• Leadership & management are key components.
• Commanders are not leaders until their position has been ratified in the hearts & minds of those they command.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Management
• Allocation & control of resources (human | materiel | financial) to achieve objectives.
• Capability to deploy a range of techniques & skills to plan, organise & execute the business of defence.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Personal Power
LEADERSHIP
Command
MANAGEMENT•Stuff
•Numbers
Authority
Positional Power
LEADERSHIP
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Leadership vs Management
• ‘Leaders conquer the context…. managers surrender to it.
• The manager administrates; the leader innovates.• The manager focuses on systems and structures;
the leader focuses on people. • The manager relies on control; the leader inspires
trust. • The manager has a short-range view; the leader
has a long range perspective. • Managers do things right; leaders do the right
things.’ Warren Bennis | 1994
International Section | Centre for Defence Leadership & Management | College of Management & Technology
LEADERSHIP
Change
MANAGEMENT
MaintenanceControl
OrganisationEvaluation
MonitoringTraining
AnalysisPlanning
DecisivenessExample
Innovative challenge
Articulate vision & valuesTeam Building
Recognition & support
Personal strength & Sensitivity Empowerment
Inspiration
Leadership & Management Relationship
Systems & processes
Behaviours & styles
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Larry Page President of
Products
Sergey Brin President of Technology
Dr Eric Schmidt | Chairman & CEO
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“…Managers are necessary: Leaders are essential….
Leadership is of the spirit, compounded of personality &
vision……
Management is of the mind, more a matter of accurate
calculation, statistics, timetables & routine…”
Field Marshall Bill Slim (1944)
About People
About Things
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Learning Leadership
• Aristotle’s Nicomachean Ethics 340BC.– Written for son Nicomachus.– How problems dealt with depends upon how they
are interpreted.• Learning of leadership:
– Not just a body of theoretical knowledge | episteme &
– Not just captured by replicable skills | techné but – Also practical wisdom | phronesis.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership Development
• Leadership is a skill.
• Some people have more natural talent, but…
• Skills can be developed through practise.
• What to practise & how?– Leadership Models
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International Section | Centre for Defence Leadership & Management | College of Management & Technology
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership Theories
Leadership Paradigms
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Utility of Theory
• ‘It (theory) does not necessarily require to be a direction for action …it is an analytical investigation of the subject that leads to an exact knowledge…it then becomes a guide…it lights up the road for him (sic), facilitates his progress, educates his judgement and shields him from error…each person in succession may not have to go through the same labour of clearing the ground and toiling through the subject…it should educate the mind of the future leader…or rather guide him in his self instruction but not accompany him to the field of battle’.
Carl Von Clausewitz. On War
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership Thinking
• Can be separated into two traditions:
• The Great Man Tradition:– Opinions of gurus, generals & former CEOs.
• The Academic Tradition:– Empirical research, largely from the US.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
The Great Men
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The Academics
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Recommended Reading
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership Thinking
• Great Man Tradition:– Entertaining but unscientific.
• Academic Tradition:– Scientific but often difficult to understand or
see the immediate relevance.– Considerable differences between the
disciplines.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Evolution of management theory
Scientific Management
Mary Parker Follett
Human Relations Movement
Organisational Behaviour
1911300 BC
Administrative Management
The Classical Perspective The Behavioural Perspective The Quantitive Perspective
Management Science
Integrating Perspectives Contemporary Management Thought
Operations Management
Systems Perspective
Contingency Perspective
IntegratingFramework
Type Z Model
Excellence Business process Re-engineering
1933
F W TaylorThe Gilbreths
GanttEmerson
Henri Fayol Elton MayoMaslow
McGregorLikert
1950-60s
Leadership Theory
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Evolution of Leadership theory
Motivational Theory
Mayo’s Hawthorn Studies 1933George Homans 1950Maslow’s hierarchy of Needs 1954McGregor’s X&Y Theory 1960Fredrick Herzberg 1959/66Chris Argyris1970
The Great Man Theory Trait Theory Universal Theories
Ohio State Research 1950’sMichigan State University-R Likert 1961/67Blake & Moulton ‘Managerial Grid’ 1964
The Contextual/Behavioural Factor
Hersey & Blanchard 1985
The Functional Approach
John Adair
The Situational Approach
StogdillR Tannenbaum & WH Schmidt19 58/73VH Vroom & PW Yetton 1973Hersey & Blanchard 60’s - 93
Power & Influence Theory
JRP French & BH Raven 1959BM Bass 1960A Edzoni 1961JP Kotter 1982
Participative Leadership& Decision Making Theory
G Yukl 1970/80s
Charismatic Leadership Theory
RJ House 1976/77
Transformational Theory
JM Burns 1978BM Bass 80s-90s
Contemporary Thinking
Thomas Carlyle 1850sSir Francis Galton 1869
Jenkins 1947Stogdill 1948Goldbach 1985
HomerAsokaConfuciusPlatoAristotleMachiavelli
ContingencyTheory
F Fiedler 1970s
Servant leadership theory
Robert Greenleaf
...
...
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Great Man Theory
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Trait Theory
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Trait TheoryTraits
• Adaptable to situations.• Alert to social environment.• Ambitious & achievement-
orientated. • Assertive. • Cooperative. • Decisive. • Dependable. • Dominant (desire to influence
others). • Energetic (high activity level). • Persistent. • Self-confident. • Tolerant of stress. • Willing to assume responsibility.
Skills• Clever (intelligent).• Conceptually skilled.• Creative. • Diplomatic and tactful. • Fluent in speaking. • Knowledgeable about group task • Organised (admin ability).• Persuasive.• Socially skilled.
Stogdill | 1974
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Universal Theories
Concern for task
Co
nce
rn f
or
peo
ple
HighLow Medium
Hig
hL
owM
ed
ium
Country ClubFocus on needs of people for
satisfying relationships leads to a comfortable, friendly
atmosphere & work tempo
ImpoverishedExertion of minimum effort to
get required work done to sustain organisation.
Middle-of-the-RoadAdequate performance
possible by balancing work with maintaining moral at a
satisfactory level.
TeamCommitted people; linked through common stake in
organisation’s purpose. Trust & respect.
Authority ComplianceEfficient operations by
arranging work conditions so that human elements interfere
as little as possible.
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Adair’s Functional Approach
Task
Team Individual
Context
Areas of need
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Transactional/Transformational Leadership
• Transactional leaders: BUY followers.• Transformational leaders: INSPIRE followers.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Transactional Leadership
• An exchange of inducements between leader & led for fulfilment of tasks:– Contingent Reward.– Management by Exception.– No mutuality or pursuit of a higher purpose.– Not likely to be enduring.– Realisation of goals thro’ meeting ‘wants’.– Honesty, fairness & honouring of commitments.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Transformational Leadership
• Transcends self interest for good of group | long term not short term needs | aware of what is really important:– Concerned with end values: liberty, justice, equality.– Charismatic leadership or Idealized Influence.– Inspirational Motivation.– Individualised Consideration. – Intellectual Stimulation | higher plane of arousal– Change to Maslow’s hierarchy of needs.– Most likely to emerge in times of stress & change.
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Don’t mess with my Leadership!
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Situational Approach
Task Behaviour
Rel
atio
nsh
ip B
ehav
iou
r High Relationship& Low Task
Low Relationship& Low Task
High Task &Low Relationship
High Task &High Relationship
(high)
(high)
(low)
Supporting Coaching
Delegating Directing
Maturity of Followers
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Context/Style of Leadership
• Visionary: when a new vision is required.• Coaching: connects personal needs with
organisational goals.• Affilliative: to heal rifts in the team | people
come first.• Democratic: to build buy in | get valuable input.• Pacesetting: lead by example. • Commanding: in a crisis | to kick-start a
turnaround.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Goleman’s Leadership Styles
• Coercive• Authoritative• Affiliative• Democratic• Pace-setting• Coaching
Use the ‘style’ to meet the challenge
Crisis
Change
Heal rifts
Get buy-in
Quick results
Improve performance
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International Section | Centre for Defence Leadership & Management | College of Management & Technology
Authentic Leadership
Self Awareness Ethical Virtue
Self Regulation Ethical Actions
AuthenticLeadership
Psychological Self Philosophical Self
Thoughts & values
Actions & behaviours
http://www.keyleadership.com/Downloads/Authentic%20Leadership%20Development%20.pdf
International Section | Centre for Defence Leadership & Management | College of Management & Technology
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership & Followership
Leadership Paradigms
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Toxic Leadership
“ Destructive leaders are focused on short-term mission accomplishment. They provide superiors
with impressive articulate presentations and enthusiastic responses to missions. But they are unconcerned about, or oblivious to, staff or troop
morale and/or climate. They are seen as self serving”
Anon, Staff College Discussion
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Toxic Leadership
• Bright, energetic individuals with a reputation for ‘getting the job done’.
• Strategic issue: ‘not normally addressed until there is a public spectacle’
• EQ attributes:– Arrogant | self centred | ultimately
dysfunctional.– Insensitivity.– Uncontrolled ambition.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Dealing with a toxic leader
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Sources of toxicity at work
• Intention: Malice.• Incompetence: Weakness.• Infidelity: Betrayal.• Insensitivity: Emotional unintelligence.• Intrusiveness: Charismatic control.• Institutional: Policies & practices.• Inevitability: Leadership | trauma |
jolts.
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Political Behaviour
Baddeley & James
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The Trust Equation:
Trustworthiness =
Credibility x Reliability x Intimacy Self-Orientation
Trust
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Creating Trust
Engage Frame Commit
Listen Envision
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Destructive Assent
Situation:• January 13 1982, a freezing-cold day.• Air Florida 90 (‘Palm 90’), due out from Washington DC at 1415 hrs.• Crew:
– Captain Larry Wheaton – SENIOR.– 1st Officer Roger Pettit – JUNIOR.
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International Section | Centre for Defence Leadership & Management | College of Management & Technology
Destructive Assent
Take-off check list commences
• Pettit: Air conditioning & pressurization?
• Wheaton: Set
• Pettit: Engine anti-ice?
• Wheaton: Off
1559 Cleared for take off & throttles open
• Pettit: ‘It’s real cold, real cold’
• Wheaton: It’s spooled. Real cold, real cold.
• Pettit: God, look at that thing. That doesn’t seem right, does it? Uh, that’s not right.
• Wheaton: Yes, there’s 80
• Pettit: Naw, I don’t think that’s right. Ah, maybe it is.
• Wheaton: 120
• Pettit: I don’t know
• Wheaton: V1. (Lift off, but nose rises too quickly) Easy. V2
1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14th Street Bridge;
6 survivors
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International Section | Centre for Defence Leadership & Management | College of Management & Technology
Destructive Assent
Take-off check list commences
• Pettit: Air conditioning & pressurization?
• Wheaton: Set
• Pettit: Engine anti-ice?
• Wheaton: Off
1559 Cleared for take off & throttles open
• Pettit: ‘It’s real cold, real cold’
• Wheaton: It’s spooled. Real cold, real cold.
• Pettit: God, look at that thing. That doesn’t seem right, does it? Uh, that’s not right.
• Wheaton: Yes, there’s 80
• Pettit: Naw, I don’t think that’s right. Ah, maybe it is.
• Wheaton: 120
• Pettit: I don’t know
• Wheaton: V1. (Lift off, but nose rises too quickly) Easy. V2
1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14th Street Bridge;
6 survivors
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Constructive Dissent
• Winston Churchill (PM).
• General Brooke (Chair of UK Chiefs of Staff)
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Constructive Dissent
• Brooke on Churchill:‘…genius mixed with an astonishing lack of vision – he is quite the most difficult man to work with…’
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Constructive Dissent
• Churchill on Brooke:– ‘When I hit the table & push my face towards
him, what does he do? He hits the table harder & glares back at me!’
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Emotional Intelligence (EQ)
“The capacity for recognising our own feelings and those of others, for motivating ourselves and for managing emotions well
in ourselves and in our relationships. Abilities distinct from but complementary to academic intelligence, the purely cognitive capacity measured by IQ (Intelligence).”
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EQ Competences
Personal CompetencePersonal Competence Social CompetenceSocial CompetenceSelf-AwarenessSelf-Awareness
• Emotional Self-AwarenessEmotional Self-Awareness• Accurate Self-AssessmentAccurate Self-Assessment• Self-ConfidentSelf-Confident
Social AwarenessSocial Awareness
• EmpathyEmpathy• Organisational AwarenessOrganisational Awareness• Service OrientationService Orientation
Self-ManagementSelf-Management
• Emotional self-controlEmotional self-control• TransparencyTransparency• AdaptabilityAdaptability• AchievementAchievement• InitiativeInitiative• OptimismOptimism
Relationship ManagementRelationship Management
• Developing OthersDeveloping Others• Inspirational LeadershipInspirational Leadership• InfluenceInfluence• Change CatalystChange Catalyst• Conflict ManagementConflict Management• Teamwork and CollaborationTeamwork and Collaboration
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IQ
EQ CQ
Effective Contemporary Leader
Emotionally aware Culturally attuned
Political Ethical
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Fitness to Lead
‘It is that intangible force which will move a whole group of men to give their last ounce to achieve something without counting the cost to themselves; that makes
them feel they are part of something greater than themselves’
Field Marshal Slim
Emotionally | Intellectually | Ethically Physically | Professionally
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4-6. Leadership Paradigms
SLP(E) Course