strategic leadership

International Section | Leadership & Management Division | College of Management and Technology

Strategic Leadership

MDWSC Georgia

Nov/Dec 2011

Colonel Andrew Cliffe

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Leadership Contents

• What is leadership?

• Leadership models.

• Personality & leadership.

• Teams & leadership.

• Strategic leadership.

• UK Leadership Centre.

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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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MANAGEMENT

Leadership

AuthorityCommand

Power

LEADERSHIP

Discipline

Influence

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Command, Leadership & Management

Command

Leadership Management

Relationship?

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Command, Leadership & Management

• Command:– Legally appointed position of authority.

• Leadership:– Combination of example, persuasion & compulsion.– Projection of personality & character to inspire a team to achieve

the desired outcome. – Visionary.

• Management:– Allocation & control of resources (human, materiel and financial)

to achieve objectives.– Planning, organisation & execution of the business of Defence.

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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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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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Leadership Models

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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

...

...

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Great Man Theory

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Trait Theory

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Trait Theory

• Integrity• Vision• Communications• Decision-making• Humility• Innovation• Professional

knowledge• Courage

• Sense of humour• Intelligence• Sensitivity• Character• Personality• Charisma• Shouting & waving

your arms about

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Adair’s Functional Approach

Task

Team Individual

Context

Areas of need

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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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Burn’s Transactional/Transformational

Leadership

• Transactional leaders: BUY followers.• Transformational leaders: INSPIRE followers.

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Personality & Leadership

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Personality & leadership

• The Five Factor Model:– Neuroticism (sensitivity).– Extraversion (expressive).– Agreeableness.– Openness to experience.– Conscientiousness.

Digman, 1990

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• Myers-Briggs Type Indicator (MBTI):– Focus of attention & energy:

• EXTRAVERT – INTROVERT

– Source of information & perspective:• SENSING – INTUITIVE

– Decision making:• THINKING – FEELING

– Approach to life:• JUDGING – PERCEIVING

• Dominant function.

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• Myers-Briggs Type Indicator (MBTI):

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ENTJESFJ ENFJ

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College of Management and Technology

INTJ – ‘The Scientist’

• INTJs live in the world of ideas and strategic planning. They value intelligence, knowledge, and competence, and typically have high standards in these regards, which they continuously strive to fulfill. To a somewhat lesser extent, they have similar expectations of others.

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360 Degree Reporting

Boss

Subordinates

Peers PeersYou

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Psychometric testing

• Things that you learn:– More about yourself & what you need to

improve.– More about other people:

• They’re not just doing it to annoy you!• Strengths & weaknesses in your team.

– What is happening when things go wrong:• The Dark side!

• Reluctance amongst military.

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Teams & Leadership

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Team Psychometrics

• Belbin’s 8 Team Roles:– Chairman: best use of resources.– Shaper: sets objectives & priorities.– Plant: new ideas & strategies.– Company Worker: ideas & practical suggestions.– Team Worker: communications & team spirit.– Monitor-evaluator: analysis.– Resource Investigator: outside the team.– Completer: attention & urgency.

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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

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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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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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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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• 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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• 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

“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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Strategic/senior leadership

• What is the challenge?• What changes? • Why is ‘senior’ leadership important?

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Leader(ship) Development

Tactical

Operational

Strategic

Specialist competenceto deliver task success

Responsibility for organizational success

?

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Tactical

Operational

Strategic

Changing Environment – Changing Skills?

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What changes?

• Communication: from inward to upwards & outwards. Shape environment. Cross silo.

• Uncertainty: increasing ambiguity & complexity. Timescales.

• Risks: from physical to organisational.• Decision-making: increasing proportion of

ethical decisions.

Strategic leaders do not need to know all the answers – they need to ask the right questions.

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Strategic Leadership Theory: Vision

• Understanding complexity.• Produce results.• A strong motive.• Develop a value-based vision.• Develop Policies, strategies & programmes for achieving the vision.• Engage in personal practises & behaviours that reflect the values that underlie the vision.

M Sashkin, 1995, The Visionary Leader


Strategic Leadership Theory• Providing Direction:

• Purpose | Vision for whole organisation.• Getting Strategy & Policy right:

• Strategic thinking.• Organise/Reorganise:

• Making the organisation fit for purpose.• Release the Corporate Spirit:

• Energy | morale | confidence | Esprit de Corps.• Relate the organisation to wider environment:

• Allies, partners, stakeholders.• Develop today & tomorrow’s leaders:

• Succession planning | long term view.

John Adair – Effective Strategic Leadership 2002


Leadership and Management Division

Meeting the needs of strategic managers and leaders across

defence.

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Leadership & Management Division

• Established in 2000.

• Three tasks:– Develop a leadership Model.– Prepare & issue a Leadership Book.– Deliver a programme of courses.

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The Leadership Helix Model

IntegrityVision

Communication

Decision Taking

Innovation

Professional Knowledge

Focussed on Development

Humility

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Course Pyramid

Executive

Strategic

2/3/4*

1*

Tm Member

Deputy PTL

Proj Tm Ldr (PTL)

Board Member

Intermediate

Defence Executive Leadership Programme

Defence Senior Leaders

Programme

Defence LeadershipEducation

Programme

Advanced Command & Staff

Course

Leadership & Management Development Programme

Senior Responsible

Owners

Defence Strategic Management Programme

Through Life Capability

Management

Masters Programmes

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Through Life Development

Distributed & Just-In-Time Training

Higher Command & Staff Course 30 OffrsBrigadiers

Advanced Command & Staff Course 350 OffrsLt Cols

Intermediate Command & Staff Course 2000 OffrsMajs

RAFCRNC RMASOfficer Cadets

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AcademicIntelligence

Emotional Intelligence

Cultural Intelligence

The Effective Contemporary Leader

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Summary

• Leadership is widely studied.• Commanders have to be both managers & leaders. • Leadership is a skill & can be developed.• Considered:

– leadership & personality.– teams & leadership.

• Leadership challenges change as move up to strategic level.

• UK Leadership Centre.

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MDWSC Georgia

Nov/Dec 2011

Colonel Andrew Cliffe

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strategic leadership

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