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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
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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.
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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
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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?
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Table 1: Allocation of Interview Responses to Leadership Traits and Skills
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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
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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?
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Table 2: Allocation of Interview Responses to Aspects of Leadership Power and Influence
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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)
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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.
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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.
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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.
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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
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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
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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.
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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