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Chapter 5

Leadership
Summary

 Covers the basic theories and principles of leadership that we need for us to
become good leaders in the future.
 3 Key Roles of being a Leader defined by Microsoft Encarta (2006)
o As a Guide – when the leader assumes the role as the director,
organizer, mentor, guru, and adviser.
o As a Frontrunner – where the leader can be a spearhead, leading light,
trailblazer, and groundbreaker.
o As a Head – where he/she can be called chief, manager, superior,
principal, boss, and supervisor.
 Leadership – a process of giving control, guidance, headship, direction, and
governance.
- Synonymous with the basic principles of management.

 Examples of building blocks in leadership: selfishness, self-centeredness,


pessimism, passivity, insecurity, recognition seeker, subjectivity, dishonesty,
immorality, conceitedness and lack of dedication.
 Servant Leadership is the new trend in leadership.
 10 Principles of Servant Leadership.
1. Listening – seeks to listen receptively to what is being said.
2. Empathy – understanding and empathizing other people.
3. Healing - has the potential for healing one’s self and others who
have broken spirits.
4. Awareness – understanding the issues that involve ethics and
values and view them from a integrated and holistic position.
5. Persuasion – gives primary reliance on persuasion.
6. Conceptualization –has the ability to look at a problem from a
conceptualization perspective.
7. Foresight - understands the lessons and events from the past,
realities from the present and the impact of a decision for the
future.
8. Stewardship – prioritizes the needs of others.
9. Commitment to the Growth People – believes that people have am
essential value beyond their concrete contributions.
10. Building Community - suggests that true community can be
creates among those who work in businesses and other
institutions.
Leadership Behaviors
 The adoption of a particular leadership behavior depends on the nature of
the leader, members, work of a certain organization.
 4 Types of Leadership:
1. Authoritarian – leads men by means of the rank position.
2. Paternalistic – leads men by always setting an example.
3. Participative – makes the men participate actively in the task in
the organization but has a right to make final decisions on critical
situations.
4. Laisse-Faire - leaves decision making to the subordinates.
 Category of scores which indicates the leader’s relationship to the team:
1. The Contributing Leader- provides reliable information to the
team and sets high standards.
2. The Collaborating Leader - focused on fulfilling the overall goals
and mission of the team.
3. The Communication Leader - focused on the processes by which
the team attains its goals. This leader listens well and encourages
participation by all team members.
4. The Challenging Leader – focuses on enhancing team performance
through “gadfly” questions and comments. Often disagrees with
the approaches, processes, and conclusions of the group.
Foundation of Leadership

 Examples of core competencies: customer orientation, people orientation,


achievement orientation, initiative, leadership, impact, and self-confidence.
 7 Steps of Effective Learning:
1. Choose training according to your development review
2. Define your learning objectives with your supervisor
3. Build your Personal Development Plan (PDP)
4. Set SMART objectives with your supervisor.
a. SMART OBJECTIVES
S-pecific: Who and What
M-easurable: By How Much
A-mbitious: Challenging
R-ealistic: Calculate risk/ obstacles
T-ime bound: When
5. Discuss your key learning with your supervisor
6. Define actions and next steps with your supervisor
7. Ask your supervisor and peers for permanent feedback and
coaching to reach objective
Qualities of a Leader
 Leadership qualities depend on the context. Different situations require the
leader to exhibit different qualities.
 Some leadership qualities are generic. Leaders need to exhibit there traits in
most situations.

The Seven Leadership Qualities of Great Leaders


1. Vision - they can see into the future. They have clear, exciting idea of where
they are going and what they are trying to accomplish and are excellent at
strategic planning.
2. Courage - willing to take risks in the achievement of goals with no assurance
of success.
3. Integrity – truthfulness, meaning it requires that you always tell the truth to
every people and in ever situation.
4. Humility – strong and decisive but also humble. Willing to admit you could be
wrong, that you recognize you may not have all the answers.
5. Strategic Planning – has the ability to anticipate with some accuracy where
the industry and the markets are going.
6. Focus – focuses on the needs of the company and the situation. Has the
ability to call the shots and make sure that everyone is focused and
concentrated on the most valuable use of their time.
7. Cooperation – has the ability to get everyone working and pulling together.
Characteristic of a Leader
1. Proactive vs. Reactive
a. Always thinking three steps ahead.
2. Flexible/Adaptable
a. Adapts to new surroundings and situations, doing his/her best to
adjust.
3. A Good Communicator
a. One must listen
4. Respectful
a. Treating others with respect
5. Quiet Confidence
a. With humble intentions
6. Enthusiastic
a. Motivated and excited
7. Open-Minded
a. Considers all options when making decisions
8. Resourceful
a. Utilizes the resources available
9. Rewarding
a. Recognizes the efforts of others and reinforce those actions.
10. Well Educated
a. Work to be well educated on community policies, procedures,
organizational norms, etc.
11. Open to Change
a. Take into account all points of view and will be willing to change a
policy.
12. Interested in Feedback
a. View feedback as a gift to improve
13. Evaluative
a. Will constantly evaluate and change programs and policies that are
not working
14. Organized
a. Prepared always
15. Consistent
a. Must have confidence that their opinions and thoughts will be heard
and taken into considerations
16. Delegator
a. Realizes that he/she cannot accomplish everything on his own
17. Initiative
a. Should work to be motivator, an initiator.
Leadership Styles
 Understanding frameworks can develop your own approach to leadership,
and become a more effective as a leader.
Useful Leadership Style Frameworks
 Your own, personal approach is likely to b a blend of these, depending on
your own preferences, your people’s needs, and the situation you’re in.
Lewin’s Leadership Styles
 Kurt Lewin – a psychologist who developed leadership styles framework in
the 1930’s which provided the foundation of many of the approaches that
followed afterwards.
o Autocratic leaders- make decisions without consulting their team
members.
o Democratic leader- make the final decisions, but they include team
members in the decision-making process.
o Laissez-fair- leaders give their team members a lot of freedom in how
they do their work, and how they set their deadlines.
The Blake-Mouton Managerial Grid
 Published in 1964
 Highlights the best leadership style to use, based on your concern
 With people-oriented style you focus on organizing, supporting, and
developing your team members.
 With task-oriented leadership, you focus on getting the job done.
 The best leadership style to use is one that has both a high concern for people
and a high concern for the task.
The Hersey-Blanchard Situational Leadership Theory
 Published in 1969
 Argues that you need to use different leadership styles depending on the
maturity of your team members
Path-Goal Theory
 Published in 1971
 Thinking about what your team members want and need.

Six Emotional Leadership Styles


 Made by Daniel Goleman, Richard Boyatzis, and Annie Mckee in their 2002
book, “Primal Leadership”
 Highlights the strengths and weaknesses of six leadership styles that you can
use.
Flamholtz and Randle’s Leadership Style Matrix
 Published in 2007
 Shows the best leadership to use based on how capable people are of
working autonomously, and how creative, or programmed the task is
Transformational Leadership
 Often the most effective leadership style to use
 Published in 1978 and further developed in 1985
 Leaders have integrity and high emotional intelligence.
 Leaders inspire their team members.
Specific Leadership Styles
 Bureaucratic Leadership
o Follows rules rigorously, and ensure that their people follow
procedures precisely.
o Appropriate for work involving serious risks, or with large sums of
money.
 Charismatic Leadership
o Resembles transformational leadership: both types of leaders inspire
and motivate their team members.
o The difference is that charismatic leaders might believe that they can
do no wrong, even when others warn them about the path that they’re
on.
 Servant Leadership
o Someone, regardless of level, who lead simply by meeting the needs of
the team.
o Have high integrity and lead with generosity.
o Their approach can create positive corporate culture, and it can lead
to high morale among team members.
 Transactional Leadership
o Starts with the idea that team members agree to obey their leader
when they accept a job.
o Usually involves the organization paying team members in return for
their effort and compliance on a short-term task.
o Leaders have a right to punish team members if their work doesn’t
meet an appropriate standard.