Leadership:: What Kind of Leader Do I Need To Be? Want To Be?

Leadership:
What Kind of Leader Do I

Need to Be? Want to Be?
Andrew Graham
School of Policy Studies
Queens University
What Well Be Doing

Together
Getting Started: What does leadership mean to you
and what is it about your work context that affects

how you lead?
Some Basics about Leadership:
Getting off the white horse and into the real world
Yes, the vision thing is important, as a start
Context molds how and what you lead
You can lead from behind, beside and up front
Some Really Good Ways to Fail as a Leader
Leading Yourself:
You as your organizations key resource
How to treat yourself as a resource
Andrew.Graham@queensu.ca
What is Leadership where

you live?
Lets discuss leadership and
what you see it as being

Take it to your home and not in
some imaginary or ideal world.
Lets go..
You need to work on your

leadership style when.
Your staff is openly challenging your open
door policy.
The Chair of the Board calls yours office to
speak to yours assistant, not you.
Every time you come out of the your office the
conversations stop and everyone is blushing.
The social committee keeps asking you what
youd like to do for your retirement party.
They keep moving the executive meeting
without telling you.
You need to work on your

leadership style when.
The motto hanging on your wall is: If it aint broke, I
havent touched it yet.

You adhere to the KISS principle Keep It Stupid,
Simple.
In the latest cost-cutting exercise, people are
referring to you as the fat that wields the knife.
The only way that can get people to come to a
meeting in your office is by keeping your fridge
stocked with beer.
Youre envious of the job security of a contestant on
The Apprentice.
Distinguishing Leadership From

Managing
Managing
Engagesindaytoday
caretakeractivities:Maintains
andallocatesresources
Exhibitssupervisory
behaviour:Actstomakeothers
maintainstandardjob
behaviour
Administerssubsystemswithin
organizations
Askshowandwhentoengage
instandardpractice
Goesforthebrain
Leadership
Formulateslongterm
objectivesforreformingthe
system:Plansstrategyand
tactics
Exhibitsleadingbehaviour:
Actstobringaboutchangein
otherscongruentwithlong
termobjectives
Innovatesfortheentire
organization
Askswhatandwhytochange
standardpractice
Goesfortheheart
Distinguishing Leadership From

Managing
Leadership
Managing
Usestransactionalinfluence:
Inducescomplianceinmanifest
behaviour
Actswithinestablishedculture
oftheorganizationusing
rewards,sanctions,andformal
authority
Reliesoncontrolstrategiesto
getthingsdonebysubordinates
Statusquosupporterand
stabilizer
Createsvisionandmeaningfor
theorganization
Usestransformational
influence:Induceschangein
values,attitudes,andbehaviour
usingpersonalexamplesand
expertise
Usesempoweringstrategiesto
makefollowersinternalize
values
Statusquochallengerand
changecreator
Leaders Make Pathways

Path
Leader identifies
employee needs.
Directive
Directive
Appropriate goals
are established.
Supportive behavior
Leader provides assistance
on employees path
toward goals.
Leader connects
rewards with
goal(s)
Participative behavior
Employees become satisfied and
motivated and accept the leader.
Achievement
Effective performance
occurs.
Motivation
Both employees and
organization better reach
their goals.
The Working Leader

So much research and theory focus on the leader
bringing his or her organization along, to new levels,

out of the depths into a new tomorrow, a better
world.
Leadership is also a set of functions that leaders fulfill
to make their organization effective within both the
larger organization and the overall environment
Known as the action/functional concept of
leadership
We will focus our review of leadership at the coal face
not the pulpit
What Then is a Working

Leader and what does she do?
Focus is on critical performance issues around:
Implementation
Execution
Operating capabilities and competencies
Coordination
Systems issues
Who does what with whom, when and where
in order to get the work done effectively and
the continuous reworking of these as
circumstances change and problems arise.
Some characteristics of a
working leader
The working leader is constantly juggling
connections to get things done.

The working leader understands her operation well
enough to understand its dependencies.
The working leader is engaged. She must get into
the messy fray of who should be doing what: in the
process the soft issues of people and relationships
become entwined with the hard issues of resources
and technology
Roles of the Working Leader

Building Relationships:
Networking:
Gathering emotional intelligence
Supporting
Explaining
Fixing misunderstandings

Managing Conflict
Managing conflict and team building (within
and outside the organization)
Most conflicts occur within work routines,
especially where they interface with other
work routines (mutual interdependence is a
key factor)

Influencing People
Getting people on board either

internally or externally
Matching organizational objectives to
other organizations
Creating a climate of co-operation
and mutual value added in problem
solving
Taking a stand or defending turf

Getting decisions made (not just making
decisions)
Internal decision-making making sure there

is a link to a specific decision and an actual
outcome
Influencing necessary decision out of the
leaders control: horizontally and vertically
Creating effective reward/payback systems to
ensure a flow of positive outcomes (you
scratch my back and Ill scratch yours)

Moving and Leveraging Information Flow
Understanding what is happening within the

organization to influence desired outcomes
Understanding what is happening elsewhere that has
an impact on the organizations desired outcomes
Making sure that the organization understands if
performance
Selling, explaining, get the organizations concerns
listened to
Clarifying roles
Reducing inter-organizational friction
Some Key Tasks of a Working

Leader
Defining the task
Involving the key players in generating creative
ideas, seeking consensus on options and providing
direction.
Clarifying how we will know when we have
achieved the task.
Communicating and explaining this to all involved
Identifying contingency arrangements:

Constantly building work arounds or alternative
ways of doing the same thing
Briefing, Cajoling, Begging, Beseeching

Leader
Distributing resources, bartering resources
across units, fighting for more resources

Setting or negotiating standards: limited or
defining expectations, prescising delivery of
goods and services and time, setting limits
on sharing, defining scope of control.

Leader
Controlling: Watching the organization and its
dependent organizations at work, checking progress

through monitoring systems and intervening when
required to ensure the work flow keeps on course.
Evaluating: Building formal and informal ways to
assess issues as they emerge or as primal indicators
emerge that trouble is on the way (it is, by the way)
Giving feedback and identifying ways of improving.

Leader
Motivating Understanding the needs
of the organization and individuals

and using these to build further
commitment.
Sensing dissatisfaction and removing
or reducing these factors.
Then again, maybe being a

leader is just about herding
kittens
Bad Leadership and how to get

some
A good leader can do bad and a bad leader can at a
minimum do very little harm

So why does having good leadership matter? Why does
have a good leader doing good matter even more?
The costs moral, financial and human of bad
leadership in pursuit of good causes is extremely high
In addition, we only learn about what good leadership
should look like through an understanding what bad
leadership both technical and ethical looks like.
Types of Bad Leadership

Incompetent leadership the leader and at
least some followers lack the will or skill to

sustain effective action
Rigid Leadership the leader and at least
some followers are stiff and unyielding.
Although they may be competent, they are
unable or unwilling to adapt to new ideas, new
information or changing times
Intemperate Leadership the leader lacks
self-control and is aided and abetted by
followers who are unwilling or unable
effectively to intervene.

Callous Leadership - the leader and at least some
followers are uncaring or unkind. Ignored or

discounted are the needs, wants and wishes of most
members of the group or organization, especially
subordinates.
Corrupt Leadership - the leader and at least some
followers lie, cheat, or steal or facilitate same in
others. To a degree that exceeds the norm, they put
self-interest ahead of the public interest

Insular Leadership - the leader and at least some
followers minimize or disregard the health and

welfare of the the other i.e. those outside the
group or organization for which they are directly
responsible.
Evil Leadership - the leader and at least some
followers commit atrocities. They use pain as an
instrument of power.
Based on Barbara Kellerman: Bad Leadership:
What It is, How It Happens, Why it Matters
Managing You
The Leaders Key Resource
The Leaders Asset Base
PEOPLE
INFORMATION
MONEY
TIME
The Leaders Asset BaseRevisited

PEOPLE
YOU
INFORMATION
MONEY
TIME
Why Manage You?

Leadership is an active and positive
force.
It is also a highly personal and
personable activity
Effective leaders use all of their
resources to get things done and done
well huge draw on their creativity
The big secret is the degree to which
they manage themselves as one of
those key resources
Why Manage You?

Leadership itself is a balancing act of
art, craft and science

Each leader has a different set of
talents and abilities that blend to
make them unique
To meet your needs and that of your
organization you need to understand
yourself, your impact on the
organization and where things work
and do not and find compensatory
strategies
Know Your Strengths

You can perform only from strength
Knowing what that is may often be difficult
Leaders get less direct and helpful
feedback than they probably need

You need to create some form of feedback
loop to get information/ preferably off-line
or drawing on the experience of others
You need to analyze your strengths and
weaknesses by clinical
Feedback Analysis Dont Wait

for it.
Spend some time when big things happen
and note what outcomes you expect

Go back 9 months later and note what
actually happened
You get very busy and forget and only hear
when things go wrong
Doing this consistently will give you great
feedback on what you do well there will be
lots of people to tell you what you do wrong
Work on Your Strengths

Forget the all singing, all dancing uber
performers they are not there and are spread

too thin
Work on improving your strengths
Your weaknesses will either be fixed through
feedback or never go away
Sort out where your intellectual firewalls are to
learning about both your strengths and
weaknesses
Work on Your Manners

Civility is the grease that keeps friction down
and things moving

Managers too often get caught up in the rush of
events and ignore the people along the way
There is always a tomorrow in management
and, surprise, a lot of the same people will be
around then too
please and thank you work miracles
Discover Your Performance

Personality
Do you read or listen when you learn things and
get the facts?

Do you read people or read notes?
How do you learn best? Academically or
experientially?
How do you think a problem through? On your
own? By writing? By talking it through?
Do you act alone or with others?
Discover Your Performance

Personality
Are you best leading or best following or
best as second-in-command?
Are decisions your thing or is advice
your thing?
How are you in high stress
environments?
Do you like big organizations or small
ones?
Product Warning: Tamper at

Risk
Understanding your work personality
takes work
Do not try to change yourself for its own
sake
Do try to build your strengths and work
on your weaknesses
Just being aware is a major plus
The Values Test

To what degree do you know your
values?
To what degree are your values and
that of your organization compatible?
Are your strengths compatible with your
values?
Knowing Where You Belong

Successful careers are not planned: they
follow opportunities that you create and your

strengths permit and your values make work
The right fit is a hard thing to find and there is
not a priori answer can be by trial and error
Often means knowing what you do not want
to do before really knowing what you want to
do
Choose your boss carefully: they wont
change after you take the job
Where Can I Do My Bit?

Making a contribution is part of the new
work paradigm: not just doing as others

tell you but where can you make a
difference?
It means sorting out the key things you
can do in your time on the job: you are
always passing through, even when you
are in the same job a long time.
Leaders Carry Unique

Responsibilities for
Relationships
You have to know the strengths and
weaknesses of those working for you

and those for whom you work
You have to manage communications,
the heart blood of modern organizations
and knowledge work
So, to things like Vision and

Value, add..
Verve yes, you have to make things
exciting from time to time

Prescience get those antennae out
Common sense
Flexibility and adaptability
Manage All Your Resources

Manage time yours and others as
one of the most precious resources:

plan and reflect on how you are doing
this
Always find unique skills in your
employees to use and celebrate
Manage All Your Resources

Networking and advocating for your
workplace sends major signals throughout

the organization: bad-mouthing your boss or
workplace often makes you look bad
Information needs management, not just
information technology: computers are still as
stupid as they always were: they are just
faster at it.
Avoid Becoming a One

Dimensional Person
Develop and nurture parallel or separate
interests: it broadens your perspective

Think about the second half of your life
same old, same old does not work
Plan for boredom
Avoid bringing home to work or work to
home without some guidelines,
delineations or rules for doing so
Avoid Becoming a One

Dimensional Person
Build in safe houses for yourself (mentors
and coaches work for some, exercise or

hobbies for others).
Never under-estimate the powerful
relationship between mind, emotions,
capacity and body, fitness and well-being
Dont Take Yourself Too Seriously..

Signs for a spouse that your marriage to
an executive is in trouble when he/she.
Refers to your wedding day as a
swearing-in ceremony.
Valentines Day card has bullet points.
Develops an agenda for the long weekend at the cottage.
Refers to parental guidance as
achieving downstream impact.
Refers to your kids as major files.
Dont Take Yourself Too Seriously..

Signs for a spouse that your marriage to
an executive is in trouble when he/she.
Refers to those intimate moments as win-
win situations.
Refers to the bathroom as a robust system
where the situation is fluid.
Prepares key messages for dinner
conversation.
Designates mother-in-law as stakeholder
relationship.
Refers to first-born as the template.
Be Well
Do Good Work
Keep in Touch
http://post.queensu.ca/~grahama/

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Leadership:

What Kind of Leader Do I

What Well Be Doing

and what is it about your work context that affects

What is Leadership where

what you see it as being

You need to work on your

You need to work on your

havent touched it yet.

Distinguishing Leadership From

Distinguishing Leadership From

Leaders Make Pathways

The Working Leader

bringing his or her organization along, to new levels,

What Then is a Working

connections to get things done.

Roles of the Working Leader

Roles of the Working Leader

Roles of the Working Leader

Getting people on board either

Roles of the Working Leader

Internal decision-making making sure there

Roles of the Working Leader

Understanding what is happening within the

Some Key Tasks of a Working

achieved the task.

Communicating and explaining this to all involved

Identifying contingency arrangements:

Some Key Tasks of a Working

across units, fighting for more resources

Some Key Tasks of a Working

dependent organizations at work, checking progress

Some Key Tasks of a Working

of the organization and individuals

Then again, maybe being a

Bad Leadership and how to get

minimum do very little harm

Types of Bad Leadership

least some followers lack the will or skill to

Types of Bad Leadership

followers are uncaring or unkind. Ignored or

Types of Bad Leadership

followers minimize or disregard the health and

The Leaders Asset Base

The Leaders Asset BaseRevisited

Why Manage You?

Why Manage You?

art, craft and science

Know Your Strengths

feedback than they probably need

Feedback Analysis Dont Wait

and note what outcomes you expect

Work on Your Strengths

performers they are not there and are spread

Work on Your Manners

and things moving

Discover Your Performance

get the facts?

Discover Your Performance

Product Warning: Tamper at

The Values Test

Knowing Where You Belong

follow opportunities that you create and your