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AMPL/NZDB630

Principles of Leadership
Semester 1, 2013
OVERVIEW
1. Course overview (CO)
2. Assessments (3)
3. Expectations
Course Agreement
4. Introductions
5. Concepts of Leadership
Course agreement
Class & tutorial attendance; absence
Moodle and Library resources
Academic process;
magazines v journals
referencing
library databases v Wikipedia.
Concepts of Leadership
LEARNING OUTCOME ONE
Students will analyse the concepts of leadership and their
relationship to business.
Key elements
a) Leadership concepts:
behaviours
traits
skills
attitudes
knowledge
contemporary developments
Leadership Concepts
List the behaviours, traits, skills, attitudes, and
knowledge displayed by exemplary business
leaders?
Concepts of leadership
The new paradigm
Strategy
Change
Leadership & Management
Transactional v transformational leadership
The new reality for todays
organisations
World is changing
Scandals and insecurity
War and terrorism
Needs strong leaders in these circumstances
New paradigm
Leadership:The New Reality.
The New Reality for Leadership. Daft RL 2009
Old Paradigm New Paradigm
Industrial Age Information Age
Stability Change/Crisis
managment
Control Empowerment
Competition Collaboration
Things People &Relationships
Ginny Ferguson NZDB/AMPL630:CPIT
New reality of leadership
OLD Paradigm
Uniformity
Self-centredness
Heroism
NEW Paradigm
Diversity
Higher purpose
Humility
Leadership: What is it?
Both a Science and an Art.
Both Rational and Emotional.
Takes place on stages large and small.
Ginny Ferguson NZDB/AMPL630:CPIT
Learning the art and science of
leadership
Leadership as an art
leadership skills and qualities cannot be learned
from a textbook
takes practice and hands-on experience
personal exploration and development
Leadership as a science
knowledge and facts describe the process
how to use leadership skills to attain organisational
goals
Leadership: What is it not?
Myths:
Good Leadership is all common sense.
Leaders are born not made.
The only school you learn leadership from is the school of
hard knocks.
Hughes,Ginnet, Curphy 2002
Ginny Ferguson NZDB/AMPL630:CPIT
Leadership: What it is.
Some Definitions.
Leadership is the creation of communities in which
human beings can reach the leading edge of their
potential.
Leadership is the poetry and politics of hope.
Leadership is about transcending and re-
enchanting life and work.
Cammock P 2003
Ginny Ferguson NZDB/AMPL630:CPIT
The nature of leadership
Leadership is an influence relationship among
leaders and followers who intend real changes
and outcomes that reflect their shared
purposes.
- Joseph Rost (1003: pp4).
People activity.
Same qualities required for good leaders as
needed for good followers.
Definitions contd
The process of influencing an organised group
toward accomplishing its goals.
Roach and Behling 1984
Implicit in this is the leader/ follower/situation
interaction.
Hughes,Ginnet, Curphy 2002
Ginny Ferguson NZDB/AMPL630:CPIT
Principle Centered Leaders
Men and women of character who work with
competence on farms with seed and soil on
the basis of natural principles and build those
principles into the centre of their lives, their
relationships with others, their agreements and
contracts, management processes and mission
statements.
Ginny Ferguson NZDB/AMPL630:CPIT
Principle Centered Leaders contd
The challenge:
Be a light, not a judge.
A model, not a critic.
Covey S 1990,1991
Ginny Ferguson NZDB/AMPL630:CPIT
Leadership is Holistic
Leadership is a dance, in which leaders and
followers jointly respond to the rhythm and call of
a particular social context, within which leaders
draw from deep wells of collective energy and
experience, to engage followers around
transforming visions of change and lead them in
the collective creation of compelling futures.
Cammock P 2003
Ginny Ferguson NZDB/AMPL630:CPIT
Management Effectiveness
Study
Envisioning
Engaging/enacting
Technical Skills
Four Critical Characteristics
Passion
Integrity
Faith
Courage
The Heart of Character
A sense of self
A concern for others
Leadership is Holistic
Ginny Ferguson;AMPL630 CPIT
Skills
Tasks
Alignment
Character
Emotion
Cognition
Soul
Skilled Rationality
A Deeper Connecting Order
Integration and Flow
Cammock P 2003
Leadership: What is it?
Ginny Ferguson NZDB/AMPL630:CPIT
Leadership Management
Technical
Professional
Work/Service
Plan
Organise
Control
Transact
Criticise
Administer systems
Status Quo
Efficiency
Pleasant Life
Envision
Engage
Enact
Transform
Appreciate
Create
communities
Change &
Hi-performance
Engaged and
Meaningful Life
Cammock P 2003
The Tasks
Envisioning
Intent (where are you going?)
Strategy (how are you going to get there?)
Goals (How are you going to motivate and measure
progress?)
SMART Goals
Ginny Ferguson;AMPL630 CPIT
The Tasks (contd)
Engaging
The invitation:
Right people on; wrong people off.
Set the vision (who before what)
The right people are self motivated.
Collins, Good to Great in Cammock P 2004
Ginny Ferguson;AMPL630 CPIT
The Tasks (contd)
Enacting
-bringing a vision into action' by accomplishing
or performing it in reality, as opposed to simply
talking about it
Oxford English Dictionary.
The most challenging task.
Meeting Resistance; Sustaining Energy.
Meeting Fundamental Needs.
Cammock P 2003
Ginny Ferguson;AMPL630 CPIT
What are the Skills?
Ginny Ferguson;AMPL630 CPIT
Envisioning Engaging Enacting
4.Seeing
the whole
1.Connecting
2.Listening &
learning
3.Reflecting
&balancing
5.Clarifying
purpose
6.Communicating &
Recommunicating
7.Team Building
&Networking
8.Challenging
9.Coaching
& Supporting
10.Recognising,
Celebrating
&Fronting
Performance
Improves
Future
Orientation
Priority
Setting
Problem
Solving
Cammock P 2003
Basic Skills
Learning from experience.
Communication
Listening
Assertiveness
Providing feedback
Stress Management
Technical Competence
Effective Relationships upwards
Effective Relationships sideways
Setting Goals
Conducting Meetings
Managing Performance
Hughes,Ginnet, Curphy 2002
Ginny Ferguson;AMPL630 CPIT
Advanced Skills
Delegating
Managing Conflict
Negotiation
Problem Solving
Improving Creativity
Diagnosing Performance problems in Individuals, Groups and
Organisations
Team building
Development Planning
Credibility
Coaching
Empowerment
Planning
.
Hughes,Ginnet, Curphy 2002 Ginny Ferguson;AMPL630 CPIT
Leader, Follower, Situation.
Ginny Ferguson NZDB/AMPL630:CPIT
Leader
Personality
Position
Expertise etc
Situation
Task
Stress
Environment
etc
Values
Norms
Cohesiveness
etc
Followers
Hughes,Ginnet, Curphy 2002
Comparing Management &
Leadership
Management Leadership
Direction Planning, budgeting,
monitoring bottom line
Creating vision &
strategy, scanning the
horizon
Alignment Organising & staffing;
directing, controlling,
creating boundaries.
Creating shared culture &
values; helping others
grow. Reducing
boundaries.
Relationships Focus is on objects,
producing/selling goods
& services. Based on
position power. Acting
as boss.
Focus is on people,
inspiring and motivating
followers. Based on
personal power. Acting as
coach, facilitator, servant.
Ginny Ferguson;AMPL630 CPIT
Comparing Management &
Leadership
Personal
Qualities
Emotional distance,
expert mind,
talking, conformity,
insight into
organisation.
Emotional connection
(heart), open mind
(mindfulness), listening
(communication), non-
conformity (courage),
insight into self
(integrity).
Outcomes Maintains stability Creates change, often
radical change.
Daft R L 2002
Ginny Ferguson;AMPL630 CPIT
Comparing management and
leadership
Managers need to become effective leaders.
Move to leadership valuing change,
empowerment and relationships.
Leadership cannot replace management.
Comparing management and
leadership
Direction, alignment, relationships,
personal qualities, outcomes.
The soft skills of leadership complement the
hard skills of management, and both are
needed to guide organisations effectively.
Leadership is not automatic
New paradigm of leadership is the ability to use
human skills to build a culture of performance,
trust and integrity.
Top seven reasons for executive derailment.
Executive coaching.
Reasons for executive
derailment
Acting in a bullying style.
Being cold, aloof and arrogant.
Betraying personal trust.
Being too ambitious and playing
politics.
Reasons for executive
derailment
Performance problems with the business.
Unable to delegate.
Poor selection.
Transactional vs
Transformational leadership
Transactional leadership: a transaction or
exchange process between leaders and
followers.
Focus on the present, stability, following of rules
Transformational Leadership: leadership
characterised by the ability to bring about
significant change in followers and the
organisation.
Focus on change, envisioning, values, relationships, the good of
the group, higher level needs of followers, develops followers
into leaders
P 149- 151 text
Summary
The nature of leadership.
Art and science of leadership.
Management and leadership.
The soft skills of leadership complement the
hard skills of management, and both are
needed to guide organisations effectively.
Evolving theories.
Summary:
Leadership is about:
Followership
Situations
Soul
Purpose/vision
Change
Character/personality
.
Ginny Ferguson NZDB/AMPL630:CPIT
References
Daft, R. L., & Pirola-Merlo, A. (2009). The
leadership experience: Asia Pacific edition 1.
South Melbourne, Victoria: Cengage
Learning.
Cammock, P. (2003) The Dance of Leadership:
the Call for Soul in 21 Century Leadership.
Auckland: Prentice Hall