LEADERSHIP

DEFINITION OF LEADERSHIP
Leadership is a behavioral process through which one person influences the behaviors of others toward the accomplishment of shared goals. Leadership involves the creation of a vision that empowers others to translate this vision into reality. Empowerment occurs when a leader effectively communicates with and inspires ordinary people to accomplish

LEADERSHIP THEORIES
Trait only a few possess the superior characteristics of leaders Cognitive (20th century Great Man) leaders influence behaviors of others, such as with humility and fierce resolve Power or influence includes powersharing and empowerment of followers Situational circumstances or environmental factors determine who will emerge as a leader

LEADERSHIP THEORIES
Integrative transformational and values-based Visionary mobilizes others to achieve shared aspirations Strategic envision, direct, align, motivate, inspire, and energize followers Servant listens, empathizes, persuades, and builds community

S tr r u c t u e

S t r a t e g y

S y s t e m s

S h a r e d V a l u e s

S k i l s

S t y l e

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 Leadership The skill of

KEYS TO LEADERSHIP

influencing people to work enthusiastically toward goals identified as being for the common good. (p. 28) Authority The skill of getting people to willingly do your will because of your personal influence (p. 30) Authority is about who you are as a person, your character, and the influence youve built with people. (p. 31) Service and Sacrifice giving to (Hunter, 1998) and doing for others selflessly

CHARACTERISTICS OF LEADERS
Leaders have integrity. Leaders live according to a moral purpose. Leaders build relationships with people. Leaders are effective communicators. Leaders are visionary and creative. Leaders establish, maintain, and model high standards of performance. Leaders show an unwavering resolve and calm determination.

LEADERSHIP MODEL FOR THE FUTURE

VALUES

PEOPLE

TEAMWORK

A CULTURE OF DISCIPLINE
kth a g ou r h

Build-up

Bre

Disciplined + Thought

Disciplined People

Disciplined + Action

(Collins, 2001, p. 127)

CORE VALUES
Identify what you believe in you understand your core values by looking inside (Who you are) Reflect on and describe to yourself what these values mean to you Decide how you will incorporate these core values into all aspects of your daily life

CORE VALUES
Integrity quality of a person's character

that fulfills ones moral obligation to self and others Respect holding others in high regard and treating them the way you wish to be treated Mutual trust confidence and belief in the honesty and reliability of others Responsibility being morally accountable for your actions

VALUES AND GREATNESS

Good is the enemy of great, according

to Jim Collins in his book, Good to Great. The leader who makes a good organization great is guided by values. The really great organizations place people and values first.

LEADERSHIP AND CHARACTER DEVELOPMENT

Leaders who are respected and

successful will serve as role models of character and be examples that people will choose to emulate. Leaders provide learning opportunities that include ethical choices and emphasize the importance of character.

FOCUS ON PEOPLE-CENTERED VALUES

Place a high importance on values and

aligning values, strategies, and people Tap into the energy of people by connecting through their values Unlock the human potential of people Increase the chance of success will lead to extraordinary results

PEOPLE ARE MOST IMPORTANT

Successful leaders emphasize building

and nurturing personal relationships connections with people will lead to results Leaders prioritize hiring and retaining good people Most people seek challenges and desire to be successful but want to be empowered to do the job themselves.

ASSEMBLING THE RIGHT TEAM

First, get the right people on the bus (and the wrong people off the bus) before you figure out where to drive the bus. Second, apply sheer rigor in making decisions about people. You need members on your team who argue and debate in pursuit of the best answers, yet who unify fully behind a decision once made.

THE RIGHT PEOPLE

Recruitment Define expectations Hire for fit Coach Counsel Guide Nurturing and Supervision Identify expectations Develop a plan Provide any needed retraining and resources Evaluate versus expectations

TEAMWORK
Teams groups organized to work together to accomplish goals or tasks that cannot be achieved as effectively by individuals

FACILITATING TEAMWORK
Commitment to

mutual trust and respect Dedication to the achievement of shared goals Interdependences flourish Effective in communications Mistakes provide

CULTURE OR CLIMATE
Culture emphasizes the unspoken assumptions (values; beliefs; myths; traditions; norms) that underlie an organization, whereas climate focuses on the more accessible perceptions of the organization, especially how they arouse motivation and, thus, impact performance. (Stringer, 2002, p. 14)

QUALITIES OF A DREAM TEAM

Team members care for one another. Team members know what is important. Team members communication with one

another. Team members grow together. There is a team fit. Team members place their individual rights beneath the best interest of the team. Team members each play a special role. An effective team has a good bench. Team members know exactly where the team stands. (Maxwell, 1995) Team members are willing to pay the price.

CHANGING PARADIGM IN LEADERSHIP

Leaders should Behave in ethical ways based on values Enhance the personal growth of people Facilitate teamwork for greater success

LEADERSHIP MODEL FOR THE FUTURE

VALUES

PEOPLE

TEAMWORK

FOUR FRAMES OF ORGANIZATIONS

Structural the leader as analyst or architect Human resource the leader as catalyst or servant Political the leader as advocate or negotiator Symbolic the

STRUCTURAL FRAME
The structural frame describes the importance of navigating the organizational maze in order to make progress toward organizational goals while gaining a better understanding of the importance of building teams. Effective structural leaders focus on implementation.

STRUCTURAL FRAME
Learn to navigate the organizational mazelearning the ropes Build a partnership with those to whom you report Gain a broader understanding of institutional policies, procedures, job expectations, and day-to-day details Establish priorities and plan for short- and long-term growth of the organization

HUMAN RESOURCE FRAME

The human resource frame stresses the importance of developing strong interpersonal relationships and facilitating positive group dynamics. Leadership may be more about relationships than it is about ideas or vision, e.g., people are the most important resource.

HUMAN RESOURCE FRAME

Hire the right people, then
Empower people with authority and responsibility Facilitate their collaboration and teamwork Reward them

Communicate effectively Facilitate positive relationships Treat others equitably and with respect Demonstrate strong negotiation and conflict resolution skills

POLITICAL FRAME
The political frame deals with managing power, conflict, and coalitions and learning how to address various political agendas. Special interest groups and individual perspectives permeate organizations, so interactions must be thoughtfully considered and handled carefully.

POLITICAL FRAME
Understand and manage power very carefully Realize that organizational dynamics evolve from coalitions of various individuals and interest groups with their enduring differences Build relationships with key external constituencies Recognize and handle astutely all controversies and politically-charged

SYMBOLIC FRAME
The symbolic frame emphasizes the organizational culture and how appearances and representations shape perceptions. Leaders interpret and reinterpret experiences. Perceptions are almost always more real than reality.

SYMBOLIC FRAME
Understand that the multiple meanings of events to the people involved overshadow any stated purpose Affirm and celebrate the symbolism of rituals, ceremonies, and special events Develop and feature special occasions and symbols so they become highly regarded by constituents Celebrate everyones achievements

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

7. Sharpen the saw Renewal 6. Synergize Public 5. Seek first to understand, then to be Victory understood 4. Think win/win 3. Put first things first Private 2. Begin with the end in mind Victory 1. Be proactive
(Covey, 1990, p. 53)

TWO DIMENSIONS OF LEADERSHIP

High Encouraging (use when followers are able and unwilling) Delegating (use when followers are able and willing) Tasks
(getting the job done)

Coaching (use when followers are unable and willing)

Relationships
(with people)

Structuring (use when followers are unable and unwilling) High

Low

SIX STYLES OF LEADERSHIP

Coercive demands immediate compliance Authoritative mobilizes people toward a vision and may serve as a catalyst for change Affiliative creates emotional bonds, builds relationships, and nurtures harmony Democratic builds consensus through participation, collaboration, team leadership, and effective communication Pacesetting sets high standards for performance and expects excellence and selfdirection Coaching develops people to improve

SIX STYLES OF LEADERSHIP

Is each leadership style effective? If so, in what types of situations? Which is the most effective leadership style, and why? Which is the least effective leadership style, and why?