Leadership Styles Learning Organization Series June 12, 2006 By: Khaled Ayesh, MBA Management HR Development Expert

Leadership Most companies don’t die because they are wrong. Most die because management doesn’t commit themselves. Andy Grove, CEO, Intel

POLITICS AND LEADERSHIP

How do you define the leadership? It is difficult to define !!!!

How do you define the leadership?

It is difficult to define !!!!

Leadership Style People Task Situation Organization Environmental Factors

Purpose of leadership Generate competitive advantages Focusing & motivating a group Being accountable & responsible for the group A leader should: Provide continuity and momentum Be flexible in allowing changes of direction

Generate competitive advantages

Focusing & motivating a group

Being accountable & responsible for the group

A leader should:

Provide continuity and momentum

Be flexible in allowing changes of direction

What is the good leader role? Success Growth Stability Survival Crisis What’s my role?

Results of good Leadership Low illness percentage Low fluctuation / turnover Feeling of belongingness More innovations Better flow of information Faster results

Low illness percentage

Low fluctuation / turnover

Feeling of belongingness

More innovations

Better flow of information

Faster results

Leadership Styles Authoritarian Democratic Autocratic Political Laissez-Faire Paternalistic Charismatic Traditional Jungle Fighter Transformational

Authoritarian

Democratic

Autocratic

Political

Laissez-Faire

Paternalistic

Charismatic

Traditional

Jungle Fighter

Transformational

Authoritarian Style (Structural Frame) Relates to relationships and formal roles in the organization. Charts, policies, procedures, authority, and responsibility guide the leader’s decision and behavior. Emphasis on goals, roles, and formal relationships. Develop a strategy Focus on implementation Continually experiment, evaluate, and adapt Do their homework

Relates to relationships and formal roles in the organization.

Charts, policies, procedures, authority, and responsibility guide the leader’s decision and behavior.

Emphasis on goals, roles, and formal relationships.

Develop a strategy

Focus on implementation

Continually experiment, evaluate, and adapt

Do their homework

Democratic Style (HRs) Relies on the needs of the members without looking at the final product. Believes in people & communicate that belief. Are visible and accessible. Consultative: Consulting before taking decisions Persuasive: Taking decisions & persuading others that the decision is correct Fitting the organization to the people & meeting the needs of followers become the key to effectiveness of the democratic frame. The organization should design conditions allowing people to accomplish their own goals along with organizational objectives.

Relies on the needs of the members

without looking at the final product.

Believes in people & communicate

that belief.

Are visible and accessible.

Consultative: Consulting before taking decisions

Persuasive: Taking decisions & persuading others that the decision is correct

Fitting the organization to the people & meeting the needs of followers become the key to effectiveness of the democratic frame.

The organization should design conditions allowing people to accomplish their own goals along with organizational objectives.

Autocratic Style Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively

Leader makes decisions without reference to anyone else

High degree of dependency on the leader

Can create de-motivation and alienation of staff

May be valuable in some types of business where decisions need to be made quickly and decisively

Political Style Focuses on the struggle for scarce resources in an organization. “Every man for himself”

Focuses on the struggle for scarce resources in an organization.

“Every man for himself”

Laissez-Faire Style ‘ Let it be’ – the leadership responsibilities are shared by all. Useful in businesses where creative ideas are important. Can be highly motivational, as people have control over their working life Can make coordination and decision making time-consuming & lacking in overall direction Relies on good team work Relies on good interpersonal relations

‘ Let it be’ – the leadership responsibilities are shared by all.

Useful in businesses where creative ideas are important.

Can be highly motivational, as people have control over their working life

Can make coordination and decision making time-consuming & lacking in overall direction

Relies on good team work

Relies on good interpersonal relations

Paternalistic Style Leader acts as a ‘father figure’ Makes decision but may consult Believes in the need to support staff

Leader acts as a ‘father figure’

Makes decision but may consult

Believes in the need to support staff

Charismatic Style Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. People working for charismatic leaders are motivated to exert extra work effort and, because they like & respect their leaders, express greater satisfaction. Charisma useful when the followers’ task has an ideological component or when the environment involves a high degree of stress and uncertainty.

Followers make attributions of heroic

or extraordinary leadership abilities

when they observe certain behaviors.

People working for charismatic leaders are motivated to exert extra work effort and, because they like & respect their leaders, express greater satisfaction.

Charisma useful when the followers’ task has an ideological component or when the environment involves a high degree of stress and uncertainty.

Traditional Style (Mokhtar) Focuses on shared norms, visions & social values. Uses a lot of ceremonies, traditions, and symbols. Tradition and symbolic leaders interpret. experience, use symbols to capture. attention, and discover and communicate a vision.

Focuses on shared norms, visions & social values.

Uses a lot of ceremonies, traditions, and symbols.

Tradition and symbolic leaders interpret. experience, use symbols to capture. attention, and discover and communicate a vision.

Jungle Fighter Style Gives guidance and direction Abilities Different management styles Clarification Fairness Self-esteem Creativity Communication and organization skills Sacrifice to survive The Gladiator Movie

Gives guidance and direction

Abilities

Different management styles

Clarification

Fairness

Self-esteem

Creativity

Communication and organization skills

Sacrifice to survive

Transformational Style Stimulates interest among followers to view work from new perspectives Generates awareness of the mission Develops colleagues and followers to higher levels of ability and potential Motivates colleagues and followers to look beyond their own interests to those of the group Does their job via “the four I’s”: Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration

Stimulates interest among followers to view work from new perspectives

Generates awareness of the mission

Develops colleagues and followers to higher levels of ability and potential

Motivates colleagues and followers to look beyond their own interests to those of the group

Does their job via “the four I’s”:

Idealized influence

Inspirational motivation

Intellectual stimulation

Individualized consideration

Famous Leaders

Traits of the Excellent Leader A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks. Knowledgeable about the total organization. Able to learn from mistakes. Excellent communicators & listeners. Able to speak clearly & effectively. Resourceful. Realistic.

A vision and purpose.

Clear goals.

Strong commitment.

Flexibility.

An understanding of change.

Active listening skills.

Confidence to take risks.

Knowledgeable about the total organization.

Able to learn from mistakes.

Excellent communicators & listeners.

Able to speak clearly & effectively.

Resourceful.

Realistic.

Continuum of Leader Behavior Prentice Hall, 2002

Management vs. Leadership Doing things right Rules & herachies Deals with daily tasks Formal & rational Doing the right things Impulsive Visionary Driving Changes More emotional

Doing things right

Rules & herachies

Deals with daily tasks

Formal & rational

Doing the right things

Impulsive

Visionary

Driving Changes

More emotional

Leadership Practices The five practices of effective leaders identified by Barry Kouzes and James Posner (2002) Excellent Leaders : Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart

The five practices of effective leaders identified by Barry Kouzes and James Posner (2002) Excellent Leaders :

Model the way

Inspire a shared vision

Challenge the process

Enable others to act

Encourage the heart

The 4 Leadership Styles Directing Telling what & how to do Coaching Leading & Listening Supporting Listening, praising, while someone else decides Delegating Letting someone else run with the ball

Directing Telling what & how to do

Coaching Leading & Listening

Supporting Listening, praising, while someone else decides

Delegating Letting someone else run with the ball

The Directing/Telling Leader Sets goals. Identifies the problems. Comes up with solutions. Decides who does what work. Gives specific directions. Announces decisions. Closely supervises and evaluates employees' work.

Sets goals.

Identifies the problems.

Comes up with solutions.

Decides who does what work.

Gives specific directions.

Announces decisions.

Closely supervises and evaluates employees' work.

The Coaching/Selling Leader Sets the goals. Identifies the problems. Develops a plan to solve problems & consults with employees. Makes the final decision about procedures or solutions after hearing employees' ideas, opinions & feelings. Explains decisions to employees & asks for their ideas. Praises employees' work efforts. Continues to direct employees' work. Evaluates employees' work.

Sets the goals.

Identifies the problems.

Develops a plan to solve problems & consults with employees.

Makes the final decision about procedures or solutions after hearing employees' ideas, opinions & feelings.

Explains decisions to employees & asks for their ideas.

Praises employees' work efforts.

Continues to direct employees' work.

Evaluates employees' work.

The Supporting/Participating Leader Involves employees in problem-solving & goal-setting. Takes the lead in defining how to do a job or solve a problem. Provides support, resources, and ideas if requested. Shares responsibility for problem-solving with employees. Listens to employees and guides them as they make decisions. Evaluates an employee’s work with that person.

Involves employees in problem-solving & goal-setting.

Takes the lead in defining how to do a job or solve a problem.

Provides support, resources, and ideas if requested.

Shares responsibility for problem-solving with employees.

Listens to employees and guides them as they make decisions.

Evaluates an employee’s work with that person.

The Delegating Leader Identifies problems with employees. Sets goals with employees. Develops plans and makes decisions with employees. Lets employees decide who does the tasks. Accepts employees' decisions and monitors their performance. Lets employees evaluate their own work. Lets employees take responsibility and credit for their work.

Identifies problems with employees.

Sets goals with employees.

Develops plans and makes decisions with employees.

Lets employees decide who does the tasks.

Accepts employees' decisions and monitors their performance.

Lets employees evaluate their own work.

Lets employees take responsibility and credit for their work.

Managers with Leadership Skills

Steps to apply your STYLE Determine your preferred leadership style Determine when to use each style according to the task Determine the capabilities of the members Use the appropriate leadership style

Determine your preferred leadership style

Determine when to use each style according to the task

Determine the capabilities of the members

Use the appropriate leadership style

Styles of Followership Docile Sheep Passive-aggressive Totally involved, loyal, supportive followership

Docile Sheep

Passive-aggressive

Totally involved, loyal, supportive followership

The Four Leadership Styles

Leadership styles Leadership grid developed by Robert Blake and Jane Mouton , Source: wikipedia.org

Leadership grid developed by Robert Blake and Jane Mouton , Source: wikipedia.org

The Managerial Grid

Linked Leadership-Followership Styles Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.

Applying the Situational Leadership Model Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.

Again, Leadership is… The act of making a difference . The ability to achieve results through people. Honoring the greatness--and the uniqueness in each person . Knowing that from time to time you have to look backward to see forward .

The act of making a difference .

The ability to achieve results through people.

Honoring the greatness--and the uniqueness in each person .

Knowing that from time to time you have to look backward to see forward .

Once Again, Leadership is… Knowing that every day you have the same number of minutes as Lincoln, Galileo, Edison, da Vinci, King, Gandhi, Mother Teresa, Mandela. Viewing life as a laboratory instead of a stage. Challenging times are meant to be a test of spirit , not theatrics.

Knowing that every day you have the same number of minutes as Lincoln, Galileo, Edison, da Vinci, King, Gandhi, Mother Teresa, Mandela.

Viewing life as a laboratory instead of a stage.

Challenging times are meant to be a test of spirit , not theatrics.

Leadership Development Self-Assessment: Strengths; Weaknesses; Traits; Habits; Personality; Roles; etc. Communication: Writing; Speaking; Giving directions; Listening, seeking feedback Working with the media; etc. Competencies (skills): Managing conflict; Selecting priorities Managing time; Negotiating Building teams; Writing grants; etc. Knowledge: Dynamics of groups; Influence of gender and difference Evaluation of leaders; Culture of lifelong learning; etc.

Self-Assessment:

Strengths; Weaknesses; Traits; Habits; Personality; Roles; etc.

Communication:

Writing; Speaking; Giving directions;

Listening, seeking feedback

Working with the media; etc.

Competencies (skills):

Managing conflict; Selecting priorities

Managing time; Negotiating

Building teams; Writing grants; etc.

Knowledge:

Dynamics of groups;

Influence of gender and difference

Evaluation of leaders; Culture of lifelong learning; etc.

Start with Self-Awareness Cattell’s 16 Personality Factors Source: Adapted from Gregory Northcraft and Margaret Neale, Organizational Behavior (Fort Worth, TX: Dryden Press, 1994), p. 87.

Four Examples of MBTI Styles and Some Corresponding Occupations

Next Step Maintain the process of sharpening the saw for effective leadership style: 2. Communication 3. Competencies 4. Knowledge

Maintain the process of sharpening the saw for effective leadership style:

2. Communication

3. Competencies

4. Knowledge

Thank you indeed!! Any further good comments?

Thank you indeed!!

Any further good comments?