MaRi EagarM Phil Personal and Professional Leadership (cum laude)                                M Phil (HRM) (PPL)       ...
MaRi Eagar                                                                 M Phil (HRM) (PPL)M Phil Personal and Professio...
MaRi Eagar                                                           M Phil (HRM) (PPL)M Phil Personal and Professional Le...
MaRi Eagar                                                           M Phil (HRM) (PPL)M Phil Personal and Professional Le...
MaRi Eagar                                                           M Phil (HRM) (PPL)M Phil Personal and Professional Le...
MaRi Eagar                                                                           M Phil (HRM) (PPL)M Phil Personal and...
MaRi Eagar                                                                                                                ...
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
Professional leadership and the circle of influence
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Professional leadership and the circle of influence

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Professional leadership model addressing authentic and principle-centered leadership as well as the leadership circle of influence.

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Professional leadership and the circle of influence

  1. 1. MaRi EagarM Phil Personal and Professional Leadership (cum laude) M Phil (HRM) (PPL) Professional Leadership –The PPL Pyramid and the Circle of Influence “He who thinks he leads without followers, is only taking a walk” (John Maxwell, 1998: 20) Competent Circle of influence Leadership Circle of influence and ROI Relationship Leadership: Through encouragement, Caring and service Authentic Leadership: A principle-, value- and Character Centered Basis September 2004 This report contains 41 pages Report for University of Johannesburg
  2. 2. MaRi Eagar M Phil (HRM) (PPL)M Phil Personal and Professional Leadership (cum laude) Professional Leadership September 2004 Contents1 Theme 3: The PPL-Leadership Perspective – The PPL Pyramid of Leadership 11.1 How current leadership thinking is unable to resolve the problems of the day 21.2 Leadership as influence – the PPL Pyramid to cultivate the Circle of Influence 61.3 The PPL Pyramid as framework for professional leadership development 81.4 Level One: Authentic leadership: A principle-, value- and character centered basis 101.5 Level Two: Relationship Leadership through encouragement, caring and service 141.6 Level Three: Competent Leadership and the Leadership Cycle (Return on Investment) 211.7 The Circle of Influence and Credibility 271.8 Building dimensions of influence using the three layers of the PPL Pyramid and enhancing the circle of influence 341.9 The impact of the PPL Pyramid of Leadership as influence over self and others 372 Personal reflection and learning Error! Bookmark not defined.3 REFERENCES 38Professional Leadership Pyramid
  3. 3. MaRi Eagar M Phil (HRM) (PPL)M Phil Personal and Professional Leadership (cum laude) Professional Leadership September 20041 The PPL-Leadership Perspective – The PPL Pyramid of Leadership“Attending to the triple bottom line means meeting the financial, ecologicaland social needs of the present while maintaining the ability of futuregenerations to meet their own needs.” (Sarah Schley and Joseph Laur fromLeverage™, no 22, 2003)Companies face many problems today that would be described as uniqueto our times. While our population growth and increased health andwellness result in increasing demand for products and service (thus moreopportunities for business), our Earth’s capacity to provide us with we needto produce and live here, is declining. (Schley and Laur: 2003)Schley and Laur emphasise that, previously companies need only focus onfinancial success in determining how they will operate and how they will belead. Now they also have to consider the impact of their operations on thenatural environment they effect. The impact of our business activities ontheir communities and society is under regular spotlight. Business analystsand investor communities are starting to review the value of companyshares for long term investment recommendations if they do not have a clearunderstanding of how the company address the above. Reducedshareholder confidence reduces the share-price and ultimately the future ofthe company.Employees in companies have a different work-ethic and make newdemands on companies. The knowledge creator employees can moveglobally and do not accept the traditional view of command and controlcompanies. They are loyal only to themselves, and do not commit to theirProfessional Leadership Pyramid 1
  4. 4. MaRi Eagar M Phil (HRM) (PPL)M Phil Personal and Professional Leadership (cum laude) Professional Leadership September 2004employers anymore. To retain these talented employees have become a veryexpensive and mostly “hit and miss” exercise in companies.Even lower skilled employees with access to technology, are demanding tobe treated in a more humane manner and will refuse to give theircommitment to companies they do not believe in. As a result productivitysuffers through absenteeism and tactics to withhold work. Employees (at alllevels in business) think nothing of stealing from their employers (time andgoods). This affects profitability dramatically.1.1 How current leadership thinking is unable to resolve the problems of the dayThe essence of leadership, when condensing the many definitions ofleadership, is the influence over self and others (Smith, D:2004). This,Smith says, implies that for leaders to exist, there also are those who follow.Traditionally companies are using classroom management developmentfocusing on classic MBA programs to develop their leaders. “Contemporarybusiness education focuses on the functions of business more than thepractice of managing.” (Henry Mintzberg and Jonathan R Gosling on MBAprograms: 2004)This results in focused attention on a selected few in the organisation toachieve business success with the support of their (assumed) willingfollowers. MBA programs provide techniques to learn how to motivatepeople and learn how to provide common objectives and vision foremployees to follow them. Leadership magazines abound with the anecdotesof hero leaders who (apparently) single-handedly achieved dramaticProfessional Leadership Pyramid 2
  5. 5. MaRi Eagar M Phil (HRM) (PPL)M Phil Personal and Professional Leadership (cum laude) Professional Leadership September 2004profitability growth and are even able to fix the problems of the world throughtheir visionary leadership in world affairs.Although historically some individuals have been able to exert enormousinfluence over society, influence depends on the power you have beengranted, as well as the amount of followers.In other words, your power is related to the circumference of your circleof influence which is dependent on the number of followers. To be aleader in the workplace, one would have to grow an empire of followers – atime consuming and energy draining task if she is to achieve success in aworld with increasing demands on company profitability and sustainability asdescribed above.When there is overemphasis on a few leaders, the results they obtained areoften not sustainable and disappear when they leave. Take Ghandi, forexample. Although he obtained the liberation of India, extreme poverty andthe caste system still dis-empowers the majority of people living in India.Fundamentally they are still not liberated and Ghandi’s vision is not yetachieved in full.Professional Leadership Pyramid 3
  6. 6. MaRi Eagar M Phil (HRM) (PPL)M Phil Personal and Professional Leadership (cum laude) Professional Leadership September 2004 TRADITIONAL LEADERSHIP DEVELOPMENT Follower Follower Follower Leader Follower FollowerThe more effective solution which is to achieve more with the sameamount of effort is self-evident. A leader should be able to expandinfluence using, for example, the same number of followers as before. If eachfollower would be able to exert influence over one more person each, yourpersonal circle of influence as leader could expand with at least 5 morepeople using the same effort with which to influence 5 people. This is avery economical way of achieving results. The diagram below illustrates thisidea.Professional Leadership Pyramid 4
  7. 7. MaRi Eagar M Phil (HRM) (PPL)M Phil Personal and Professional Leadership (cum laude) Professional Leadership September 2004 Follower Competent Leadership Circle of influence and ROI Leader Relationship Leadership: Through encouragement, Caring and service Authentic Leadership: A principle-, value- and Character Centered Basis Competent Competent Leadership Circle of influence Leadership Circle of influence and ROI and ROI Follower Leader Leader Follower Relationship Leadership: Relationship Leadership: Through encouragement, Through encouragement, Caring and service Caring and service Competent Authentic Leadership: A principle-, value- and Leadership Circle of influence Authentic Leadership: A principle-, value- and Character Centered Basis and ROI Character Centered Basis Relationship Leadership: Through encouragement, Leader Caring and service Authentic Leadership: A principle-, value- and Character Centered Basis Competent Competent Leadership Circle of influence Leadership Circle of influence and ROI and ROI Relationship Leadership: Relationship Leadership: Through encouragement, Through encouragement, Leader Leader Caring and service Caring and service Authentic Leadership: A principle-, value- and Authentic Leadership: A principle-, value- and Character Centered Basis Character Centered Basis Follower FollowerThe logical conclusion of this way of thinking is then to ensure the newfollowers become influencers too, and ultimately you could create a vastcircle of influence consisting of influence creating communities asshown below. This means one person could influence exponentially,and is an effective method for achieving results that are also sustainable asthe network of influencers are stronger than a model with a few influencersand mostly followers.Professional Leadership Pyramid 5

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