Identifying Future Leaders

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  • Issue of Time, Altitude and Fidelity

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  • 1. Presented By: Wm. (Chip) Valutis, PhD Identifying Future Leaders
  • 2. Roadmap 1. Overview of Classic Leadership Models 2. Fundamental Leadership Styles 3. The “IT List” - A Model for Developing Tomorrow’s Leaders Today 4. NFL Approach to Leadership Development 5. Ideas for Selection
  • 3. Leadership Models
  • 4. Leadership Models 1. Transactional Leadership:  Prone towards well-developed structures with well-defined rewards and punishment. Organizational culture with strict controls within which promotions are given for superior performance and punishment for lack of performance or rules violation.  Assumptions:  People are motivated by reward and punishment  Social systems work best with a clear chain of command  When people agree to do a job, part of the deal is relinquishing authority to manager  Prime purpose of a subordinate is to do what their managers tell them to do  Characteristics:  Leads by reward and punishment  Comfortable when rules of conduct are strictly defined  Rules are more important than personnel excelle.monster.com
  • 5. Leadership Models 2. Transformational Leadership:  Tied to the idea that when people are properly appreciated, they will perform. Employees have a deep desire to be a part of a winning organization and will perform at optimal levels when they feel they are part of something bigger than themselves. A transformational leader inspires through words and actions rather than rewards and punishment.  Assumptions:  People will follow someone who inspires them  An individual with vision and passion can accomplish great things  Providing enthusiasm and energy is the way to get things done  Characteristics:  High energy  Passionate  Loves people  Smothered by too much structure www.transformleaders.tv
  • 6. Leadership Models 3. Participative Leadership:  Type of leadership that allows all personnel from different levels of the organization to be involved in the decision-making process. It believes that more participation will lead to greater ownership in the mission of the company.  Assumptions:  Involvement in decision-making improves understanding of issues involved by those who must carry out decisions  Individuals are more committed to actions when they have been involved in the relevant decision-making  People are less competitive and more collaborative when they are working toward joint goals  When people make decisions together, the social commitment to one another is greater and increases their commitment to the decision  Several people deciding together make better decisions than one person alone  Characteristics:  Shared decision-making  Considers employees to be a part of the team  Encourages group members to participate www.participationcymru.org.uk
  • 7. Leadership Models 4. Situational Leadership:  Organizations are as dynamic as the climate within which they participate and the personnel within. Therefore, decision-making takes on many shapes and sizes and leadership cannot be limited to one style. Different situations call for different types of solutions. Situational leadership is about finding the best solution to a given problem.  Assumptions:  The best action of the leader depends on a range of situational factors  There is not a single “best” style of leadership  Characteristics:  Is very versatile  May wear many hats and is keen to a variety of solutions  Adapts leadership style based on the individual or group they are leading www.twodaymag.com
  • 8. Leadership Models 5. Charismatic Leadership:  Moves an organization by his/her can-do personality. Employees are moved to perform by the charismatic leader’s ability to persuade through kind words or powerful argument. Such charismatic stimulation can sometimes be transformational.  Assumptions:  Charm and grace are all that is needed to gain followers  Self-belief is a fundamental need of leaders  People follow others who they admire  Characteristics:  Big personalities  Love the limelight  Focal point of the organization  Often leaves a void when they go www.cbc.ca
  • 9. Leadership Models 6. The Quiet Leader:  The approach of quiet leaders is the opposite of the classic charismatic leaders in that they base their success not on personality but on their thoughts and actions. The focus is on action rather than words.  Assumptions:  The actions of a leader speak louder than their words  People are motivated when you give them credit rather than take credit  Ego and aggression are neither necessary nor constructive  Characteristics:  Leads from behind the scenes  Is not really comfortable in the limelight  No less driven than a charismatic leader www.factorintalent.com
  • 10. Leadership Models 7. Servant Leadership:  Servant leaders achieve results for the organization by giving priority attention to the needs of their colleagues and those they serve. Servant leadership is focused more on the needs of others.  Assumptions:  The leader has responsibility for the followers  Leaders have a responsibility towards society and those who are disadvantaged  People who want to help others do this best by leading them  Characteristics:  Sees himself as a servant to the organization and its personnel  Does not lead for strokes of ego, but for the greater good of the organization  Is self-sacrificial  Gives credit to the team members when the organization succeeds  Takes responsibility for the down fall when a project fails technorati.com
  • 11. Leadership Models 8. Level 5 Leadership:  The concept was introduced by business researcher Jim Collins in his book Good to Great. It is a combination of the Quiet Leader and the Servant Leadership models. Level 5 leaders blend the paradoxical combination of deep personal humility with intense professional will.  Assumptions:  The company’s name is more important than the leader’s name  Leaders are merely facilitators of the corporate vision  Get the right people on the bus and the wrong people off – then figure out where to drive it  Characteristics:  Is humble and self-effacing but no less driven  Is more interested in the long-term health and success of the corporation than in recognition or accolades  Not afraid to hire management personnel who is smarter than they are  Leads organization to find the best niche and strip away all unnecessary activities
  • 12. Leadership Styles
  • 13. Leadership Styles 1. The Pacesetting Leader:  Expects and models excellence and self-direction  Works best when team is already motivated and skilled and leader needs quick results  Used extensively, but can overwhelm team members and suppress innovation  “Do as I do, now”
  • 14. Leadership Styles 2. The Authoritative Leader:  Moves team toward a common vision and focuses on end goals, leaving means up to individuals  Works best when team needs a new vision due to change of circumstances or when explicit guidance is not required  Inspires an entrepreneurial spirit and enthusiasm for the mission  Not the best fit when leader is working with a team of experts who know more than him or her  “I will lead – follow me”
  • 15. Leadership Styles 3. The Affiliative Leader:  Creates emotional bonds that bring a feeling of belonging to the organization  Works best in times of stress, when teammates need to heal from a trauma or rebuild trust  Should not be used exclusively, as a reliance on praise can lead to mediocre performance and lack of direction  “People come first”
  • 16. Leadership Styles 4. The Coaching Leader:  Develops people for the future  Works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall  Is least effective when teammates are unwilling to change or learn, or if the leader lacks proficiency  “Try this”
  • 17. Leadership Styles 5. The Coercive Leader:  Demands immediate compliance  Most effective in times of crisis such as company turnaround or a takeover attempt, or during an actual emergency like a fire  Can help control a problem teammate when all else has failed  Should be avoided in almost every other scenario, as it can alienate people and suppress flexibility and inventiveness  “Do what I tell you”
  • 18. Leadership Styles 6. The Democratic Leader:  Builds consensus through participation  Most effective when the leader needs the team to buy into or have ownership of a decision, plan or goal, or if he or she is uncertain and needs new ideas from qualified teammates  Not the best choice in an emergency situation, when time is of the essence or for any other reason when teammates are not informed enough to provide the leader with sufficient guidance  “What do you think?”
  • 19. NFL Approach to Leadership Development www.zimbio.com
  • 20. Owner GM Coach QB Running Back Full Back http://blog.slaterzorn.com/
  • 21. Assessments for Identifying Future Leaders people-equation.com
  • 22. Do the Groundwork First  What do I need? (leadership model, style and/or philosophy; what is the situational context?)  What knowledge, skills, abilities and/or characteristics are most likely to provide these?  Do I have examples within the organization of what I want/need? What can I learn from them (or about them)?  If possible, benchmark with your “stars.” Who would you like to clone – what do they have in common?  Am I being realistic? Don’t design “Jesus in tennis shoes.”
  • 23. Build a Process: How will you Identify and Evaluate Leaders Include Multiple Dimensions in Selection: a) Objective – “real” data – testing and/or other hard indicators (blood work, credit check, etc.). b) Subjective – “soft” data – interviews, observation, lunch, references, etc. c) Experiential – “live” data – role plays, in-basket, presentations, etc.  Be deliberate in matching what you want/need to methods for assessing – know what each aspect of your selection process is trying to do.
  • 24. Execute, Evaluate, Adjust  Work your process – this isn’t easy. You will get out of it what you put into it. Don’t cut corners or get too busy to do a good job.  Debrief and evaluate – you can’t do it alone and you won’t get it right the first try; talk with participants and get candid feedback about what works and what doesn’t.  Adjust as needed – continuous improvement is king. If you are trying to hire adaptable, learning leaders – be sure you are one!
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