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Understanding Leadership Styles and Assessing Your Own Potential
- 1. Unit 308 Understanding Leadership Delivered by: Marianne Hurford www.cavc.ac.uk
- 2. www.cavc.ac.uk Welcome Marianne Hurford Leadership and Management Development Coach Cardiff and Vale College MHurford1@cavc.ac.uk
- 4. www.cavc.ac.uk Agreements Facilitator will; Offer a range of inputs, exercises & experiences designed to enable learning objectives to be met We will all; Encourage a constructive atmosphere Take responsibility for our own learning Participate in exercises and contribute from our own experience Respect the confidentiality of others during the course
- 5. www.cavc.ac.uk Objectives Learning Outcome 1 ⢠Understand Leadership Styles Learning Outcome 2 ⢠Understand leadership qualities and review own leadership qualities and potential
- 7. www.cavc.ac.uk âLeadership, itâs like beauty, itâs hard to defineâŚ.. â⌠but you know it when you SEE itâ Bennis
- 8. www.cavc.ac.uk Differentiating between Leadership & Management Activity: Thinking about the roles of Leaders and Managers: 1. What is the difference between leadership and management? 2. What are the similarities between leadership and management? 3. Why is there a need for both?
- 9. www.cavc.ac.uk Leadership v Management Differences Leadership Management Inspire Control Think Act Motivate Organise Initiate Change Implement Change Challenge the status quo Accept the status quo Innovate Monitor Vision â set the pace Follow procedure
- 10. www.cavc.ac.uk Leadership v Management Similarities They both: ⢠have a primary focus of improving the organisation ⢠set the companies strategies and future needs ⢠Communicate policies and changes ⢠Can unlock the potential of others ⢠Act as a role model ⢠Require a level of knowledge & skill
- 11. www.cavc.ac.uk âA manager takes care of where you are; a leader takes you to a new place.â James Colvard, âManager Vs Leader
- 12. www.cavc.ac.uk What is Leadership? âLeadership is using our personal power to win the hearts and minds of people to achieve a common purposeâ (The Leadership Trust)
- 13. www.cavc.ac.uk What is Management? âThe process of planning, leading, organising and controlling people within a group in order to achieve goalsâ BusinessDictionary.com
- 14. www.cavc.ac.uk Leaders & Managers Leaders ⢠Deal with change ⢠Work on the system ⢠Create & Seek opportunities ⢠Change organisational rules ⢠Provide a vision to believe in and strategic alignment ⢠Motivate people by satisfying basic human needs ⢠Inspire achievement and energies people ⢠Coach followers, empower people & create self leaders Managers ⢠Deal with the Status Quo ⢠Work in the system ⢠Control risks ⢠Enforce organisational rules ⢠Seek and then follow direction ⢠Control people by pushing them in the right direction ⢠Co-ordinate effort ⢠Provide instruction
- 15. www.cavc.ac.uk Effective Leaders Activity: 1. Think of 3 leaders you consider to be effective? 2. List the qualities/characteristics that make them effective? Feedback to the Group
- 16. www.cavc.ac.uk Leadership Characteristics Inspiring Visionary Charismatic Dynamic Communicator Empowering Authentic Confident Single minded Change champion Unconventional Risk takers
- 17. www.cavc.ac.uk Qualities of a Good Leader 1. A vision and purpose 2. Clear goals 3. Strong commitment 4. Flexibility 5. An understanding of change 6. Active listening skills 7. Confidence to take risks
- 18. Learning Outcome 1 1.1 Describe the factors that will influence the choice of leadership styles or behaviours in workplace situations
- 19. www.cavc.ac.uk âYou canât be a leader and ask other people to follow you unless you know how to follow too!â Sam Rayburn
- 20. www.cavc.ac.uk
- 21. www.cavc.ac.uk Leadership Styles 1. Authoritarian â âDo what I tell youâ 2. Authoritative â âLets do this togetherâ 3. Visionary â âEmbrace my visionâ 4. Democratic â âYour opinions are important to meâ 5. Bureaucratic â âFollow the procedureâ 6. Pacesetting â âRise to my standardsâ 7. Transactional â âResults-orientedâ 8. Transformational â âWe need to change to move forwardâ 9. Coaching â âI support your growthâ 10.Affiliative â âPeople come firstâ 11.Laissez-faire â âI trust youâ 12.Servant â âHow can I support youâ
- 22. www.cavc.ac.uk Leadership Style In your groups, answer the following questions 1. What are the main characteristics of this style? 2. In what situation would you use this style? 3. In what situation would you NOT use this style?
- 23. www.cavc.ac.uk Choice of Leadership Style ⢠What factors might influence your choice of Leadership style?
- 24. www.cavc.ac.uk Types of Leadership Style Autocratic ⢠Leader only uses closed questions, makes decisions without reference to anyone else, can come across as abrupt ⢠High degree of dependency on the leader ⢠Can create de-motivation and alienation of staff by aggressive body language ⢠May be valuable in some types of business where decisions need to be made quickly and decisively Democratic ⢠Encourages decision making from different perspectives â leadership may be emphasised throughout the organisation ⢠Consultative: process of consultation before decisions are taken ⢠Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
- 25. www.cavc.ac.uk Types of Leadership Style Laissez-Faire ⢠âLet it beâ â leadership responsibilities are shared by all, can be too trusting / laid back. Relies on good teamwork ⢠Can be very 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 and lacking in overall direction, may over delegate Charismatic ⢠Leader influences others to sell ideas and changes ⢠They use positive language and vocal emphasis ⢠Create clear focus and direction, draw pictures and motivates staff ⢠Use humour and body language well and interact with objectors
- 26. www.cavc.ac.uk Factors Affecting Style Leadership style may be dependent on various factors: ⢠Maturity of team ⢠Expertise in the team â may delegate more ⢠Belief that delegating / participative style is more motivational ⢠If its an emergency or not ⢠Time constraints and deadline ⢠Your personality, your teamâs personalities ⢠Team Coherence ⢠Creativity required ⢠Desire to reduce staff turnover ⢠Stage of team development and individual development ⢠Organisational Culture
- 27. Learning Outcome 1 1.2 Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour
- 28. www.cavc.ac.uk Choice of Leadership Style Activity: Explain why a Leadership Style is likely to have a Positive OR Negative effective on: 1. Individual and 2. Group Behaviour
- 29. www.cavc.ac.uk Effective Leadership ⢠Higher Skill Levels ⢠Innovative Staff ⢠Improved Productivity ⢠Achieve Targets ⢠Staff Retention ⢠Attract Staff ⢠Increased Profits ⢠Motivation ⢠Improved Attendance ⢠Flexibility ⢠Improved Morale
- 30. www.cavc.ac.uk Ineffective Leadership⢠Poor communication ⢠Lack of respect ⢠Low Morale ⢠Poor Staff Retention ⢠Lower Profits ⢠Increased Costs ⢠Lack of Motivation ⢠High Absence ⢠Lack of Trust ⢠Lack of training ⢠Ineffective Time Management
- 31. Unit 308 Understanding Leadership Part 2 Delivered by: Martin Condy www.cavc.ac.uk
- 32. www.cavc.ac.uk Objectives Learning Outcome 1 ⢠Understand Leadership Styles Learning Outcome 2 ⢠Understand leadership qualities and review own leadership qualities and potential
- 34. Learning Outcome 2 2.1 Assess own leadership behaviours and potential in the context of a particular leadership model and own organisations working practices and culture using feedback from others.
- 35. www.cavc.ac.uk Assessment Criteria ⢠AC 1.1 - Describe the factors that will influence the choice of leadership styles or behaviours in workplace situations ⢠AC 1.2 - Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour ⢠AC 2.1 - Assess own leadership behaviours and potential in the context of a particular leadership model and own organisationâs working practices and culture, using feedback from others ⢠AC 2.2 - Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model
- 36. www.cavc.ac.uk Theories of Leadership ⢠Trait Theory ⢠Behavioural Theory ⢠Contingency Theory ⢠Power and Influence
- 37. www.cavc.ac.uk Trait Theories ⢠Trait leadership theories suggest that people with specific inherent attributes are âborn leadersâ. ⢠Sometimes referred to as the âqualities approachâ to leadership, trait theories focus on what (or who) the leader is rather than what they do.
- 38. www.cavc.ac.uk Trait Theories Activity: What do you believe are the traits that make an effective leader?
- 39. www.cavc.ac.uk Trait Theories Among the core traits identified are: ⢠Achievement drive ⢠Leadership motivation ⢠Honesty and integrity ⢠Self-confidence ⢠Cognitive ability ⢠Knowledge of business ⢠Emotional Maturity
- 40. www.cavc.ac.uk Behavioural Theories The root of behavioural leadership theories is the assumption that leaders can be trained to behave in certain ways. One of the most prominent behavioural Theories is Douglas McGregorâs Theory X and Theory Y (or Theory XY).
- 41. www.cavc.ac.uk McGreggorâs Theory X & Theory Y Theory Y Work is a Natural Self-directed Seek Responsibility Good Decisions with a Broad Focus Theory X Avoid Work Must be Controlled Avoid Responsibility Look for Security All employees fall somewhere on the continuum
- 42. www.cavc.ac.uk Blake and Mouton 1. Impoverished Management ⢠Low Results/Low People 2. Produce or Perish Management ⢠High Results/Low People 3. Middle of the Road Management ⢠Medium Results/Medium People 4. Country club Management ⢠High People/Low Results 5. Team Management ⢠High Production/High People
- 43. www.cavc.ac.uk Contingency Theories Contingency or situational theories propose that the leader must adapt his or her style of leadership to reflect both the needs of the team and the context in which the task is to be carried out To lead their team well, managers and supervisors may need to either adapt their leadership style to the current situation or delegate some of their leadership responsibilities to a co-worker.
- 44. www.cavc.ac.uk Action Centred Leadership: John Adair
- 45. www.cavc.ac.uk ⢠Setting Objectives ⢠Planning Tasks ⢠Allocating Responsibilities ⢠Setting Performance Standards Action Centred Leadership: John Adair
- 46. www.cavc.ac.uk ⢠Coaching ⢠Counselling ⢠Developing ⢠Motivating Action Centred Leadership: John Adair
- 47. www.cavc.ac.uk ⢠Communication ⢠Team Building ⢠Motivation ⢠Discipline Action Centred Leadership: John Adair
- 48. www.cavc.ac.uk ⢠Communicatio n ⢠Team Building ⢠Motivation ⢠Discipline ⢠Coaching ⢠Counselling ⢠Developing ⢠Motivating ⢠Setting Objectives ⢠Planning Tasks ⢠Allocating Responsibilities ⢠Setting Performance Standards Action Centred Leadership: John Adair
- 49. www.cavc.ac.uk Activity Individually: Think about an average day What activities do you do in an average day? Together: Which are Task / Team / Individual? How much time do you spend in each area? Is the mix right? Individual Needs Task Needs Team Needs Individual Needs Task Needs Team Needs
- 50. www.cavc.ac.uk 51 Tannenbaum & Schmidt Continuum Theory
- 51. www.cavc.ac.uk
- 52. www.cavc.ac.uk
- 53. www.cavc.ac.uk
- 54. www.cavc.ac.uk
- 55. www.cavc.ac.uk
- 56. www.cavc.ac.uk
- 57. www.cavc.ac.uk
- 58. www.cavc.ac.uk
- 59. www.cavc.ac.uk
- 60. www.cavc.ac.uk
- 61. www.cavc.ac.uk
- 62. www.cavc.ac.uk
- 63. www.cavc.ac.uk
- 64. www.cavc.ac.uk
- 65. www.cavc.ac.uk
- 66. www.cavc.ac.uk
- 67. www.cavc.ac.uk
- 68. www.cavc.ac.uk
- 69. www.cavc.ac.uk
- 70. www.cavc.ac.uk
- 71. www.cavc.ac.uk Positional Power (Legitimate) Referent Power Expert Power Reward Power Coercive Power Information Power French & Raven (1969)
- 72. www.cavc.ac.uk Leadership and Culture âThe way we do things hereâ Consider the culture of the organisation that you work in. What is the predominant leadership culture and what impact does that have on the people in the organisation?
- 73. Learning Outcome 2 AC 2.2 Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model
- 74. www.cavc.ac.uk Leadership Development ⢠Know yourself & seek improvement ⢠Know your job ⢠Seek & take responsibility for your actions ⢠Make sound & timely decision ⢠Lead by example ⢠Look after your people ⢠Communicate with your people ⢠Help develop necessary character traits in your people ⢠Ensure everyone understand goals & expectation ⢠Train your people as a team ⢠Utilise full capabilities of your organisation
- 75. www.cavc.ac.uk Gathering Feedback ⢠Leadership Style Assessment ⢠You will need feedback from at least three other people ⢠A Peer, a Colleague and Manager ⢠You can use the self evaluation form on the moodle to evaluate yourself and gather feedback ⢠Combine everything in to a SWOT analysis ⢠Review your weaknesses, prioritise them and complete an SMART Action Plan to address them.
- 76. www.cavc.ac.uk Asking for Contructive Feedback
- 77. www.cavc.ac.uk S.W.O.T Strengths: something that is going well, or you are good at. It is internal to the company or team. Weaknesses: something that is going badly, or something you are not so good at. It is also as above - internal Opportunities: something that if you act may benefit you. It can be potentially internal or external. Threats: something that, if you donât act, will harm you. Again potentially internal or external. My strengths based on my view and feedback My weaknesses based on my view and feedback The opportunities if I do something about these? The threats if I do nothing?
- 78. www.cavc.ac.uk
- 79. www.cavc.ac.uk Self Development ⢠Whatâs stopping you from doing it now? ⢠Why has it stopped you? ⢠What might happen if you ⢠How might the team benefit ⢠What would be the net steps in Changing? ⢠How would you start doing this? ⢠How would you measure your progress? ⢠What might hinder you? ⢠Who can give you feedback on your progress?
- 80. www.cavc.ac.uk Weaknesses Priority Weakness Reason for addressing this area, what will it bring you? 1 Lack of assertiveness If I am more assertive I can deal with conflict better 2 Improve Communication Communication If I communicate better I will be more effective as a team leader 3 Planning my time If I can plan my time better I will more effective planning and organising my team 4 5 6 7
- 81. www.cavc.ac.uk The Assignment ⢠Front Page ⢠Content Page ⢠Assignment ⢠Self Evaluation & feedback ⢠SWOT Analysis ⢠Action Plan ⢠Learner Statement of Authenticity
- 82. www.cavc.ac.uk Any Questions? Unrhyw gwestiynau? Thank you Diolch
Editor's Notes
- For Classroom Courses (face to face) **I usually change the time on the clocks to reflect the actual start and finish times** **You can also put a company logo in place of the CAVC web address if needed for an in-house course** (Do this in âSlide Masterâ in the âViewâ tab on the top)
- ** FOR CLASSROOM COURSES (in-person)** (Donât read them all out â allow delegates to read for themselves â The only one I highlight is the confidentiality)
- **This is what weâll cover todayâŚ**
- What do I mean by common sense of purpose? You can assemble a team with the potential to perform at a high level but without CLARITY, STRUCTURE, DIRECTION and a common sense of purpose - they are not going to be successful High Performing Teams are aligned to the Organisations Goals, support the shared vision and understand how their work fits into the organisations mission
- Warren Bennis, in his book On Becoming a Leader (1989), compared leaders and managers. He concluded that leaders were people who were the driving force in a business or organisation, innovating and initiating change, inspiring people to high levels of performance and challenging the status quo. Managers, on the other hand, were the people who organised, controlled and administered the resources available to achieve the tasks set by leaders. The table illustrates the differences Bennis observed.
- Leadership is the art or process of influencing people to strive willingly and enthusiastically towards the achievement of group goals. It is the process of directing the behaviour of others toward the accomplishment of some common objectives Leadership is influencing people to get things done to a standard and quality above their norm. And doing it willingly.
- Ten Leadership Theories in Five Minutes
- Have Leadership styles prepared for each group to research: Autocratic , Democratic, Laissez-faire
- Leaders Personality â Personality of the employees / other managers or leaders Experience or influence Task or project Resources Economic Technology Staff experience Staff characteristics Environment Organisational culture / values / behaviours
- Autocratic / Coaching / Servant Democratic / Laissez Faire / Bureaucratic
- **This is what weâll cover todayâŚ**
- What do I mean by common sense of purpose? You can assemble a team with the potential to perform at a high level but without CLARITY, STRUCTURE, DIRECTION and a common sense of purpose - they are not going to be successful High Performing Teams are aligned to the Organisations Goals, support the shared vision and understand how their work fits into the organisations mission
- Which Traits Are Associated With Leadership? Even today, books and article tout the various characteristics necessary to become a great leader. Different researchers have conducted studies and research reviews linking a variety of different traits with effective leadership. For example, Stogdill's 1974 review of leadership traits identified qualities that included: Age, physique, and appearance Intelligence Knowledge Responsibility Integrity Emotional control Social skills Self-confidence Responsibility One 1989 study suggested that the following traits can be linked to successful leadership, regardless of the situation: Task competence Physical vitality Intelligence Strong skills for dealing with people An ability to motivate others Decisiveness Self-confidence Assertiveness Flexibility Need for achievement Courage Trustworthiness Understanding the needs of others âOne of the concerns about such lists is that the attributes typically associated with successful leaders are often perceived as âmaleâ traits.
- Among the core traits identified are: Achievement drive: High level of effort, high levels of ambition, energy and initiative Leadership motivation: an intense desire to lead others to reach shared goals Honesty and integrity: trustworthy, reliable, and open Self-confidence: Belief in oneâs self, ideas, and ability Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled Knowledge of business: Knowledge of industry and other technical matters Emotional Maturity: well adjusted, does not suffer from severe psychological disorders. Others: charisma, creativity and flexibility
- Among the core traits identified are: Achievement drive: High level of effort, high levels of ambition, energy and initiative Leadership motivation: an intense desire to lead others to reach shared goals Honesty and integrity: trustworthy, reliable, and open Self-confidence: Belief in oneâs self, confident with ideas, and ability Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled Knowledge of business: Knowledge of industry and other technical matters Emotional Maturity: well adjusted, does not suffer from severe psychological disorders. Others: charisma, creativity and flexibility
- Behavioural Theories. The root of behavioural leadership theories is the assumption that leaders can be trained and developed to behave in certain ways. One of the most prominent behavioural Theories is Douglas McGregorâs Theory X and Theory Y (or Theory XY). McGregor proposes that there are two fundamental approaches to managing people: Theory X and Theory Y. The two different approaches, which, at the extremes, are polar opposites on a continuum, assume that people are either, work-shy (Theory X) or motivated by work (Theory Y). His proposition is simple: for Theory X employees, managers should adopt an authoritarian management approach, and, for Theory Y employees, a more participative management approach should be used. In simple terms, the management styles associated with Theory XY are as follows: Theory X (the âauthoritarian management style) proposes that the average person dislikes work and will avoid it if they can. It is assumed that the average person prefers to be directed (that is, they want to be told what to do, how to do it and when to do it); they will avoid responsibility; they are lacking in ambition; and seek security. To manage Theory X people, the leader must take a coercive approach, threatening sanctions and punishment to ensure that organisational objectives are achieved. Â Theory Y (the 'participative management' style) proposes that people enjoy work and will be prepared to give of their best. It assumes that people are committed to, and will pursue, organisational goals and objectives without threat of punishment or external control because they crave achievement. Theory Y people are perceived to thrive on responsibility and the opportunity to solve workplace problems. Further it is proposed that there are significant numbers of people with these characteristics in every organisation and that human potential is seldom fully realised.
- While many consider McGregor âold hatâ, it is a leadership approach that illustrates 2 extremes: Theory X which is predominantly autocratic, and Theory Y which is participative. It also introduces the concept of flexing your style. In simple terms, the styles associated with Theory XY are as follows: Theory X (the âautocratic leadershipâ style) proposes that the average person dislikes work and will avoid it if they can. It is assumed that the average person prefers to be directed (that is, they want to be told what to do, how to do it and when to do it); they will avoid responsibility; they are lacking in ambition; and seek security. To manage Theory X people, the leader must take a coercive approach, threatening sanctions and punishment to ensure that organisational objectives are achieved. Â Theory Y (the 'participative leadership' style) proposes that people enjoy work and will be prepared to give of their best. It assumes that people are committed to, and will pursue, organisational goals and objectives without threat of punishment or external control because they crave achievement. Theory Y people are perceived to thrive on responsibility and the opportunity to solve workplace problems. Further it is proposed that there are significant numbers of people with these characteristics in every organisation and that human potential is seldom realised. HO ILM LWT 8 â McGregorâs Theory XY, which should be handed to delegates after the slide has been explained, gives greater detail on the theory.
- The Blake Mouton Grid plots a Leaders degree of concern for results v concern for people â and identifies five different combinations of the two and the leadership styles they produce. The model is based on two behavioural dimensions: Concern for People:Â this is the degree to which a leader considers team members' needs, interests and areas of personal development when deciding how best to accomplish a task. Concern for Results:Â this is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
- What is the contingency theory of leadership? The contingency theory of leadership supposes that a leaderâs effectiveness is contingent on whether or not their leadership style suits a particular situation. According to this theory, an individual can be an effective leader in one circumstance and an ineffective leader in another one. To maximize your likelihood of being a productive leader, this theory posits that you should be able to examine each situation and decide if your leadership style is going to be effective or not. In most cases, this requires you to be self-aware, objective and adaptable.
- The task needs work groups or organisations to come into effect The individualâs needs are to give and receive from others in a work environment The team needs constant promotion and group cohesiveness to function efficiently
- Tannenbaum and Schmidtâs Continuum Theory  The Continuum, which comprises seven (7) distinct leadership styles, has, at either end of the spectrum, the option of an authoritative (autocratic) and a participative (democratic) approach to leadership. the Model shows the relationship between the level of freedom that a leader chooses to give to a team and the level of authority exercised by the leader. As the team's freedom is increased, so the leader's authority decreases. Â
- Laissez-Faire Delegating Supportive Transformational Coaching Affiliative Democratic Pacesetting Transactional Directive Bureaucratic Authoritative Autocratic
- French and Raven (1959) outline six bases of Power that support workers should be aware of and seek to keep in check; Positional Power The power of an individual because of the relative position and duties of the holder of the position within an organisation. Formal authority delegated to the holder of the position (i.e. the power to discipline others held by a manager.) Referent Power The power or ability of individuals to attract others and build loyalty often based on the charisma and interpersonal skills of the power holder. People want to please or be associated with a person or their qualities in order to be accepted (i.e. the power a popular manager / leader has to gain support from their peers). Expert Power The power derived from the skills or expertise of the person and the organisation's needs for those skills and expertise. Unlike the others, this type of power is usually highly specific and limited to the particular area in which the expert is trained and qualified (i.e. the power to advise an individual of particular benefits based on their knowledge or training) Reward Power The power to confer valued material rewards, the degree to which an individual can give others a reward of some kind such as benefits, time off, desired gifts, promotions or increases in pay or responsibility (i.e. the power to decide over who gets development opportunities) Coercive Power The power to negatively influence others. It might refer to the ability to demote or to withhold other rewards. It's the desire for valued rewards or the fear of having them withheld that ensures the obedience (i.e. the ability to issue performance management warnings) Information Power The power derived from possession of important information at a critical time ( i.e. the power gained in being able to withhold information)
- Asking for Contructive Feedback Consider why you are asking for it Consider why you need it Be prepared for questions Gather your own, factual evidence of your achievements Keep in view opportunities for observations, targets you have reached and feedback received from colleagues or customers Activity â 10mins Individually think of recent feedback you have received and use this to identify one strength and area for improvement Ask How do you gain and maintain trust?
- The Hersey-Blanchard Model suggests no single leadership style is better than another. Instead of focusing on workplace factors, the model suggests leaders adjust their styles to those they lead and their abilities.