These are the slides from our Leadership Fundamentals, leadership development class. from week 2. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.

1. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Module 2: Leadership and Leadership Styles
• Review individual leadership style assessments.
• Define and discuss the locus of control and
extreme ownership.
• Learn leadership models including
• Fiedler’s Contingency Theory
• Robert House’s Path-Goal Theory and
• Hersey-Blanchard Situational Leadership
Theory.
• Discuss fitting leadership methods to the situation
or the people being led.
• Discuss leading your leader in the perspective of
locus of control and extreme ownership.
• Explore the direction of influence.
• Discuss leadership and autonomy in the DevOps
culture.
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
DevOps Principles
(CAMS)
• Culture of people,
processes, and tools
• Automation of
processes
• Measurement of KPIs
• Sharing feedback,
best practices, and
knowledge

2. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Leadership Style Assessments
1. Authoritarian (Autocratic)
2. Participative (Democratic)
3. Delegative (Laissez-Faire)
4. Charismatic
5. Transformational
6. Transactional
7. Servant
• People-oriented
• Task-oriented
• Achievement-oriented
1. Coach
2. Mentor
3. Facilitator
• Participatory
• Facilitative
• Evocative
• Provocative
• Directive
• Supportive

3. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Locus of Control Assignment
Locus of Control & Attributional Style Test
• I scored an 87% in success orientation.
• I believe that my success is the result of my own
skills, intelligence, and personality.
• I rarely attribute it to external forces.

4. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Definition of Locus of Control
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Locus of Control:
The degree to which people believe that they have
control of the outcome of events in their own lives.

5. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Definition of Locus of Control
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Internal Locus of Control External Locus of Control
• Feels they control their destiny
• Feels responsible for their actions
and their outcomes
• Cannot blame someone else
• Feels that things happen to them
because of luck, destiny, higher power,
other people, the government, their
boss, etc.
• Looks for attention or sympathy
• Victim mentality (everything bad
happens to them)
• Feel out of control of their life and
helpless
• Blames others
• Tends to be more successful
• Tends to be more motivated
• Tends to have better mental health
• Tends to have more positive
experiences
• Tends to be less successful
• Tend to be driven by fear, pessimism, or
anger
• Often depressed and feel more negative

6. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Definition of Extreme Ownership
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Extreme Ownership:
“There is no one else to blame; you must own problems along with
solutions; commit to lead up and down the chain of command.”
4 Laws of Combat
• Cover and Move
• Prioritize and Execute
• Keep it Simple
• Decentralize Command
https://echelonfront.com/what-is-extreme-ownership/

7. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Definition of Extreme Ownership
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Extreme Ownership:
“There is no one else to blame; you must own problems along with
solutions; commit to lead up and down the chain of command.”
Mindsets for Victory
• Aggressive Mindset
• Address problems immediately
• Take initiative
• Move fast
https://echelonfront.com/what-is-extreme-ownership/
• Innovate and Adapt
• Adjust to the situation
• Stay ahead
• Be Humble
• Ego ruins relationships
• Discipline Creates Freedom

8. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Discuss Extreme Ownership and
Locus of Control
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
• Are there parallels between an internal
locus of control and Extreme Ownership?
• What is unique about Extreme Ownership?

9. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Fiedler’s Contingency Theory (mid-1960s):
• There is no best style of leadership.
• A leader’s effectiveness is based on the situation.
• Assumes a leader’s leadership style is fixed

10. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Fiedler’s Contingency Theory uses the Least-Preferred Co-
Worker Scale (LPC) to determine whether a leader is
Task-oriented
• Effective at completing tasks
• Quick to organize a group and
get tasks and projects done.
• Relationship-building is a low
priority.
Gets it done.
Relationship-oriented
• Good at avoiding and
managing conflict.
• Focus more on personal
connections.
• Better for complex decisions.
Relationships and strategy.

11. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Fiedler’s Contingency Theory uses the Least-Preferred Co-
Worker Scale (LPC) to determine whether a leader is
Task-oriented
• Effective at completing tasks
• Quick to organize a group and
get tasks and projects done.
• Relationship-building is a low
priority.
Gets it done.
Relationship-oriented
• Good at avoiding and
managing conflict.
• Focus more on personal
connections.
• Better for complex decisions.
Relationships and strategy.

12. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
Least
Preferred
Coworker
(LPC)
Task-oriented
• Effective at completing tasks
• Quick to organize a group and
get tasks and projects done.
• Relationship-building is a low
priority.
Gets it done.
Relationship-oriented
• Good at avoiding and
managing conflict.
• Focus more on personal
connections.
• Better for complex decisions.
Relationships and strategy.
Low LPC score (54 and below) is task-oriented.
High LPC score (73 and above) is relationship-oriented.

13. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
Least
Preferred
Coworker
(LPC)
Low LPC score (task oriented) is favorable for performance
in all situations except where leader/member relations are
high and task structure and position power are low.
Source:
https://expertprogrammanag
ement.com/2018/11/fiedler-
contingency-theory/

14. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
Source:
https://expertprogrammanag
ement.com/2018/11/fiedler-
contingency-theory/
Low LPC score (task oriented) is favorable for performance
in all situations except where leader/member relations are
high and task structure and position power are low.

15. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Hersey-Blanchard Situational Leadership Theory
Situational Leadership Theory (mid-1970s):
• There is no single “best” style of leadership
• Effective leadership is task-relevant
• Successful leaders adapt their style to the
tasks and followers/employees

16. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Hersey-Blanchard Situational Leadership Theory
Situational Leadership Theory Leadership Styles
1. Delegating style: A low-task, low-relationship style wherein the leader allows the
group to take responsibility for task decisions. This is best used with high maturity
followers.
2. Participating style: A low-task, high-relationship style that emphasizes shared
ideas and decisions. Managers can use this style with moderate followers who are
experienced but may lack the confidence to do the tasks assigned.
3. Selling style: A high-task, high-relationship style in which the leader attempts to
sell their ideas to the group by explaining task directions in a persuasive manner.
This, too, is used with moderate followers. Unlike the previous style, these
followers have the ability but are unwilling to do the job.
4. Telling style: A high-task, low-relationship style wherein the leader gives explicit
directions and supervises work closely. This style is geared toward low maturity
followers.
Direct Quote; Source: https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp

17. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Hersey-Blanchard Situational Leadership Theory
Situational Leadership Theory Leadership Styles
1. Delegating style: low-task, low-relationship
2. Participating style: low-task, high-relationship
3. Selling style: high-task, high-relationship
4. Telling style: high-task, low-relationship
Delegative
Participative
Transformational
Autocratic

18. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Path-Goal Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Source: http://www.nwlink.com/~donclark/leader/lead_path_goal.html
• Strong method for
leadership
• Aligns employee
direction with company
goals by giving them
motivations around
their own goals.

19. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Fitting leadership styles to the people and the tasks
• Fiedler’s Contingency Theory
• Hersey-Blanchard Situational Leadership Theory
• Robert House’s Path-Goal Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise

20. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Direction of Influence
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Stakeholder (definition): a party with an interest or concern in your
business. Can be suppliers, vendors, employees, shareholders,
customers, environment, society, government, etc.
You can influence any stakeholder.
Upward influencing senior management, owners
Downward influencing team members or consultants
Outward influencing clients, vendors, partners, and the public
Sideward influencing peers

21. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Direction of Influence
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Stakeholder (definition): a party with an interest or concern in your
business. Can be suppliers, vendors, employees, shareholders,
customers, environment, society, government, etc.
Stakeholder Management is communication, influence, inclusion,
persuasion, and involvement in order to get everyone “on board.”
Stakeholder Management is important to accomplish organizational
goals. Sometimes stakeholder management requires “managing up.”

22. Leadership, Module 2
MePush Leadership Fundamentals 1.0
“Managing Up”
Managing your manager.
How:
• Make their jobs easier
• Helping to influence and lead your peers
• Communicate your priorities and seek feedback (don’t assume that you are in
alignment with organizational goals)
• Anticipate your boss’s needs
• Learn the right way to discuss problems with your leaders
• Boost your own level of engagement as well as your peers

23. Leadership, Module 2
MePush Leadership Fundamentals 1.0
“Managing Up”
Managing your manager.
• Anticipate and jump in (volunteer and lead)
• Help them get organized (take notes, create that PowerPoint, send out the action items)
• Complete tasks and be successful (volunteering makes no difference if you are
unsuccessful or never complete projects)
• Become well-rounded (become more useful with self-development)
• Consider the bigger picture (learn to see the whole system, the stakeholders, and the
politics)

24. Leadership, Module 2
MePush Leadership Fundamentals 1.0
“Managing Up”
Managing your manager.
• Manipulate them. Being a “yes man” or
brown-nosing or being unrealistic.
• Cover up the truth. Hiding the truth of the
situation, making excuses, passing blame.
• Get involved in office politics. Don’t be the
rumor mill. Don’t play sides against each
other. Don’t be a backstabber.

25. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Extreme Ownership and “Managing Up”
• Take responsibility, regardless of your role
on the team
• Support your leaders by helping them
understand the reality of the situation
• Have the courage to give leaders your ideas
• Establish communication and mutual
respect and understanding
“If your boss isn’t making a
decision in a timely manner, or
providing necessary support
for you and you team, don’t
blame the boss – first blame
yourself. Examine what you
can do to better convey the
critical information for
decisions to be made and
support allocated.”
Source: Extreme Ownership: How U.S. Navy SEALs Lead and Win by
Jocko Willink and Leif Babin

26. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Wait?! Does this mean you are already a leader?
• Extreme Ownership makes you a leader
• Internal locus of control makes you a leader
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
• Taking responsibility
• Autonomy
• Leading your peers
• Supporting your team