What type of leader are you

TEEPEE
November 16, 2011

John Fisher
NET(net), Inc.

 When you think of a Great Leader

 Who comes to mind?

General Patton?
Mahatma Gandhi?

A Subordinate? Abraham Lincoln?

Another CIO or Mentor?

© 2006-2011 All Rights Reserved - John Fisher November 2011
2

 "Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust among
colleagues, and taking effective action to
realize your own leadership potential.“

 Warren Bennis, Ph.D., Distinguished Professor of Business Administration
at the University of Southern California

3

 Can Leadership be Learned?
• Are Managers supposed to be Leaders?
• Are Technical Leaders different?

 What makes you a Leader?
• Authority  Empathy
• Position  Responsibility

• Attitude  Experience

• Self-Awareness

4

 Do the skills, behaviors and attitudes that
make you a good manager or technical
expert, also
 Make you a good Leader?

 Classic
difference between Leaders and
Managers
• Managers do things right
• Leaders do the right things

5

 Leading starts with setting a direction
 Leaders achieve a vision by motivating
and inspiring
 Leadership is about coping with change
 Management is about coping with complexity

 Leaders achieve their goals by aligning people
 Managers achieve a plan by organizing and staffing

6

 There are thousands of books on
leadership and just as many theories
 We will be discussing two approaches:
 Blanchard’s Situational Leadership
 Blake and Moulton’s Managerial Grid
 Andcommunication/behavioral style
 Some books I find helpful:
 Peter Northouse, Leadership Theory and Practice 4th ed. (2007)
 Paul Glen, Leading Geeks (2003)
 Gerald Weinberg, On Becoming a Technical Leader (1986)

7

 All Leaders are not the same

 All
Leadership Situations are not the
same

 What is your style?
 Is one style good for all situations?

8

 Effective leadership depends on using a
leadership style that is appropriate to the
situation.

• Factors: Balance between
 concern for Work and
 concern for People

9

 What factors influence your leadership
style?
• Approach
• Training
• Behaviors

• Self-Awareness
• The Situation
 The work and the people involved

10

Situational
Leadership
Model
Decision Styles
1. Leader-Made Decision
2. Leader-Made Decision with
Dialogue and/or Explanation
3. Leader & Follower-Made
Decision or Follower-Made
Decision with Encouragement
from Leader
4. Follower-Made Decision

Task Behavior
• Goal Setting
• Organizing
• Directing
• Controlling

Relationship Behavior
• Giving Support
• Communicating
• Active Listening
• Feedback
11

Developed by Robert Blake and Jane Mouton from 1964 to 1991
 Four types of Leaders
 Authoritarian — strong on tasks, weak on people skills
 Country Club — strong on people skills, weak on tasks
 Impoverished — weak on tasks, weak on people skills
 Team Leader — strong on tasks, strong on people skills

Questionnaire to rate your behavior on 18 items
0=Never, 3=Sometimes, 5=Always

12

9
8
Concern for People

Country Club Team Leader
7
6
5
4
3 Impoverished Authoritarian
2
1
1 2 3 4 5 6 7 8 9
Concern for Results
13

 Team Leader (high task, high relationship)
• These leaders lead by positive example and endeavor to foster a team
environment where all team members can reach their highest potential
• They encourage the team to reach team goals as effectively as possible, while
also working tirelessly to strengthen the bonds among the various members.
• They normally form and lead some of the most productive teams.

 Authoritarian Leader (high task, low relationship)
• Leaders who get this rating are very much task oriented and are hard on their
workers (autocratic).
• There is little or no allowance for cooperation or collaboration.
• Heavily task oriented people are very strong on schedules; they expect people
to do what they are told without question or debate;
• When something goes wrong they tend to focus on who is to blame rather than
concentrate on exactly what is wrong and how to prevent it;

14

 Country Club Leader (low task, high relationship)
• These leaders predominantly use reward power to maintain discipline and to
encourage the team to accomplish its goals.
• They are almost incapable of employing the more punitive coercive and
legitimate powers.
• This inability results from fear that using such powers could jeopardize
relationships with the other team members.

 Impoverished Leader (low task, low relationship)
• These leaders use a “delegate and disappear” management style.
• They are not committed to either task accomplishment or maintenance; they
essentially allow their team to do whatever it wishes
• They prefer to detach themselves from the team process by allowing the team
to suffer from a series of power struggles

15

9

8
Country Club Team Leader
7

6

5

4
People Task

Impoverished Authoritarian
1 7 7.2
2 6 7 3
3 7.8 7.4
4 6.6 6.4
5 7.8 7.6 2
6 5.8 6.6
7 6.6 7.2
8 6.8 6.4
1
1 2 3 4 5 6 7 8 9
9 6.8 7.6
10 6.2 6.2
11 7.6 6.8

16

 We are all Team Leader Types

 Should we always be a Team Leader?

 Are there times we need to be
• Authoritarian?
• Impoverished?
• Country Club?

17

 Another tool for understanding ourselves
is the Behavioral Assessment

 People perceive things differently
 People have different styles of
communicating, understanding and
motivating
 Assessment tools can help us understand
ourselves and those we work with
18

 What it IS
• A system for understanding and managing
behavior
• Idea developed in 1928 by William Marsten
• This version created over 30 years ago
• Has been used by over 40 million people

 What it IS NOT
• An indicator of skills, ability or aptitude
• A success criteria
• A win-lose system

19

 Peoplewho understand their strengths
and limitations are able to adapt to the
needs of others and the needs of their
environment in ways that lead to
maximum effectiveness

 People
who self-manage are capable of
becoming “peak performers”

20

 Understand themselves and how their
behavior affects others

 Understand their reactions to other people

 Know how to maximize on what they do well

 Have a positive attitude about themselves

 Know how to adapt their behavior

Preview-21 21

 There are four styles of behavior
D – Dominance
I – Influence
S – Steadiness
C – Conscientiousness

 Each person has a dominant style, and may have a
secondary style
 Few people are Pure Styles – most are a mixture

22

Active

Questioning Accepting

Thoughtful

23

Active
Dominance Influence

Questioning Accepting

Conscientiousness Steadiness
Thoughtful
24

 Why do we want to know this?

 How can it help in our jobs?

 Helpsunderstand our subordinates, our
boss and our peers

 Helps us understand ourselves

 For example – dealing with conflict
25

Tends to:
ASSERT

D i

C S
Tends to:
SUPPRESS
26

Focuses on:
D i Focuses on:
LOGIC FEELINGS

C S

27

Tends to:
DEMAND ASSERT EXPRESS
Goal: Victory Goal: Acknowledgement

Focuses on: Focuses on:
LOGIC FEELINGS

WITHDRAW Tends to:
COMPLY
Goal: Justice Goal: Harmony
SUPPRESS
28

 Knowingmore about yourself helps you
understand more about others

 Understanding others helps you know
what motivates them

 Knowingwhat motivates them, helps you
understand how to Lead

29

A new job opening has been posted ….

“Since I’ve only been in this job for 10 years, I
D don’t see any reason to change.” S
i “I’ve decided to take the job.”
D
S “I’ll decide whether to apply after I thoroughly

C investigate the pros and cons of the new job.” C
“I’ll call my friend in that department to see if the
new boss is nicer than mine.” i
30

Different approaches for rearranging the office.

D “Can we pick who we sit by?”
i
i “Is it OK if I don’t move?”
S
S “I’ll have some alternatives drawn up by next

C week.” C
“Don’t worry, I’ll take care of the whole thing.”
D
31

 "Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust among
colleagues, and taking effective action to
realize your own leadership potential.“

 Warren Bennis, Ph.D., Distinguished Professor of Business Administration
at the University of Southern California

32

 What is your style?

 How can you adapt?

 What will you do differently?

33

 When researchers went out to look at
effective leaders —
• There are NO common traits
• Charisma is the least effective form of
governance
 Why?
• Trust is the most important factor
 Easiest to loose
 Hardest to rebuild

34

35

What type of leader are you

Recommended

Recommended

More Related Content

Similar to What type of leader are you

Similar to What type of leader are you (20)

What type of leader are you