Leadership Styles & Teamwork

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A Lecture for VLAP's Capability Enhancement Training and Strategic Planning June 6-8, 2012, MMSU, Batac City, Ilocos Norte, Philippines

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Leadership Styles & Teamwork

  1. 1. Leadership & Team Building A Lecture for VLAP, MMSU, Batac City, Ilocos Norte, Philippines June 6, 2012
  2. 2. Leadership is definedas a process by which aperson influences others toaccomplish an objective anddirects an organization in away, that it makes it morecoherent and cohesive.(Kenneth Boulding).
  3. 3. The emergence of other styles: highly performing leaders, effective leadership. charismatic leaders, transactional leader, transformational leaders and servant leadership. It is important to understand the forces that influence the styles the leaders choose for themselves and the forces that influence their styles. The next slideSource: andrewbrown.ca presentations relate on how the leaders successfully lead their teams.
  4. 4. HighPerformanceLeaders working memory planning/prioritization and organization
  5. 5. 1. Having a dream and think big (Dedication, Responsibility, Education, Attitude & Motivation) 2. Figure out what your strengthens are 3.Thrive for greatnessSource: xtragfx.com 4. Always be persistent and focused Great leaders NEVER give up and will always overcome adversity on what it takes to prosper! 5. Be willing to stand out from the crowd 6. Setting great examples for others to start following you Danny YoonSource: Effective Leadership | Danny Yoons Empower Network Blogwww.empowernetwork.com/dyoon/blog/tag/effective-leadership/6 Dec 2011 –
  6. 6. collaborative leader A collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to accomplish a shared outcome.” "Who is a collaborative leader?“ "You are a collaborative leader once you have accepted responsibility for building - or helping to ensure the success of - a heterogeneous team toSource: ccl.org accomplish a shared purpose .
  7. 7. Your tools are (1) the purposeful exercise of your behavior, communication, and organizational resources in order to affect the perspective, beliefs, and behaviors of another person (generally a collaborative partner) to influence that persons relationship with you and your collaborative enterprise and (2) the structure and climate of anSource: people.uwec.edu environment that supports the collaborative relationship.
  8. 8. Charismatic leader Weber applies the term charisma to "a certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities A charismatic leader is a positive and compelling quality of a person that makes many others want to be led by that person also an important element ofAung San Suu Kyis charismatic leadership involves the attributions made by group members about the characteristic of leader and the results they achieve
  9. 9. A charismatic leader  is proven to be more effective because ofthe power he wields as a result of his charm and grace. It is alsoeasier for him to develop trust among people by ensuring theirinvolvement in the process of growth and development.He/She is someone who can clearly visualize the future. Thus,people almost attribute to him a God-like quality, and generally,follow him to the last word. The charismatic leader can, thus, alsobe described as the visionary leader. The major advantage of thisleadership style is that it can prove excellent to achieve positivechanges and results. On the other hand, it can also be misused forpersonal gains. Source: palintwibe.blogspot.com
  10. 10. A charismatic leader is enthusiastic andcommitted towards achieving the goal, whichmay or may not be clear. Even so, he/she willreadily participate in exploring differentpossibilities that will lead to the goal. Even if thevision is unclear, the direction will always beclear with a transformational leader. Therefore,he may be similar to a participative ordemocratic leader, who involves his followers inthe decision-making process. He/she will gatherlarge groups of people through variousceremonies to pump them up with the samelevel of enthusiasm he feels. The mostimportant characteristic of a transformationalleader is the deep level of commitment he has source: Tomhaupt.comtoward attaining his goal.
  11. 11. transformational  A   leader is someone who is so passionate, as to rub off his vision and passion on his followers. He brings about positive major changes in an organization and moves group members beyond themselves interest for the goal of the groups, organization and society. A transformational leader cares about the growth of his people, and ensures the same by convincing his people to comply with his vision.Source: http://palintwibe.blogspot.com/
  12. 12. Chart depicting the leadership style of transformational leadersSource: 123rf.com
  13. 13. Transactional leaderA sharp contrast to the charismatic andtransformational leader, the transactional leader functions on the simple logic, thatrewards and punishment will stimulate hispeople to perform better.Transactional leadership is a set of leadershipbehaviors that emphasizes exchanges orbargains between manager and follower, andfocuses on how current needs of subordinatescan be fulfilled. Generally, transactionalleadership is the other name for “changes”.
  14. 14. A transactional leader will define clear rules andframework to function by and will expect his subordinatesto be completely responsible for the work delegated tothem. As such, their performance will determine whetherthey will be rewarded or punished.This kind of leadership is generally followed in largeorganizations, and in some ways is an effective tool ofcorporate leadership. Here, employees are not involved inthe process of decision-making. They are just means tothe end of goal attainment. The primary advantage of thismethod of leadership is the reinforcements used topromote performance. Source: Tiong: 2011
  15. 15. What is Servant Leadership?The phrase “Servant Leadership” wascoined by Robert K. Greenleaf in TheServant as Leader, an essay that he firstpublished in 1970. In that essay, hesaid:"The servant-leader is servant first.It begins with the natural feeling thatone wants to serve, to serve first. Source: rbbasinger.wordpress.comThen conscious choice brings one toaspire to lead.
  16. 16. What is Servant Leadership?Stephen Covey"One of these fundamental, timeless principlesis the idea of Servant Leadership, and willcontinue to dramatically increase in itsrelevance.To produce more for less, and with greaterspeed than you’ve ever done before. The onlyway you can do that in a sustained way isthrough the empowerment of people. And theonly way you get empowerment is throughhigh-trust cultures and through theempowerment philosophy that turns bosses Source:theresurgence.cominto servants and coaches…"
  17. 17. Leadership StylesLeadership style is the manner and approach of providingdirection, implementing plans, and motivating people. Kurt Lewin(1939) led a group of researchers to identify different styles ofleadership. This early study has been very influential andestablished three major leadership styles. The three major stylesof leadership are: Authoritarian or autocratic Participative or democratic Delegative or Free Reign
  18. 18. Autocratic Leadership Style The autocratic leadership style is best used in situations where control is necessary, often where there is little margin for error. When conditions are dangerous, rigid rules can keep people out of harm’s way. Many times, the subordinate staff is inexperiencedSource:leadership-toolbox.com or unfamiliar with the type of work and heavy oversight is necessary.
  19. 19. There are 4 components to Transformational Leadership. a. idealized influence (charisma) – setting an example, leading by example b. inspirational motivation – providing a vision to employees (shared values)d. individualized c. intellectual stimulation – havingconsideration – ability to the ability to challenge employeesattend to employee’s and encourage risk-takingneeds, make them feelappreciated
  20. 20. Democratic or participative leadership stylewhere the leader offers guidance/coachingto the team, but also participates in thegroup, and promotes feedback from othermembers. This style is not inconsistent withthe view of everyone in a group acting as aleader! The democratic style is also suitablefor the flat organizational structures ofcompanies today. It allows for dealing withfast-changing circumstances and anentrepreneurial spirit needed in anincreasingly competitive world. Speed andcreativity, is needed to win in a competitiveworld but accountability and strong fiscalresponsibility are critical and entrepreneurs Source: wildtech.orgunderstand this better the bureaucrats
  21. 21. Laissez-faire leadership Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Researchers have found that this is generally the leadership style that leads to the lowest productivity among group members.
  22. 22. Characteristics of Laissez-Faire  LeadershipLaissez-faire leadership is characterizedby:Very little guidance from leadersComplete freedom for followers to makedecisionsLeaders provide the tools and resourcesneededGroup members are expected to solve Source Cherry,About.com Guideproblems on their own
  23. 23. Although good leaders use all three styles, with one of them normallydominant, bad leaders tend to stick with one style.Source: chapteraffairs.acc.org
  24. 24. Teamwork Building a culture of team-work in a start-up. The fact that the success of the organization will depend on the entrepreneurs ability to drive their team together in a synchronously.
  25. 25. Source:http://www.accenture.com
  26. 26. The successful leader must get everyone to share the same specific mindsets. Toimprove business performance, five mindsets matter most. They constitute a culture ofhigh performance or, in our terminology, a performance anatomy. Mindset 1: Maintaining the Right Balance Between Market-Making and  Disciplined Execution Leadership action: Avoid false trade-offs and commit  to a dual focus on the present and the future. Mindset 2: Obsessively Identifying and Multiplying Talent Leadership Action: Invest a disproportionate amount of time in recruiting  and developing people. Mindset 3: Using A Selective Scorecard to Measure Business Performance Leadership Action: Rely on a simple, memorable way of measuring  success and use every occasion to share those success stories  throughout the organization.
  27. 27. Mindset 4: Recognizing Technology as a Strategic AssetLeadership Action: Invest in technologies that will demonstrably lead to better business performance.Mindset 5: Emphasizing Continuous RenewalLeadership Action: Ensure that the organization understands what to preserve from its current ways of doing business and what to jettison. Authors Robert J. Thomas Fred Harburg Ana Dutrahttp://www.accenture.com/us-en/outlook/pages/outlook-journal-2007-high-performance
  28. 28. Those who can manage their workloads and have high cognitive bandwidth areknown as high performers / high performance leaders. Across industries, highperformers use the executive skills they have effectively and dependably.Different companies measure these high performers in different ways. Some mayidentify high performers based on their consistency. Others may value those with strong company loyalty, or those who have a broadset of skills that can be applied to many different types of situations.Some simply measure high performers based on their position in the company.Across the board, higher performers tend to have three common executive skillswhich they are strongest in: working memory, planning/prioritization, andorganization. These are skills strongly linked with high output.
  29. 29. The process of leadership is carried out by theattributes the leader possesses such as his beliefs,values, ethics, character, knowledge, andskills. Leaders should be highly motivated to inspirethe employees and teams that they lead. Leadersmust be able to dream big and lay down the path withsuch clarity that people should follow them through;the vision should make a compelling case for actionby seeing endless possibilities without boundaries sothat people can be drawn in for the cause.

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