1a Leaders develop the Mission, Vision, Values and ethics and act as role models, leadership styles and traits, human resources

1. 1a Leaders develop the Mission
Mission,
Vision, Values and ethics and act
as role models
http://www.flickr.com/photos/powi/2413606933/sizes/o/

2. SUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?
International Human Resources Management, Dr. Jörg
Klukas 2

3. What we have learnt.
• Overview of the EFQM Model
to be applied for HR-
Departments
• Criteria 3
• People Approaches
• Criteria 5
• HR Process Management
• Criteria 4e
• Learning Organization
g g
• People, Places and Objects
Approach
• Intercultural Management by
Lixiu
• Criteria 7
• People’s Perception measures
• People’s Performance Indicators
International Human Resources Management, Wassili
Lasarov, Dr. Jörg Klukas

4. 1A LEADERS DEVELOP THE MISSION,
VISION, VALUES AND ETHICS AND ACT AS
S O A SA CS A AC
ROLE MODELS
International Human Resources Management, Dr. Jörg
Klukas 4

5. The EFQM excellence model
Q
Enablers Results
People
People Results
Policy and Customer Key
Leadership
p Strategy Processes Results Performance
Results
Partnerships Society
& Resources Results
Innovation and Learning
International Human Resources Management, Dr. Jörg
Klukas 5

6. The EFQM excellence model
Q
People
People
Results
Key
1. Leadership
1 L d hi
Customer
Leadership Strategy
Strateg Processes Performance
Results
Results
Partnership Society
& Resources Results
a. Leaders develop the Mission, Vision, Values and ethics and act as
role model
b. Leaders define, monitor, review and drive the improvement of the
organization’s management system and performance
c. Leaders engage with external stakeholders
d.
d Leaders reinforce a culture of excellence with the organization s people
organization’s
e. Leaders ensure that the organization is flexible, and managers change
effectively
International Human Resources Management, Dr. Jörg
Klukas 6

7. The EFQM excellence model – People
Q p
1a Leaders develop the Mission, Vision, Values and ethics and act
as role models
l d l APPROACHES
In practice, excellent organizations
• Set and communicate a clear direction and strategic focus; they Roles/Tasks of
unite their people in sharing and achieving the organization's
organization s Leaders
core purpose and objectives.
• Secure the future of the organization by defining and Theories of
communication a core purpose that provides the basis for their
overall ision alues
o erall vision, values, ethics and corporate beha ior
behavior. Leadership
(Types, Traits,…)
• Champion the organization's Values and are role models for
integrity, social responsibility and ethical behavior, both
internally and externally Elements of High
g
• Foster organizational development through shared Values, Performing Leaders
accountability, ethics and a culture of trust and openness.
(1d)
• Ensure their people act with integrity and adopt the highest
standards of ethical behavior
behavior. Empowerment (3c)
• Develop a shared leadership culture for the organization and Influencing (1c/d)
review and improve the effectiveness of personal leadership 7
behaviors

8. Theory 1
ROLES/TASKS FOR
LEADERS
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Dr. Jörg Klukas 8

9. What do good leaders have in common?
g
• Not much!
•P h
Perhaps three common attributes:
h ib
• Have principles (Grundsätze)
• Have thoroughness (Gründlichkeit und Sorgfalt)
• Have methodological and systematic approaches, tools
(Professionalität, Werkzeuge)
•M
More or less same tasks:
l t k
• Lead by Vision and Strategy (Manage Strategy)
• Lead by Role Model (
y (Manage People)
g p )
• Lead by Processes (Manage Processes)
• Lead by Change (Manage Change)
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Dr. Jörg Klukas 9

10. 4 Tasks of Leaders
4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal.
Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility for
continuous improvements. Leadership of change realizes break-through improvements to redesign the organization.
Strategic Leadership Operational
1a Leadership 1c/d
• Process Coordinator, Process Owner
people
ship
Process Manager
g
Leadership Processs
of Change Leaders
• Leader of Improvement Team
1b
• Assessor / Auditor (EFQM, Bootstrap/SPICE)
Visionary
Enabler • Member of Management Review
g
e
Role Model • Responsible for Strategic Initiatives
• Manger of Innovations; Member of Disruptive
1e
Innovation Decision Teams; Leader/Member
of Focus Innovations
experiences
• Set challenging goals, create belief • Leading employees
and commitment to these goals, • Account Manager
involving people at all company • Partner Manager
levels, stick with the challenging • Responsible for Cultural Activities,
goals, focus on it and execute Educational Institutions,
• by Offsites, Management Meetings, Governmental Relationships
BU/Account Reviews, Strategy
Mapping, BSC
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11. Theory 2
INFLUENCE BY VISION
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12. Ways to influence
y
Leader
Leading by vision,
Leading by structure corporate values and HR
and systems policy
Processes, Objectives and Vision, corporate culture,
Direct Influence
Rewards shared values and norms
Governance by
Go ernance b Governance by
objectives, rules and sozialization
rewards Follower
Self-Governance by
Extra-organizational
socializations or teams
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13. Leading with Vision, Inspiration &
g y
Integrity
• understand inter-relational emotions processes as
drivers for internal motivations processes
• Leading by Command&Control
• Leading by Objectives
emotional
• L di by Vi i
Leading b Vision
level
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14. Leading starts by providing a touching
vision.
“We want to be the most “We want to provide people a
customer oriented and most beautiful home. This home
profitable company in should reflect their
h ld fl h i
Germany.” imaginations about a well-
feeling home sweet home.”
• Generate a vision for the followers and not for the
management
• Treat your followers as people
A good vision generates a culture that helps to realize my
strategy. Objectives within the strategy motivate my team to
identify necessary tasks and solve them by learning.
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Dr. Jörg Klukas 14

15. Theory 3
VARIOUS TYPES OF
LEADERSHIP
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Dr. Jörg Klukas 15

16. Various types of leadership
yp p
Type Main Goal
The Servant Leader Generally increases satisfaction of
people

17. The Servant Leader
• A Servant leader is on who puts others before
themselves. As the word servant might imply, it is a leader
that acts like a servant to his followers. They naturally want
to help others by bringing the best out in them.
• The main difference between a leader and a servant leader,
is that a servant leader genuinely cares for other people.
Their main goal is to make sure that other people are
satisfied with their tasks, that they are being pushed to
their f ll capability, and their hi h
h i full bl d h i highest priorities are b i
i ii being
served.
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Dr. Jörg Klukas 17

18. Characteristics of a Servant Leader
• Having a Calling – natural desire to help others
• Listening – desire to listen and value what’s heard
what s
• Empathy – ability to “walk in other’s shoes”
• Healing – others want to approach you for help
• Awareness
A –kkeen sense of what is going on
f h ti i
• Persuasion – seek to convince others to do things
• Conceptualization – encourage others to dream
• Foresight – ability to anticipate future events
• Stewardship – prepare others to contribute to society
• G ow
Growth – strong co
s o g commitment to g ow of
e o growth o
people
• Building community – strong sense of community spirit
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Dr. Jörg Klukas 18

19. Various types of leadership
yp p
Type Main Goal
The Servant Leader Generally increases satisfaction of
people
The Situational Leader Changes behavior depending on
situation

20. Situational Leader
• Directive/Task Behavior
involves (X-Axis):
• Clearly Telling People
• What to Do, How to Do It,
Where to Do It When to Do It
It,
• And Then Closely Supervising
Their Performance
• Supportive/Rel. Behavior
involves (Y-Axis):
• Listening to People
• Providing Support and
Encouraging Their Efforts
• Facilitating Their Involvement
in
• Problem Solving and Decision
Making
M ki
Source: http://robcrispe.wordpress.com/2008/03/24/situational-leadership-ii-the-four-phases-that-all-team-leaders-should-know-about/

21. High S3: Supporting S2: Coaching
• High Supportive, Low Directive
Supportive • High Directive, High Supportive
Directive
• Focus of Control Shifts to • Leader Now Attempts to Hear
Follower Followers Suggestions, Ideas,
• Leader Actively Listens and Opinions
• F ll
Follower H Abili and
Has Ability d • T
Two-way CCommunication
i i
ehavior
Knowledge to Do the Task • Control Over Decision
Making Remains With the
Leader
portive Be
S4: Delegating S1: Directing
• Low Supportive, Low Directive
Supportive • High Directive, Low Supportive
Directive
Supp
• Leader Discusses Problems • Leader Defines Roles of
With Followers Followers
• Seeks Joint Agreement on • Problem Solving and Decision
Problem Definitions Making Initiated by the Leader
• Decision Making Is Handled • One-way Communication
by the Subordinate
Low Directive Behavior High

22. Various types of leadership
yp p
Type Main Goal
The Servant Leader Generally increases satisfaction of
people
The Situational Leader Changes behavior depending on
situation
The Participative Leader Empowerment and Power Sharing

23. Degree of Participations
g p
• Autocratic leader and democratic leader
leader.
< Not participative Highly participative >
Leader proposes
Autocratic Team proposes Joint decision
decision, listens Full delegation of
decision by decision, leader with team as
to feedback, decision to team
leader has final decision equals
q
then decides

24. Various types of leadership
yp p
Type Main Goal
The Servant Leader Increase satisfaction of people
The Situational Leader Changes behavior depending on
situation
The Participative Leader Empowerment and Power Sharing
The Transformational Leader Inspire followers and connect to
vision

25. Transformational Leadership
p
• Transformational leadership occurs when leaders and
followers engage in such a way that they raise one another to
higher levels of motivation and morality whereby everyone
gets raised to a higher level of performance.
• Four interrelated components of transformational
leadership:
• Intellectual stimulation
• Individualized consideration
• Inspirational motivation
• Idealized influence
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Dr. Jörg Klukas 25

26. Attributes of Transformational
Leadershipp
• Concentration on values like integrity and fairness
• Building of trust between leader and follower
• Increased awareness to elevate followers’ needs for
achievement and self-actualization
• Move followers beyond self-interest for the good of the group
group,
organization, or society
• Existence of sound vision, strong interpersonal and
organizational skills and the desire and willingness to lead
skills,
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27. Benefits/ Limitations and Goals of
Transformational Leadershipp
• Inspires people and promotes visions
• Fosters the acceptance of group goals
• Challenges people intellectually to achieve higher outcomes
• Th goal of transformational l d
The l ft f ti l leaders i t i
is to inspire f ll
i followers t
to
share the leader’s values and connect with the leader’s vision
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Dr. Jörg Klukas 27

28. Various types of leadership
yp p
Type Main Goal
The Servant Leader Increase of satisfaction of people
The Situational Leader Changes between directive and
supportive behavior depending on
situation
The Participative Leader Increase Empowerment and Power
Sharing
The Transformational Leader Inspire followers and connect them to
vision
The Transactional Leader Command and Control with
reward/punishment
d/ i h t

29. Transactional Leader
• Assumptions:
This leadership style developed by Bass is based on the hypothesis that
followers are motivated through a system of rewards and punishment. The
transactional leader's view of the leader / follower relationship is one of quid
pro quo - or this for that. If the follower does something good, they will be
rewarded.
rewarded If the follower does something wrong they will be punished.
wrong, punished
• Agreements:
At the extreme the only relationship that develops between the transactional
extreme,
leader and the follower is based on an unwritten agreement that the sole
purpose of the follower is to carry out the wishes of the leader.
International Human Resources Management,
Dr. Jörg Klukas 29

30. Transactional Leader
• Style:
The transactional leader works through creating clear structures
whereby it is clear what is required of their subordinates, and the
rewards that they get for following orders. Punishments are not
always mentioned, but they are also well-understood and formal
systems of discipline are usually in place
• Types :
The types of transactional leaders described by theorists include
categories such as Opinion Leaders, Group Leaders, Governmental
/ Party Leaders, Legislative Leaders and Executive Leaders.
International Human Resources Management,
Dr. Jörg Klukas 30

31. Various types of leadership
yp p
Type Main Goal
The Servant Leader Increase of satisfaction of people
The Situational Leader Changes between directive and
supportive behavior depending on
situation
The Participative Leader Increase Empowerment and Power
Sharing
The Transformational Leader Inspire followers and connect them to
vision
The Transactional Leader Command and Control with
reward/punishment
d/ i h t
The Quiet Leader Keep oneself in the position

32. The Quiet Leader
Q
The Quiet Leader does not require being in a controlling
position. They are everyday people that are trying to make the
most of their lives. Heroism is used only as a last resort
Qualities of Silent Leader
• recognize the scope of his/her control, and the limit of their ability to
predict the future.
• have some skin in the game so they take their self interest seriously.
• Do not make instant decisions, but thinks things through.
• Try to find the middle ground when possible.
International Human Resources Management,
Dr. Jörg Klukas 32

33. Various types of leadership
yp p
Type Main Goal
The Servant Leader Increase of satisfaction of people
The Situational Leader Changes between directive and
supportive behavior depending on
situation
The Participative Leader Increase Empowerment and Power
Sharing
The Transformational Leader Inspire followers and connect them to
a vision
The Transactional Leader Command and Control with
reward/punishment
d/ i h t
The Quiet Leader Keep oneself in the position
The Charismatic Leader Give hope and trust

34. Charismatic Leader
• Communicate on a very powerful and emotional level . Have
a personal charm that gives a favorable impression and
therefore are trust worthy. Are able to inspire enthusiasm,
affection, and loyalty
• This type of leader is especially useful in times of crisis and a
major turn around
• Key qualities:
• Optimistic and passionate about life
• They value the potential that they believe each person has
• They give hope.
• They share themselves
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35. Theory 4: More or less…
SIX TRAITS OF LEADERS
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36. Six Traits of Leaders
Desire to
Lead
Drive Integrity
Self- Job-relevant
Confidence Knowledge
Intelligence
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37. Six Traits of Leaders
Leaders exhibit a high effort level. They have
a relatively high d i f achievement, h
l ti l hi h desire for hi t have
Drive a lot of energy, show initiative, and they’re
persistent in their activities
Leaders have a strong desire to influence and
Desire to lead others, they demonstrate the willingness
Lead to take responsibility
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Dr. Jörg Klukas 37

38. Six Traits of Leaders
Leaders build trusting relationship between
Integrity themselves and f ll
th l d followers b b i t thf l
by being truthful
and by showing consistency between word and
deed
Followers look to leaders for an absence of self-
Self-
Self doubt. Leaders therefore
doubt Leaders, therefore, need to show self-
self
confidence in order to convince followers of the
Confidence
rightness of goals and decisions
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39. Six Traits of Leaders
Leaders need to be intelligent enough to
gather, synthesize, and interpret large
Intelligence amounts of information; and to be able create
visions, solve problem, and make correct
decisions
Effective leaders have a high degree of
knowledge about the company, industry, and
Job-relevant
Job relevant technical matters. In-depth knowledge allows
knowledge leaders to make a well-informed decisions and
to understand the implications of those
decisions.
d i i
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Dr. Jörg Klukas 39

40. Theory 5
MANAGERIAL GRID OF
LEADERS
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41. Managerial Grid of Leaders
g
9.9. Team
1.9. Country Club
9 Manger
g Manager
Concern 5.5. Middle of the
road Manager
For 5
People
1.1. Impoverished 9.1. Task
1 Manager Manager
1 5 9
Concern for Tasks 41

42. Managerial Grid of Leaders
g
The leaders focuses on being supportive and
1.9. Country Club
y considerate of employee to the exclusion of
Manager concern for task efficiency
The leaders concentrates on task efficiency but
9.1. Task shows little concern for the development and
Manager
M morale of employee
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Dr. Jörg Klukas 42

43. Managerial Grid of Leaders
g
The leader facilitates task efficiency and high
9.9.
9 9 Team morale by coordinating and integrating work-
Manager related activities
1.1Impoverished
1 1Impoverished The leaders exerts minimum of effort to
accomplish the work
Manager
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44. Contact me!
Dr. Jörg Klukas
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• Email: joerg.klukas@pludoni.de
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