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1 Leadership Styles
- 1. Leadership Styles 1. Leading and working with teams
- 28. Where are we? What do you think Cambodia’s score is? Malaysia 104 France 68 USA 40 Sweden 31 Austria 11
- 32. The Emperor’s New Clothes
- 33. Take a Break Back in 20 minutes
Editor's Notes
- The first in a series on Project Cycle and general management for NGO mid level staff in developing countries. This course will take around 4 - 5 hours
- This list asks a lot… All the skills of Buddha – if we had all of these we would all be Avolokitsevara, our face would be on Angkor Thom
- (U.S. Army Handbook, 1973)
- With the last one the leader can become the ‘servant – leader’
- Only delegate to staff who have the capacity to do it
- Leaders here have an interpretor role to bridge this gap between national normal and international / expat style. Adds an extra dimension of difficulty to the approach.
- Leaders here have an interpretor role to bridge this gap between national normal and international / expat style. Adds an extra dimension of difficulty to the approach. PUT ONTO FLIP CHARTS FOR LATER
- Explain “morale”
- Morale? What is it?
- Maslow's Hierarchy of Needs is the pyramid from food and water to self actualisation.
- Herzberg's needs are specifically job related and reflect some of the things that people want from their work as opposed to Maslow's Hierarchy of Needs which reflect all the needs in a person's life.
- Another way of looking at leadership
- Another way of looking at leadership
- U.S. Army definitions … Go to slide 2
- While "paternalism" is defined by Webster’s Dictionary So paternalism supplies needs for those under its protection or control - it is directed inwards , while leadership gets things done – it is directed outwards .
- The last revolution in Sweden put out King Gustav IV, whom they thought incompetent, and surprisingly invited a French general who served under Napoleon, to become their new King. He accepted and became King Charles XIV. Soon after, he spoke to the Swedish Parliament. He tried to do the speech in Swedish, and it was so bad the Swedes roared with laughter. The new King was so upset that he never tried to speak Swedish again. He had culture shock -- never in his French upbringing and military career had he seen subordinates who laughed at the mistakes of their superior. (This story has a happy ending as he was thought very good and ruled the country for many years and his descendants still sit on the Swedish throne.) Sweden differs from France in the way its society handles inequality (those in charge and the followers).
- In the mid-1970s, Hofstede, a Flemish academic , identified four dimensions of culture which have proven to be strong indicators both of cultural differences and of how the culture of a country (or region or sub-group) affects the behaviour (for example, how teachers teach and students learn) and the values (for example, respect for tradition) of its people.
- In the mid-1970s, Hofstede, a Flemish academic , identified four dimensions of culture which have proven to be strong indicators both of cultural differences and of how the culture of a country (or region or sub-group) affects the behaviour (for example, how teachers teach and students learn) and the values (for example, respect for tradition) of its people. Has anyone here had a Swedish boss? Scandinavian? European? What is his management style?
- There is no score available for Cambodia, but we can take our neighbours as an indication - Vietnam’s is 70. Thailand’s is 64. Often expatriates fill the senior positions .. What effect does this have on the style of the organisation – expats seen as the patrons and Cambodians as clients.
- Some see paternalistic behaviour as a very rough way of getting things done. But leadership is all about getting things done for the organisation. And in some situations, a paternalistic style of decision-making might be required; indeed, in some cultures and individuals, it may also be expected by not only those in charge, but also the followers. Does this apply to Cambodia? It makes leadership styles quite interesting -- they basically run along the same continuum as Hofstede's PDI, ranging from paternalistic to consultive styles of decision making. This allows a wide range of individual behaviours to be dealt with, ranging from beginners to peak performers. In addition, it accounts for the fact that not everyone is the same. However, when paternalistic or autocratic styles are relied upon too much and the employees are ready and/or willing to react to a more consultive type of leadership style, then it can be quite damaging to the performance of the organization.
- Power distance example: on tv Air Crash Investigation – Dutch airliner taking off at Tenerife, KLM culture is high power distance in the cockpit, the pilot was the chief pilot and so respected that he was used in their advertising, copilot was unable to question his boss, but the copilot and flight engineer BOTH thought the tower had not said the runway was clear .. (next slide)
- they crashed into Pan Am jumbo taxiing on runway, lead to 583 deaths. This is the danger of power difference
- The story is about two criminals who say to the King "We are two very good tailors and after many years of research we have invented an extraordinary method to weave a cloth so light and fine that it looks invisible. As a matter of fact it is invisible to anyone who is too stupid and incompetent to appreciate its quality." But they actually make nothing and everyone is too afraid to seem stupid or to disagree, so they let the king parade through the town with no clothes on.
- There are many top 10 and top 12 tips on leadership . They take many different angles, from team dynamics to personal style and preference analysis (best used for recruiting). Here are 7
- This is affected by the PDI principles. What does our time sheet system say about trust? Quote: “If you don't trust them, you need to manage them up or manage them out.”
- Team building exercises and trips are becoming popular in western businesses. Outside work hours is not so easy to do often, so maybe at work .. celebrate something at work, maybe snacks and coffee for a UN day – breakfast? – can do without losing work time. Create rituals to bond the team – things you do regularly become a comfortable inclusion
- One bad team member can destroy a team, it is very important to deal with issues, losing one troublesome member is better than losing one good member and demotivating the rest. Discipline – best done one on one, but unsubstantiated allegations may need a group approach
- 3. When you give feedback, be specific. Don't say, "You ran a good meeting." Do say, "I particularly liked the way you got the men to talk so they understand that its not a women’s problem."
- Really restates the Motivators and Satisfiers theory Example : At an African NGO - the poor workspace lead to lost papers. Employee was blamed but if the job is not well set up the people will fail.
- What about this place?? INSERT PHOTO OF WORKPLACE HERE Ask question and straight to next slide
- Discussion or Exercise in groups. Use Flip Charts from before: can you rethink the ideas in terms of motivators? Include why expatriates ignore the seemingly obvious and get frustrated with failed initiatives. Then - on to a specific aspect – meetings.
- One important aspect of leadership is running meetings. “Information is power” Is this abused? Sharing is important, all together is efficient. Divide by skills or for practical needs, avoid duplication of effort and gaps.
- Drives the meeting: 1. all must have a chance to speak, BUT control the ‘running on’ and getting off the point. 2. No personal comments. 3. Private conversations are not appropriate a) sensitive subjects b) subjects that involve only 1 team member 4. Discipline – people talking amongst themselves, wandering off, answering phones. See photo next slide
- 5 people, 7 mobile phones !! How well is the translator (at far left) doing his job?