Ki nang lanh dao (tai lieu trinh chieu cho CEO)

The Certified CEO Program
Data Collected By: Hamed Ali Mohamed
Leadership Skills
‫القيادية‬ ‫المهارات‬ ‫أساسيات‬
M 13
P 1
‫األول‬ ‫الجزء‬

Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 3
1/26/2022
Part One
Leadership
Theories

Theories
• Style Approach
• Situational Approach
• Contingency Theory
• Path-Goal Theory
• Leader Member
Exchange
• Transformational
• Transactional
• Team Leadership
1/26/2022 Hamed Ali@
Hamed.Ali.Mohamed2@gmail.com 1-4

Style Approach
• Emphasizes the behavior of the leader
• Style approach seeks to explain how leaders
combine task and relationship behaviors to
influence subordinates in their efforts to reach a
goal.
• Style Approach reminds leaders that their
actions toward others occur on a task level and
a relationship level. Some situations demand
more task orientated style and others a more
relationship style based orientation.

Style Theory
• Two General kinds of behaviors
–Task behaviors - facilitate goal
accomplishment
–Relationship behaviors - help subordinates
feel comfortable with themselves, with
each other, and with the situation they find
themselves

Style Approach
Employee orientation- behavior of leaders
who approach subordinates with strong
human relations emphasis (similar to
consideration)
Production orientation- leadership
behaviors that stress the technical and
production aspects of a job (similar to
production orientation)

Style Approach
• Pros
– Expanded research to include what leaders did and how
they acted
– Research has been validated by several studies and
researchers
– Task and relationship behaviors work together to form
the core of the leadership process
– Leaders can learn a lot about themselves by looking at
their behaviors in the light of task and relationship
dimensions

Style Approach
• Cons
– Research has not shown the connection from
leader’s styles to performance outcomes
– Theory fails to find a universal style of
leadership that could be effective in almost
every situation
– Theory implies that 9,9 is most effective
leadership style however that may not be the
case in all situations

Situational
Approach
Part Two

Situational Approach
• Focuses on leadership in situations
• Composed of a directive and supportive dimension
• A leader must match his or her style to the competence
and commitment of the subordinates.
• Effective leaders are those who can recognize what
employees need and then adapt their own style to meet
those needs
• Effective leadership occurs when the leader can
accurately diagnose the development level of the
subordinates in a task situation and then exhibit the
prescribed leadership style that matches that situation

Directive Behavior
• helps group members accomplish goals by
giving directions, defining roles, setting time
lines, evaluating and showing how goals will
be met.
• Explains what is to be done, how it is to be
done, and who is responsible for doing it
• One way communication

Supportive Behavior
• helps coworkers feel comfortable
about themselves, their coworkers and
the situation.
• Asking for input, praising, listening,
sharing information about oneself
• Two way communication

Situational approach
Four Leadership Styles
High supportive High Directive and
And low directive High Supportive
Behavior Behavior
(Supporting) (Coaching)
Low Supportive and High Directive and
Low Directive Behavior low supportive
(Delegating) Behavior
(Directing)
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←Directive Behavior→
Hamed Ali@

• Constructed around the idea that employees move
forward and backward along the developmental
continuum
• In any situation the leader must first determine the nature
of the situation
– Leader asks him/herself questions like:
What is the task I need to ask the subordinates
complete?
How complex is the task?
Are the subordinates sufficiently skilled to complete the
task?

Styles of Leadership
Part Three

What is leadership style?
Leaders’ styles encompass how they relate
to others within and outside the organization,
how they view themselves and their position,
and—to a large extent—whether or not they
are successful as leaders.

Why pay attention to leadership style?
Because the style of an organization’s
leadership is reflected in both the nature of
that organization and its relationship with the
community.

Conceptions of Leadership:
• Exercising power.
• Gaining and exercising the privileges of high
status.
• Being the boss.
• Task orientation.
• Taking care of people.
• Empowerment.
• Providing moral leadership.
• Providing and working toward a vision.

Methods of Leadership:
• Pure exercise of power.
• Political scheming.
• Using relationships.
• Setting an example.
• Persuasion.
• Sharing power.
• Charisma.
• Involving followers in the goal.
• Various combinations of these and other methods.

Some ways of looking at leadership style,
and their effects on an organization
1. Autocratic:
• Autocratic leaders insist on doing it all themselves. They have all the
power, make all the decisions, and don't often tell anyone else about
what they're doing.
2. Managerial:
• The leader who sees himself as a manager is concerned primarily with
the running of the organization.
3. Democratic
• A democratic leader looks at his and others' positions in terms of
responsibilities rather than status, and often consults in decision-
making.
4. Collaborative:
A collaborative leader tries to involve everyone in the organization in
leadership, initiates discussions, pinpoint problems, and keep track of
the organization as a whole.
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Hamed Ali@

Another way of looking at
leadership style:
• Transactional leadership: Views
leadership as based on transactions
between leader and followers.
• Transformational leadership: It sees a
true leader as one who can distill the values
and hopes and needs of followers into a
vision.

How do you determine what is an
appropriate style?
• Good leaders usually have a style that they
consciously use most of the time, but
they're not rigid. They change as necessary
to deal with whatever comes up.
• Be consistent with what people in the
organization expect.
• Your style needs to be consistent with the
goals, mission, and philosophy of your
organization.

How do you choose and develop a
leadership style?
• Start with yourself.
• Think about the needs of the organization
or initiative.
• Observe and learn from other leaders.
• Use the research on leadership.
• Believe in what you're doing.
• Be prepared to change.

Leadership &
Motivation
Part Four

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Table of Contents
• Leading - Deciding, Communicating,
Motivating, Selecting and Developing
• Deciding - Rational Decision Making, Gut
Instinct, Group Decisions
• Communicating - Asking, Telling,
Listening and Understanding
Hamed.Ali.Mohamed2@gmail.com

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Contents (Cont’d)
• Motivating - Inspire, Encourage, Impel
Need-based strategy (Maslow Model)
• Selecting – Focus on hard and soft Skills
• Developing - Performance correction and
personal growth
• Special Topics on Leading - Lead
Changes, New Leader Strategy, Superior
Leadership

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Leadership Style
• 1 - Nice Guy
• 2 - Loser
• 3 - Compromiser
• 4 - Task Master
• 5 - Ideal Manager
Task
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People

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Use of Leadership Style
• No single style fits all situations
• A person’s dominant style is determined
by personality traits
• Different leadership styles can be effective
with different people at different times
• Advice to engineering managers: Vary
style flexibly according to situation at hand
in order to be effective

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The Function of Leading

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Deciding
• To arrive at
conclusions and
judgements
• To assure that the
quality of decisions
made remains high

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Types of Decisions
• Spontaneous Decisions - Intuitive, hunch or
gut instinct based
• Reasoned Decisions - Based on systematic
studies and logical analyses (to the extend
possible): (1) Assess facts and evaluate
alternatives, (2) Use full mental resources,
(3) Emphasize creative problem-solving,
(4) Think consistently, (5) Minimize the
probability of errors (downside risks)

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Why Decision Making is Difficult?
• Management Problems - defined, of wide
scope, of constantly changing nature,
involving people of unpredictable behavior
• Data/Facts - Insufficient, of poor quality,
excessive, and not to be analyzed and
interpreted in time and within budget
• Impact of decisions - Dependent on
people’s opinion, which change in time

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Why Decision Making is Difficult (cont’d) ?
• Nature of Decisions - Compromises among
alternatives, with validity changing with time
• Decision Implementation - Affected by
consensus and commitment of affected
people
• Complexity of Decisions – Critically
important decisions involve multiple
management levels, thus requiring
coordination

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Criteria for Good Decisions
• Achieve stated purpose - correct/change the
situation which created the noted problem
• Be feasible to implement - meaningful with
respect to resources required and the value
created
• Have no or limited adverse consequences -
not causing major disasters to unit or
company in short- and long-term

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Guidelines for Decision Making
• Study management cases for acquiring close
to real-world experience in decision making
• Prioritize problems in need of decisions, skip
those with minor significance or impact
• Apply a rational process to guide the decision
making process
• Involve those to be impacted by the decision -
consensus building foster implementation

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Guidelines for Decision Making
• Make decisions based on incomplete/
uncertain information on hand,
assumptions introduced
• Take the necessary risks
• Delay decision making until the last
allowable moment, but within the applicable
deadlines, avoid making no decision which
is a sign of poor leadership

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Who is to Make What Decision?
• Staff
• Staff and Manager
• Manager

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Decisions by Staff
• Techniques to accomplish assigned tasks
or projects
• Options to continuously improve current
operations and work processes
• Social events - Group picnics, golf outings,
Christmas parties, and others

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Decisions by Manager and Staff
• Development needs of staff - conference
or seminar attendance, training needs,
degree programs, etc.
• Policy and procedure involving staff
interactions with other departments
• Team membership - workload balance,
personality fit, working relationship,
exposure and visibility, sets of skills, etc.

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Decisions by Manager
• Priority of tasks and projects, project or
program objectives, budget allocation.
• Personnel assignment, work group
composition, evaluation, job action
• Administrative – policies, procedures,
office space assignment, special
exceptions
• Business confidential matters

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Rational Decision Making Process
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Rational Decision Making Process
• Assess the apparent problem - based on
symptoms observed
• Collect facts - what, how, who, where,
when, why, from people who have direct
knowledge of the problem at hand :
“Management by Walking Around”
• Define the real problem - deviation from
norm, performance metrics to measure
success

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Rational Decision Making Process (cont’d)
• Develop alternatives to achieve the desired
resolution - brainstorming, innovation
• Select optimal solution (logical process,
minimizing risks, maximizing probability of
success)
• Set course of action to implement decision,
by allocating resources, specifying action
steps and define target dates of completion

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Kepnor-Tregoe Decision Analysis Tool
• Define decision criteria (necessary criteria and
sufficiency criteria)
• Rank-order sufficiency criteria (from 1 to 10)
• Evaluate all options against each sufficiency
criteria and eliminate those which flunk the
necessary criteria
• Score each surviving option relatively with
respect to each sufficiency criteria (from 1 to
10)

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Kepnor-Tregoe Decision Analysis Tool (cont’d)
• Compute a weighted score (multiplying the
weight factor of the sufficiency criteria with the
relative score of an option and summing up
such numerical products for each option)
• Choose the option with the highest weighted
score as the best solution to the problem at
hand

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Kepnor-Tregoe Decision Analysis
Tool (cont’d)
• Decision criteria - both
necessary and sufficiency- are
externalized
• Relative importance of all
sufficiency criteria are rank-
ordered
• Chosen criteria are “Mutually
Exclusive and Collectively
Exhaustive”
• Decision - equitable, rational,
comprehensive

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Decisions Not to Make
• Decisions - Not pertinent/applicable to
problems at this time
• Decisions - Can not be implemented
effectively (business priority, resources
constraints, value created)
• Decisions - To be made by others

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Other Decision Support Tools
• Forecasting (exponential
smoothing, time series)
• Regression Analysis (single-
variable, multi variables)
• Risk Analysis (Monte Carlo)
• What -if Solver
• Simulation Modeling
• Decision Trees
• Optimization (linear
programming, integer/dynamic
programming)

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Decision Making by Gut Instinct
• Spontaneous Decisions - Intuitive solution
for complex and ambiguous problems
defying systematic analyses (No data)
• Brain Activities - Left-side (logical, rational
and conscious) versus right-side (intuitive,
subconscious); Innovative ideas surface
unexpectedly, due to accumulated “patterns
and rules” derived from past experience

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Decision Making by Gut Instinct
• Intuitive decisions can be wrong from time
to time, feedback from trusted sources is
needed to “recalibrate” patterns and rules
frequently
• If repeated, feedback-based learning
tends to improve quality of intuitive
decisions made in the future

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Decision Making in Teams
• Group
dynamics
• Conflict,
consideration,
closure
• Criteria for good
group decisions

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Decision Making in Teams
• Group dynamics - New dimensions to
decision making: (1) Coalitions/alliances
among team members - position-based
advocacy, (2) Conflicts of interests, (3)
Personality clash (fighting words, selective
seeing, interruptions, personal friction)
• Leadership Role: (1) Managing conflict,
(2) Consideration and (3) Closure

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Decision Making in Teams (Cont’d)
• (1) Minimize Conflict – Follow an Inquiry-
focused solution-discovery process, not to
conduct a position-fighting exercise:-
(A) Share information, (B) Think critically,
(C) Debate ideas rigorously, (D) Check
assumption relentlessly, (E) Apply rule of
reasoning, and (F) Testing strengths among
competing ideas (not competing positions)

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• (2) Show Consideration - Make sure that
the “losers” perceive fairness of having
their ideas heard and considered: (A) No
predetermined solutions, (B) No personal
preference of leaders, (C) Listen actively to
all ideas - taking notes, asking questions,
(D) Explain logic of final decision and why
the views of the ‘losers’ were not accepted

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• (3) Manage Closure:
(A) Early Close (group think phenomena)
as unstated objections will show up at
implementation phase: leader to inject
questions and promote additional debate,
(B) Late Closure (endless debate between
warring factions, trying to resolve all
trivialities just to be fair) - Leader to cut off
debate and announce decision

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Decision Making in Teams (cont’d)
• Criteria for good group decisions :-
(a) Multiple Alternatives to create
(b) Assumptions to check
(c) Decision criteria to externalize
(d) Dissent and debate to promote
(e) Perceived fairness to assure

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Communicating
• To create
understanding
and acceptance
by conveying
facts, viewpoints,
impression and/or
feelings

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Guidelines for Communication
• Communicate with a clear purpose
• Select proper form to communicate - face-
to-face talk, phone conversation, emails,
video-conference, staff meeting, written
memos, web-posting, net-meeting
• Be honest and open, welcome
suggestions, offer pertinent information to
dispel fears
• Keep communications channels open
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Hamed Ali@

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How to Communicate?

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Asking
• Asking open-ended
insightful questions to gain
knowledge and to improve
understanding of the
situation at hand
• Quality of questions is an
clear indication of the
questioner’s grasp of the
situation at hand

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Telling
• Offer information to keep people (peers,
employees, bosses, supply chain partners,
customers) informed about matters of
concern to them
• Judgement is needed as to what to tell and
what not (“Need to Know” paradigm), seek
balance between (1) trust-creation and no
surprise versus (2) control over information

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Listening
• Remain focused in listening to the subtext
and true meaning of the exchange
• Maintain eye contact
• Exercise self-discipline to control own
urge to talk and avoid interrupting others

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Understanding
• To hear by the head and to feel by the heart
• Assess the degree of sincerity - verbal
intonation, facial expression, body language
• Recognize shared meaning (emotional and
logical)

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Common Barriers to Communications
• Semantics
• Selective Seeing
• Selective
Listening
• Emotional
Barriers

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Common Barriers to Communications
• Interpretation of Semantics (words/terms
may have multiple meanings)
• Selective Seeing - See only what one wants
to see
• Selective Listening - Hear only what one
wants to hear (screen out ideas divergent to
own opinion or self-interest)
• Emotional Barriers (strong attitude and
feelings, personal biases)

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Techniques of Communicating
• Know what one wants to say and say what one
means (some people want to impress others,
not to express themselves) -
“The answer is definitely a maybe” “It is not
probable, but still possible”
• Know the audience (tailoring to the receiver’s
frame of mind - belief, background, attitudes,
experience and vocabulary)

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Techniques of Communicating (cont’d)
• Get favorable attention - Taking into account
of receiver’s interest and emotional standing
• Get understanding - Leading the exchange
from present to future, familiar to unfamiliar,
and agreeable to disagreeable
• Get retention - Repeat the ideas (Rule of
Four)
• Get feedback - Asking questions
• Get action to enhance communications

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Motivating
• To motivate is to
apply a force that
excites and drives
an individual to
act, in ways
preferred by the
manager/leader.

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How to Motivate
• Inspire - Infuse a spirit
of willingness (By work
done, leadership traits,
examples set)
• Encourage - Stimulate
through praise,
approval and help
• Impel - Force
(Coercion, compulsion,
punishments)

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Techniques to Enhance Motivation
• Participation - Promoting ownership of
idea, project, task and program
• Communication - Objectives, metrics
• Recognition - Fair appraisals inducing
loyalty and confidence
• Delegated Authority - Convey trust
• Reciprocated Interest - Show interest in
Results

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Keys for Successful Motivation
• Accept people as they are, not try to
change them - personal preference, values
and standards
• Recognize that other have drives to fulfill
own needs - self-actualization, recognition,
ego, self-esteem, group association, etc..
• Motivate by addressing the unsatisfied
needs - Maslow Need Hierarchy Model

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Maslow Hierarchy Need Model
• Self Actualization - Self-
development and
realization of own
potential
• Esteem - Ego, recognition
• Social - Peer acceptance,
group affiliation
• Safety - Job security
• Physiological Needs -
Food & shelter
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Maslow Hierarchy Need Model
• A higher level need only arises when lower
ones are already satisfied
• A satisfied need no longer dominates the
individual’s behavior, the next higher need
takes over
• An unsatisfied need acts as a motivator -
Central to need-based motivation strategy
• The top level needs are never fully satisfied

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Motivating Factors for Professionals
• Scope of self expression and creativity,
having room for making decision, choosing
methods and utilizing own talents fully
• Independence with minimum supervision
• Recognition for achievements
• Variety of challenging work is motivating
• Pay and benefits are minor motivators

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Selecting
• By selecting people,
managers gain staff with
right skills, dedication,
value systems,
personality, and win their
loyalty over time
• Associate themselves
with the right mentors
and leaders

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Standard Procedure of
Employee Selection Process
• Define needs
• Define qualifications
• Get applicants
• Review and pre-screen applicants
• Conduct interviews - Asking good questions
• Decide on job candidates

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Skills Assessment
• Hard skills - Technical capabilities readily
assessed (transcripts, reports and
references)
• Soft skills - Behavior in team work,
interpersonal skills, leadership quality,
cooperative attitude, mental flexibility and
adaptability - all related to personality -
psychological profile, value systems and
deep-rooted beliefs are difficult to evaluate

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Challenges of Selecting
• Managers are not trained to assess soft
skills - major sources of job-related
problems and key factors for career failures
• Candidates are polished to “Talk the talk
and walk the walk,” masking their true long-
term personal behavior
• Selecting people remains a major challenge
to all managers

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A Best Practice in Selecting
• Companies: Mazda Motor, Flat Rock,
Michigan and Diamond-Star Motor, Normal,
Illinois
• Selection Criteria: (1) Interpersonal skills to
get along with people, (2) Aptitude for
teamwork, (3) Personal flexibility, (4) Drive
to improve continuously

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Developing
• Purpose: To improve knowledge, attitude
and skills of employees
• Knowledge: Cognizance of facts, truths
and other information
• Attitude: Customary dispositions toward
people, things, situations and information
• Skills: Ability to perform specialized work
with recognized competence

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How to Develop People

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Guidelines for Employee Development
• Emphasize employee’s role in
development (good for the individual and
company)
• Appraise present performance and future
potential
• Counsel for improvement (to induce self-
improvement, set example)
• Develop Successors - Career Planning
Plan of Some Progressive Companies

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Special Topics on Leading
• Leading Changes
(Eight-step processes
to create and sustain
changes)
• New Leaders
(Strategy for First 6
months)
• Advice for Superior
Leadership (Eight
attributes and more)

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Leading Changes
• Changes take time to set in and there are
eight critical steps to follow:
• (1) Establish a sense of urgency - Identify
marketing and other factors supporting the
urgent need for change, getting 75% of
corporate leaders on board
• (2) Form a powerful guiding coalition - Secure
shared commitment of top leaders

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Leading Changes (Cont’d)
• (3) Create a vision - Have an easy-to-
communicate vision to direct the change
efforts
• (4) Communicate the vision - Using all means
available to spread the words
• (5) Empower others to act on the vision -
Encourage risk taking and removal of systems/
people resisting change

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Leading Changes (Cont’d)
• (6) Plan for short-term wins - Select projects
to achieve wins within the first one to two
years, in order to keep momentum
• (7) Consolidate improvements - modify
systems and promote people in favor of
changes
• (8) Institutionalize new approaches -
Ensure leadership development/succession

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Advice for New Leaders
• New Leaders - Sailing through dense fog in
first 6 months (short visibility ahead)
• Seven-rule strategy to follow:
• (1) Leverage the time before entry - Study
the new situation (SWOT analysis), prepare
questions
• (2) Organize to learn - Technical, cultural
and political arenas

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Advice for New Leaders
(Cont’d)
• (3) Secure early wins - Get some wins in
first 6 months
• (4) Lay foundation for major improvements -
Initiate pilot programs to try out new
technology tools, Change ways to measure
performance, Introduce new ways of
operating and viewing business, Promote
positive examples, and Envision new
mechanism to do business

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Advice for New Leaders (Cont’d)
• (5) Create a personal vision - linking to core
value and be compatible with top-priority
projects
• (6) Build winning coalitions - linking with
powerful groups in top-management,
middle management and working groups
• (7) Manage own time and stress, Secure
technical, political and personal advisement

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Guidelines for Superior Leadership
• (1) Maintain absolute integrity
• (2) Be Knowledgeable
• (3) Declare expectations
• (4) Show uncommon commitment
• (5) Get out in front
• (6) Expect Positive results
• (7) Take care of people
• (8) Put duty before self-interests

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Profile of Successful Leaders
• Strong drive for
responsibility and task
completion
• Vigor and persistence in
pursuit of goals
• Venturesomeness and
originality in problem-
solving
• Drive to exercise initiative
in social situation
• Self-confidence and sense
of personal identity
• Willingness to accept
consequence of decision
and action
• Readiness to absorb
interpersonal stress
• Willingness to tolerate
frustration and delay
• Capacity to structure
social interaction systems
to the purpose at hand

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Conclusions
• Engineering Managers should pay attention
to:-
(1) Making decisions under uncertainty (not
suffering from paralysis by analysis), (2)
Motivating other engineers with proper
motivators, (3) Communicating by proactive
asking and intensive listening, (4) Selecting
to focus on soft skills, (5) Developing people
using personal examples.

LEADERSHIP COMPETENCIES
What is Competence and Competency?
'Competence' means a skill and the standard of performance
reached while 'Competency' refers to the behaviour by which it
is achieved.
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In other words
• Competence describes what people can do and Competency
focuses on how they do it.
• Competence is skill based and Competency is behaviour
based.
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The Leadership Capstone Model
It is built on the pillars of Management Skills and
Financial Acumen with the capstone consisting of the
Nine Leadership Competencies on top.
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Advantages of the model
• This model will help you build a frame work to act in
your leadership moments.
• Your personal mastery of the Capstone piece will
define and differentiate your role as a Leader
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Building your capstone will make you:
• Aware of opportunities to act in leadership moments.
• Incorporate competencies into your succession planning
process.
• Build cohesive teams.
• Provide a base to build loyalty and trust.
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Nine Leadership Competencies
• Passion
• Humor
• Courage
• Integrity and Trust
• Energy/Vitality/Enthusiasm
• Building a Team
• Setting priorities
• Creativity
• Vision
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How to raise your passion competency
• Lead a team in your organization.
• Tie the team activities to organization's mission
statement or vision.
• Mentor an employee.
• Write an article on your Passion for your company
newsletter.
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Passion contd...
• When you get involved in activities you really enjoy,
you become energized and people can tell that you
have a sense of purpose, which brings out your
natural leadership abilities.
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HUMOR
It is the ability or quality of people, objects, or situations
to evoke feelings of amusement in other people.
The term encompasses a form of entertainment or
human communication which evokes such feelings, or
which makes people laugh or feel happy.
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Humor-How does it help?
• It helps to relieve day-to-day pressures .
• Executives who are open with humor become more
approachable to their employees.
• Allows everyone to perceive and view things in a different light.
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Remember
It is dangerous to confuse professionalism
with seriousness.
You can take your job and your world seriously, and
still take yourself lightly.
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The Key
• The key to courageous leadership and conscious action is how one responds
to what arises on the path, rather than whether individual circumstances are
defined as great, good, bad or just plain ugly.
• In conscious, courageous leadership, every situation or circumstance —
every so-called success or failure, barrier or doorway — is simply another
opportunity for greater creativity, mastery, and fulfilment of higher
potential.
105

Tips to improve your Courage quotient
• Choose role model who exemplifies behaviour, values and beliefs that
show courage in action.
• Learn to coach a colleague on one aspect of his or her job.
106

COURAGE
Courageous leaders fight their fears and do what needs to be done in the
face of opposition.
“What lies behind us and what lies before us are tiny matters compared
to what lies within us.”
- Oliver Wendell Holmes
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This is what Osho says about courage:
• "You cannot be truthful if you are not courageous - You
cannot be loving if you are not courageous - You cannot be
trusting if you are not courageous- You cannot inquire into
reality if you are not courageous - Hence courage comes
first and everything else follows."
108

INTEGRITY AND TRUST
Integrity:
Firm adherence to a code of moral or artistic values.
Trust:
Firm reliance on the integrity, ability, or character of
a person or thing.
109

Integrity
Integrity is set of values that we hold ourselves responsible
for and demonstrate in our behaviour toward others.
We can develop and maintain integrity .
We develop self-awareness and become independent
thinkers by keeping our promises.
110

Trust
• If we break our promises to ourselves and to other
people, then we erode trust.
• It is necessary to 'walk the talk'. The assuring words
that you speak or write are like promises. People
expect these promises to be kept. And if they are not
then the problem arises as the trust and credibility are
lost.
• Thus always remember, 'When you break a promise,
more than the promise gets broken.'
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Energy/Vitality/Enthusiasm
Energy:
The capacity of being active or capacity for doing work.
Vitality:
Power to survive or grow.
Enthusiasm:
Strong excitement of feeling.
112

By practising this competency you can:
• Pursue goals passionately.
• You are driven to be the best in whatever you do.
• Find the opportunities and make the most of them.
113

Remember
• A lack of this competency will result in falling short of your
goals, even though you may have the opportunities.
• But once people are involved and action ensues, enthusiasm
becomes contagious.
“Enthusiasm finds the opportunities and energy makes the most
of them.”
- Henry S. Haskins
114

Building a Team
• Build: To develop according to a systematic plan, by a
definite process, or on a particular base.
• Team: Is a group of people linked in a common
purpose.
115

Tips to team building
• Live the question: Keep asking yourself constantly - 'of all that is required
to happen, how can I use my time most valuably right now?'
• The Philosophy of Continuing Improvement: Ability is strength. Work
consciously everyday, at getting a little better at every little thing you are
involved with.
• Maintain integrity: An effective leader is known for his integrity. Always
keep your word.
• Recognize your most valuable asset: While your products or your bottom-
line may be terrific, internalize the knowledge that your most valuable
asset is the people who work with you.
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Tips to team building contd...
• Feel-good factor: Strive to create an environment that encourages your
people to feel good about themselves, take pride in their work and in doing
it well.
• Declare your objectives: Tell your people what your objectives are and
what their role is in meeting those objectives. And then, allow them to get
on with their job.
• Acknowledge: To get your team to constantly give their best to you, you
must continually acknowledge them and let them know how important
they are to you.
• Recognize special talents: You may have a team member who has some
special talent that is not being tapped in the present set-up. Recognize the
value of that talent and create a position to put that talent to good use.
117

Remember
• Building teams helps organization move to a
competency based structure.
• It helps team members to know what skill sets are
required.
• Mutual trust and respect are a foundation for team-
based organizations.
118

Setting Priorities
Setting priorities is like building a house, but the bricks are
moving.
It is a manner, position, or direction in which something is set
under preferential rating.
119

How...
• Narrow your objectives
• Focus first on the goals that matter
• Be prepared for conflicts
• Put time on your side
120

How...
• Choose carefully
• Start now
• Sweat the big stuff
• Be prepared for change
121

Remember
“The way the organization handles the
personal agendas determines the success of
the enterprise.“
122

Creativity is defined as the tendency to
generate or recognize ideas, alternatives, or
possibilities that may be useful in solving
problems, communicating with others, and
entertaining ourselves and others.
123
Creativity

Methods of creativity
• Brainstorming
• Utilizing a round-robin
• Playing games
• Working with a colleague
• Setting up an innovative center
• Holding think-tank sessions
124

It helps as it:
Allow employees to unleash their talent at the same
time eliminate potential barriers.
125

Vision
Vision refers to the category of
intentions that are broad, all-intrusive
and forward-thinking.
126

Vision is ....
• Building a personal commitment to values by
creating visual images of the future.
• The collective values and aspirations of individuals.
• A dream created in our waking hours of how we like
our lives to be.
127

The Bottom Line
• Look at your own work and acknowledge your strengths
as well as what skills you need to improve.
• Your focus should be to lead your organization to success.
• Ensure positive results through implementation of
various competencies.
128

Acknowledge your competencies
Putting it all together
• Based on the situations you face everyday you can
determine which of the competencies you will use to
ensure the success of your efforts.
• Recognize that sometimes we have to 'stretch'
ourselves to make a positive difference in the lives of
others.
129

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Leadership
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Learning Outcomes
• Define the term leader
• Compare leaders and managers
• Review the trait theories of leadership
• Describe the Fiedler contingency model
• Summarize the path-goal leadership theory
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Learning Outcomes
• Explain situational leadership
• Discuss the qualities of charismatic leaders
• Describe the skills of visionary leaders
• Explain the roles of effective team leaders
• Identify the five dimensions of trust
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What Is Leadership?
• A definition of management
• A definition of leadership
• Formal and informal leaders
• Leadership and management
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Trait Theories of Leadership
Ambition
and Energy
Desire
to Lead
Self-
Confidence
Honesty
and Integrity
Intelligence
Job-Relevant
Knowledge
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Continuum of Leader Behavior
Manager
makes decision
Manager
sells decision
Manager
presents ideas
Manager presents
tentative decision
Manager presents
problem
Manager sets
decision limits
Employees
make decision
Autocratic
Laissez-faire
Consultative
Participative
Democratic
Boss-Centered
Leadership
Employee-Centered
Leadership
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Formal Studies
of Behavioral Styles
Ohio State
Initiating Structure
Consideration
Employee-Orientation
Production-Orientation
University of
Michigan
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The Path-Goal Theory
Environmental
Situational Factors
Outcomes
Leader
Behavior
Subordinate
Situational Factors
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Contingency Variables in the Revised Leader-
Participation Model
Quality
Requirement
Problem
Structure
Employee
Conflict
Geographic
Dispersion
Commitment
Requirement
Commitment
Probability
Employee
Information
Motivation
Time
Leader
Information
Goal
Congruence
Time
Constraint
Motivation
Development
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Participating Selling
Delegating Telling
The Situational Leadership Model
Style
of Leader
High task and
high relationship
High relationship
and low task
Low relationship
and low task
High task and
low relationship
Task Behavior
Relationship
Behavior
Able and
willing
Unable and
unwilling
R4
Able and
unwilling
R3
Unable and
Willing
R2 R1
High Moderate Low
S3 S2
S4 S1
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Charismatic Leadership
• Self-confidence
• Vision and articulation
• Strong convictions
• Extraordinary behavior
• Image as a change agent
• Environmental sensitivity
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Extend
the Vision
Explain
the Vision
Express
the Vision
Visionary Leadership
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Leadership
Styles
Motivation
versus
Inspiration
Transformational
Leaders
Transactional
Leaders
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Team Leader
Roles
Conflict
Managers
Trouble-
Shooters
Coaches Liaisons
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Leadership
Issues
Substitutes
for Leadership
National
Culture and
Leadership
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What Is Trust?
• Integrity
• Competence
• Consistency
• Loyalty
• Openness
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Deterrence-
Based
Knowledge-
Based
Identification-
Based
Three Types of Trust
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• T----Together
• E----Everyone
• A----Achieves
• M----More
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Team Process
Formation
Development
Renewal
Definition
Adjustment
Cohesion
Reinforcement
Learning
Transformation

Verbal Behaviors
• What behaviors encourage effective participation
– Set context
– Ask questions of members
– Use supportive statements
– Seek out different perspectives
– Share feelings

Contributor Skills
• Initiation - draw out information, clarify ideas
• Energize - show enthusiasm, engage in team
process, show commitment
• Organize
• Build relationships
• Be flexible
• Learn

Human Relations Soft Skills/Transferable Skills
Treating
people fairly
Establishing
rapport
Being a
cooperative
team member
Dealing effectively with
conflict
Helping clarify
misunderstandings
Creating an environment of
social interaction

Guidelines for Professional Ethics
• Am I confident in
my decision?
• Will it be valid for
years?
• Is it legal?
• Will it hurt anyone?
• Does it positively
represent the
company?
1
• Does it make
anyone
uncomfortable?
• Does it convey
respect for
others?
• Have I involved
others by
asking their
viewpoint?
• Is it fair?
• Does it uphold the
values of the
organization?
• Can I tell my
decisions to my
employer, my
family and others?
• How would others
regard the details if
made public?
3
2

Adjustment
• Revisions of the initial rules and goals
• A reality check of what can be
accomplished
• Tensions usually come up here, must
reach consensus, usually about
personalities
• Breakpoint comes when the team gets
mired in discussions about what to do
and who should do what...

Cohesion
• Comes together as a team
• High energy
• High interest
• Progress is made
• Team is supportive
• Develop relationships
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Reinforcement
• Cohesion builds
• Homogeneity builds
• Team members are comfortable with
each other
• Start to be interested in self-
preservation and self-perpetuation
• Goals should be on creativity and
exploration

Learning
• Team learns new skills
• Build relationships to accomplish task
• Commitment and mutual accountability
• Now, team may be confrontational over
issues

Transformation
• Results are produced from team
activities
• Innovative
• To sustain energy, must stress and
press the team
• Needs new challenges, new members,
new tasks, new relationships or…...

Team Culture
Team Values
Team Rituals
Team Learning

Team Values
• Commitment to
task and team
members
• Accountability
Lead to trust between
team members and
take into account all the
crucial factors
159

Team Rituals
• How to add new members
• How to provide information to new
members
• How a member exists
• Work rituals
• How the team celebrates!

Team Learning
• Continuous improvement process
• How team resolves conflict
• How the team handles diversity
• Harness team creativity

Conceptions of Leadership:
• Exercising power.
• Gaining and exercising the privileges of high
status.
• Being the boss.
• Task orientation.
• Taking care of people.
• Empowerment.
• Providing moral leadership.
• Providing and working toward a vision.

What is leadership style?
Leaders’ styles encompass how they relate
to others within and outside the
organization, how they view themselves and
their position, and—to a large extent—
whether or not they are successful as
leaders.

How do you determine what is
an appropriate style?
organization.

Analysis of leadership effectiveness
1. Define and measure some criteria of
organizational effectiveness
2. Assess leadership style of organization’s
leaders
3. Attempt to correlate organizational
performance with leadership styles

How important is a leader?
• In most cases, people will perform at about
60% of their potential with no leadership at
all.
• Thus, an additional 40% can be realized if
effective leadership is available

The 2 dimensions of management
1. Economic or productivity-based
 “concern for production”
2. Employee condition and morale
 “concern for people”

The 2 dimensions of management
These can also be thought of as:-
1. Initiating structure (get it done)
2. Consideration (human condition)

Theory “L”: Laissez-faire leader
• Uninvolved - “leave them alone”
• Sees main role as passer of information
• Lets others make decisions
• Basically abdicates responsibility for team
or unit

Theory “X”: Autocratic leader
• Lacks flexibility
• Controlling and demanding
• “carrot and stick” approach
• Focused solely on productivity

Theory “Y”: Benevolent leader
• Very people oriented; encouraging
• Organizes around people
• Can be paternalistic
• “country club” atmosphere: non-competitive

Theory “Z”: Team leader
• Balances production and people issues
• Builds a working team of employees
• Team approach: involves subordinates
• Organization is a vehicle for carrying out
plans

How do you choose and develop
a leadership style?
• Start with yourself.
• Think about the needs of the
organization or initiative.
• Observe and learn from other leaders.
• Use the research on leadership.
• Believe in what you're doing.
• Be prepared to change.

How we build Library Value?
• Library relational capital
– wwithin and beyond the Organization
• Library tangible & intangible capital
– iincluding Human Capital development
• Library virtue
– ccontribution to transcendent outcomes
• Library momentum
– quality maturity and pace of change (effective
change management)

A people proposition based on …
• What our people should know
• What our people should be
• What difference our people make

People being …
• Values driven
• Curious
• Changeable
• Connected
• Making it up for themselves …

Engagement measurement
“Engagement is a combination of
commitment to the organization and its
values, plus a willingness to help out
colleagues (organizational citizenship)”
“… beyond job satisfaction, and is not simply
motivation.”

Change Leadership

Change Leadership
• The most challenging aspect is leading and
managing change
• The library as cultural and business environment
is subject to fast-paced economic and social
change
• Modern libraries must adapt
and be flexible to survive
• Problems in leading change stem mainly from
human resource management

Theories of Leadership

• Trait theories:
• Is there a set of characteristics
that determine a good leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate a clear vision?

• Trait theories:
– Are such characteristics
inherently gender biased?
– Do such characteristics
produce good leaders?
– Is leadership more than
just bringing about change?
– Does this imply that leaders are born not bred?

• May depend on:
– Type of staff
– History of the business
– Culture of the business
– Quality of the relationships
– Nature of the changes needed
– Accepted norms within the institution

• Transformational:
– Widespread changes
to a library or the organisation where library belongs
• Requires:
– Long term strategic planning
– Clear objectives
– Clear vision
– Leading by example – walk the walk
– Efficiency of systems and processes

• Invitational Leadership:
– Improving the atmosphere and message sent out by
the organisation
– Focus on reducing negative messages
sent out through the everyday actions of the business
both externally and, crucially, internally
– Review internal processes to reduce these
– Build relationships and sense of belonging and identity
with the organisation –
that gets communicated to customers, etc.

Factors Affecting Style
• Leadership style may be dependent
on various factors:
– Risk - decision making and change initiatives
based on degree of risk involved
– Type of business – creative business
or supply driven?
– How important change is –
change for change’s sake?
– Organisational culture – may be long embedded
and difficult to change
– Nature of the task – needing cooperation? Direction? Structure?

189
MOTIVATION
• Motivation: an internal drive that causes
people to behave in a certain way to meet
a need
• Motivation comes from within
• There are several factors that contribute to
motivation (not just monetary)

190
MOTIVATION
Maslow in the Workplace
Physiological—Basic Wages
Safety—Job Security/Environment
Social—Informal Groups
Esteem—Recognition/Respect
Self-actualization—Expand Skills

191
TEAMS AND PERFORMANCE
• Synergy- two or more individuals working
together toward a specific effort.
• Teams-a group of people linked to a
common purpose.
– In a team setting, members share accountability
and responsibility

192
Types of Teams
• Formal: developed within the formal
organizational structure
– Functional (within a department)
– Cross-functional (different departments)
• Informal: individuals who get together outside
the formal structure
• Virtual teams: function through electronic
means

193
Stages of Team Development
FORMING
STORMING
NORMING
PERFORMING
ADJOURNING

194
Stages of Team Development
• Forming stage: getting to know and form initial
opinions about team members
• Storming stage: some team members begin to have
conflict with each other
• Norming stage: team members accept each other
and overcome the conflict
• Performing stage: team works on task
• Adjourning stage: team completes task and brings
closure to the project

195
CHARACTERISTICS OF A TEAM MEMBER
• Know team goals and objectives
• Every activity should contribute to team
goals and objectives
• Team member characteristics:
– Trustworthy
– Performer
– Efficient
– Communicator

196
CHARACTERISTICS OF A TEAM MEMBER
• Brainstorming: a problem-solving method that
involves identifying alternatives that allow
members to freely add ideas while other
members withhold comments on the
alternatives

197
CHARACTERISTICS OF A GOOD TEAM
MEMBER - Teams & Conflict
• Do not make assumptions
• If you disagree with the team, voice your
opinion and state why
• If the team decides to go in a direction other
than what you wanted, respect and support
the team’s decision

198
CHARACTERISTICS OF A TEAM
MEMBER - The Problem Member
• Trust as a foundation
• Do not dump work on others
• Work around a lazy team member
• Team will eventually dismiss a poor
performer
• Address performance issues in a respectful
and diplomatic manner

Effective Team Members
• Are good communicators
• Are reliable
• Are respectful of other team members
• Cooperate and pitch in to accomplish the goal
• Expect success---have a positive, “can do” attitude
• Work to find solutions to problems
199

Not So Effective Team Members
Team members who are not effective are often:
• Aggressive
• Dominating
• Individuals who disrupt the work and/or do not
take the project seriously
• Lazy and/or not dependable
• Withdrawn and/or afraid to contribute
200

Skills of Effective Leaders
• Building and sustaining relationships
• Developing and communicating a vision
• Influencing people
• Making decisions
• Overcoming setbacks and adversity
• Understanding people’s needs
201

Good Leaders Always…
• Challenge people to think
• Communicate clear
expectations
• Lead by example
• Make decisions
• Make others feel safe to
speak up
• Measure and reward
performance
• Properly allocate and
deploy talent
• Provide continuous
feedback-positive and
negative
202

Good Leaders Always…
• Are accountable to others
• Are great teachers
• Ask questions and seek
counsel
• Create a positive,
energetic atmosphere
• Genuinely enjoy
responsibility
• Invest in relationships
• Problem solve without
procrastinating
203

The Ten Characteristics of Library Leadership
Listening
Empathy
Team Working
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment
Building community

Three Groups of Servant Leadership
Relationship-building Actions
 Listening – (to self and others)
 Empathy – (understanding)
 Healing – (search for wholeness of self and others)
 Awareness – (of self and of others)
Future-oriented Actions
 Persuasion – (building consensus)
 Conceptualization – (dreams and of day-to-day operations)
 Foresight – (intuitive ability to learn from past and see future
consequences of actions)

Paradoxes
Library-Leadership, requires a constant balance…
Great
Planned
Compassionate
Be Without Pride
Be Spontaneous
Discipline
Right Say, “I’m Wrong”
Serious Laugh
Wise
Admit You Don’t Know
Busy
Listen
Strong Be Open To Change
Leading Serve
Enough To

Examples of Balance
Paradoxes are not easy to balance. Here are a few examples…
Great Enough to be Without Pride
• Team gets the credit, you get the blame
Compassionate Enough to Discipline
• Must not be soft – set high expectations and follow through
Right Enough to Say, “I’m Wrong”
• Leaders make mistakes too, admit you are human
Wise Enough to Admit You Don’t Know
• Find out quickly, but do not mislead
Busy Enough to Listen
• Beware the busy manager – they do not lead

Organisation Behaviour
• Clarity on roles
• Partnerships
• Collective working
• Human Factor focused
• Citizen involvement

Good Business Models in
Library Management

• As a leader you continually increase
your ability to realize the best in
yourself and to bring out the best in
others

Basic Approaches
to Leadership
Part Six

What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals
Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members

Trait Theories
Leadership Traits
• Extraversion
• Conscientiousness
• Openness
• Emotional Intelligence
(Qualified)
Traits Theories of
Leadership
Theories that consider
personality, social, physical,
or intellectual traits to
differentiate leaders from
non-leaders

Trait Theories
Limitations
• No universal traits found that predict leadership
in all situations
• Unclear evidence of the cause and effect of
relationship of leadership and traits
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders

Trait Approach
• Traits (examples)
– Extraversion
– Conscientiousness
– Openness
• Assumption: Leaders are born
• Goal: Select leaders
• Problems
– Traits do not generalize across situations
– Better at predicting leader emergence than
leader effectiveness

Behavioral Theories
Behavioral Theory
Leadership behaviors can be taught.
vs.
Trait Theory
Leaders are born, not made.
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders
from non-leaders

• Ohio State Studies/University of Michigan
– Initiating Structure/Production Orientation
– Consideration/Employee Orientation
• Assumption: Leaders can be trained
• Goal: Develop leaders
• Problem: Effective behaviors do not
generalize across situations.
Behavioral Approach

Ohio State Studies
Initiating Structure
The extent to which a leader is likely to define and structure his
or her role and those of subordinates in the search for goal
attainment
Consideration
The extent to which a leader is likely to have job relationships
characterized by mutual trust, respect for subordinate’s ideas,
and regard for his/her feelings

University of Michigan Studies
Employee-oriented Leader
Emphasizing interpersonal relations; taking a personal interest in
the needs of employees and accepting individual differences
among members
Production-oriented Leader
One who emphasizes technical or task aspects of the job

The
Managerial
Grid
(Blake and Mouton)

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Fiedler Model: The Leader
Least Preferred Co-Worker (LPC) Questionnaire
The way in which a leader will evaluate a co-worker who is not
liked will indicate whether the leader is task- or relationship-
oriented.
Assumption: Leader’s style is fixed and can be measured by
the least preferred co-worker (LPC) questionnaire.

Cognitive Resource Theory
Research Support
• Less intelligent individuals perform better in leadership roles
under high stress than do more intelligent individuals.
• Less experienced people perform better in leadership roles
under low stress than do more experienced people.
Cognitive Resource Theory
A theory of leadership that states that the level of stress in a
situation is what impacts whether a leader’s intelligence or
experience will be more effective.

Hersey and Blanchard’s Situational
Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’ readiness; the
more “ready” the followers (the more willing and able) the less
the need for leader support and supervision.
LOW Amount of Follower Readiness HIGH
Amount of Leader
Support &
Supervision Required
HIGH LOW

Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Willing
Unwilling
Able
Unable Directive
High Task
and
Relationship
Orientations
Supportive
Participative Monitoring
Follower
Readiness
Leadership
Styles

Leader-Member Exchange Theory
Leader-Member Exchange (LMX) Theory
• Leaders select certain followers to be “in”
(favorites) based on competence and/or
compatibility and similarity to leader
• “Exchanges” with these “in” followers will be
higher quality than with those who are “out”
• Result: “In” subordinates will have higher
performance ratings, less turnover, and greater job
satisfaction.

Path-Goal Theory
Premise
• Leader must help followers attain goals and
reduce roadblocks to success
• Leaders must change behaviors to fit the
situation (environmental contingencies and
subordinate contingencies)

Leader-Participation Model
Premise
• Rule-based decision tree to guide leaders
about when and when not to include
subordinate participation in decision making
• Considers 12 contingency variables to
consider whether or not to include
subordinates in decision making

Contemporary Issues
in Leadership
Part Seven

Inspirational Approaches to Leadership
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the
vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary leadership
abilities when they observe certain behaviors.

Key Characteristics of Charismatic Leaders
1. Vision and articulation. Has a vision—expressed as an idealized
goal—that proposes a future better than the status quo; and is able
to clarify the importance of the vision in terms that are
understandable to others
2. Personal risk. Willing to take on high personal risk, incur high costs
and engage in self-sacrifice to achieve the vision
3. Environmental sensitivity. Able to make realistic assessments of
the environmental constraints and resources needed to bring about
change
4. Sensitivity to follower needs. Perceptive of others’ abilities and
responsive to their needs and feelings
5. Unconventional behavior. Engages in behaviors that are perceived
as novel and counter to norms

Beyond Charismatic Leadership
• Level 5 Leaders
– Possess a fifth dimension—a paradoxical blend
of personal humility and professional will—in
addition to the four basic leadership qualities of
individual capability, team skills, managerial
competence, and the ability to stimulate others
to high performance
– Channel their ego needs away from themselves
and into the goal of building a great company

Transactional and Transformational Leadership
• Contingent Reward
• Management by
Exception (active)
• Management by
Exception (passive)
• Laissez-Faire
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual Consideration
Transactional Leaders
Leaders who guide or motivate
their followers in the direction of
established goals by clarifying role
and task requirements
Transformational Leaders
Leaders who provide the four “I’s”
(individualized consideration,
inspirational motivation, idealized
influence, and intellectual
stimulation)

Characteristics of Transactional Leaders
Contingent Reward: Contracts exchange of
rewards for effort, promises rewards for good
performance, recognizes accomplishments
Management by Exception (active): Watches and
searches for deviations from rules and standards,
takes corrective action
Management by Exception (passive): Intervenes
only if standards are not met
Laissez-Faire: Abdicates responsibilities, avoids
making decisions
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Full Range of Leadership Model

Characteristics of Transformational Leaders
Idealized Influence: Provides vision and sense of
mission, instills pride, gains respect and trust
Inspiration: Communicates high expectations,
uses symbols to focus efforts, expresses important
purposes in simple ways
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving
Individualized Consideration: Gives personal
attention, treats each employee individually,
coaches, advises
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Authentic Leaders and Ethical Behavior
• Authentic leaders know who they are, what
they believe in and value, and act on those
values openly and candidly.
– Followers see them as ethical.
• Ethical leaders use ethical means to get
followers to achieve their goals, and the
goals themselves are ethical.

Actions
• Work to positively change the attitudes
and behaviors of employees
• Engage in socially constructive behaviors
• Do not abuse power or use improper
means to attain goals
Ethical Leadership

Trust: The Foundation of Leadership
Trust
A positive expectation that
another will not—through
words, actions, or
decisions—act
opportunistically
Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience (risk)

Dimensions of Trust
• Integrity
– Honesty and truthfulness
• Competence
– An individual’s technical
and interpersonal
knowledge and skills
• Consistency
– An individual’s reliability,
predictability, and good
judgment in handling
situations
• Loyalty
– The willingness to
protect and save face
for another person
• Openness
– Reliance on the
person to give you
the full truth

Three Types of Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated
Identification-based Trust
Trust based on a mutual understanding of one another’s
intentions and appreciation of the other’s wants and desires
Knowledge-based Trust
Trust based on behavioral predictability that comes from a
history of interaction

Basic Principles of Trust
• Mistrust drives out trust.
• Trust begets trust.
• Growth often masks mistrust.
• Decline or downsizing tests the highest levels of
trust.
• Trust increases cohesion.
• Mistrusting groups self-destruct.
• Mistrust generally reduces productivity.

Contemporary Leadership Roles:
Providing Team Leadership
Team Leadership Roles
• Act as liaisons with external constituencies
• Serve as troubleshooters
• Managing conflict
• Coaching to improve team member performance

Contemporary Leadership Roles: Mentoring
Mentoring Activities
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Mentor
A senior employee who sponsors
and supports a less-
experienced employee (a
protégé)

Contemporary Leadership Roles: Self-
Leadership
Creating Self-Leaders
• Model self-leadership
• Encourage employees to
create self-set goals
• Encourage the use of self-
rewards
• Create positive thought
patterns
• Create a climate of self-
leadership
• Encourage self-criticism
Self-Leadership
A set of processes through
which individuals control
their own behavior.

Challenges to the Leadership Construct
Qualities Attributed to Leaders
• Leaders are intelligent, outgoing, have strong verbal
skills, are aggressive, understanding, and industrious.
• Effective leaders are perceived as consistent and
unwavering in their decisions.
• Effective leaders project the appearance of being a
leader.
Attribution Theory of Leadership
The idea that leadership is merely an attribution that people
make about other individuals
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Hamed Ali@

Finding and Creating Effective Leaders
• Selection
– Review specific requirements for the job
– Use tests that identify personal traits associated with
leadership, measure self-monitoring, and assess emotional
intelligence
– Conduct personal interviews to determine candidate’s fit with
the job
• Training
– Recognize that all people are not equally trainable
– Teach skills that are necessary for employees to become
effective leaders
– Provide behavioral training to increase the development
potential of nascent charismatic employees

Leadership
and
Management
Part Eight

Introduction (Cont.)
• Leadership
– Social influence process of involving two or
more people
• Leader
• Follower
• Potential follower

• Leadership (cont.)
– Two dimensions
• Leader intends to affect behavior of
another person
• Target of influence effort perceives intent
as acceptable
– Target must attribute behavior to a specific
person
– Consider the behavior acceptable

• Find leaders in different places in
organizations
– Formal organization position
– Personal qualities add or detract from
leadership
– Emergent leaders within formal and informal
groups in an organization
– Leaders at any organization level

Management and Leadership
• Managers sustain and control organizations
• Leaders try to change them
• Leaders have vision and inspire others to
follow it
• Managers follow an organization’s present
vision
• Management and leadership requirements
– Differs in different organizational positions
– Differs at different times in an organization’s
history

Management and Leadership
(Cont.)
External environment
Stable Turbulent
Manager Leader

Trait Approaches
to Leadership (Cont.)
• Leadership traits: distinctive physical or
psychological characteristics
– Of successful leaders or distinguished leaders
from followers
– Physical: height, weight
– Social: interpersonal skills, status
– Personality: self-confidence, intelligence

Contingency Theories
of Leadership
• Successful leadership depends on leader's
situation.
• Two contingency theories strongly differ
– Leader as unable to change behavior readily
– Leader as able to choose from a behavioral
repertoire

of Leadership (Cont.)
• contingency theory of leadership:
person has a behavioral predisposition
– Task-oriented: structures situations, sets
deadlines, makes task assignments
– Relationship-oriented: focuses on people,
considerate, not strongly directive

• contingency (cont.)
– Person’s predisposition to behave interacts
with favorableness of situation
– Determines leader effectiveness
– Dimensions of situations
• Leader-member relations
• Task structure
• Position power

• Contingency (cont.)
– Leader-member relations
• Quality of the relationship between
subordinates and leader
• Amount of trust between leader and
subordinates
• Leader is liked and respected by
subordinates

• Contingency theory (cont.)
– Task structure
• Extent to which work is well defined and
standardized or ambiguous and vague
• High task structure: work is predictable
and can be planned
• Low task structure: ambiguous situation
with changing circumstances and
unpredictable events

• contingency theory (cont.)
– Position power: formal authority of leader
• High position power: leader hires people;
rewards or punishes behavior
• Low position power: policies may
constrain leader from using rewards or
punishments

• Contingency theory (cont.)
– Classify situations on the three dimensions
– Favorableness of situation for leader's influence
• Favorable situations allow high leader influence
• Unfavorable situations allow little leader
influence
– Task-oriented leaders more effective in highly
favorable or highly unfavorable situations
– Relationship-oriented leaders more effective in
situations between those two extremes

• House’s path-goal theory of leadership
– Leaders affect a subordinate's motivation to
reach desired goals
– Rewards when person reaches desired goals
– Supportive while person tries to reach goals
– Makes inherently motivating task assignments
– Clears barriers to goal accomplishment
– Clearing subordinates' paths so they can reach
desired goals

• House’s path-goal theory (cont.)
– Leader behaviors: a repertoire
• Directive (task-centered): what, when, how
• Supportive (people-centered): concern for
people and the needs they try to satisfy
• Participative: consults with subordinates;
seriously considers their ideas
• Achievement-oriented: emphasizes
excellence in performance; sets high
performance goals

– Contingency factors
• Personal factors of subordinates
• Work environment factors

– Subordinates’ personal factors
• Perception of their ability
• Locus of control
• Authoritarianism

– Work environment factors
• Tasks
• Formal authority
• Primary work group

– Behavior repertoire
• Choose behavior based on leader's skills
and personality
• Circumstances facing the leader
(contingency factors)

– Subordinates's ability
• Low: likely respond positively to directive
leader behavior
• High: directive leader behavior is
redundant; they already know what to do

– Locus of control
• Internal control (self in control)
– Responds positively to participative behavior
– Less positively to directive behavior
• External control
– Responds positively to low participative
behavior
– Responds positively to directive leader
behavior

– Authoritarianism
• Low: tend not to defer to authority; prefer
participative behavior
• High: accept directive leader behavior

– Work environment factors: affect degree of
ambiguity
• Routine tasks
• Clearly defined role relationships
• Standard operating procedures
• Less ambiguity than tasks done in a more
fluid setting
• Formal authority
– Lets leader clearly define work roles
– Helps set clear goals

– Primary work group
• People strongly identified with each other
– Develop well-defined work procedures
– Creates unambiguous environment
• People not strongly identified with each
other
– Do not develop well-defined work procedures
– Creates ambiguous environment

– Low ambiguity
• Directive leader behavior redundant
• Use supportive behavior
– High ambiguity
• Directive leader behavior
– Clarifies work requirements
– Reduces uncertainty

Alternative Views of Leadership
• The Leadership Mystique
• Transformational Leadership
• Charismatic Leadership Theories

Alternative Views
of Leadership (Cont)
• The Leadership Mystique
– Sense of mission: a vision of a future state
for the organization. It does not now exist but
it will exist
– Capacity for power: ability to get and use
power to pursue the mission
– Will to survive and persevere

Alternative Views
• Transformational Leadership
– Three elements
• Charisma: from the Greek, charisma,
meaning a gift. A talent to inspire
devotion and allegiance
• Individualized consideration
• Intellectual stimulation

Alternative Views
• Transformational Leadership (cont.)
– Individualized consideration
• Recognizes subordinates’ individual differences
• Emphasizes continual growth and development
• Knows her or his subordinates well
– Intellectual stimulation
• Builds high awareness of problems and
solutions
• Stimulates people to image new future states
• Induces changes in beliefs and values of
followers

Alternative Views
• Transformational Leadership (cont.)
– Strive for big increases in performance
– Bring excitement to workplace
– Build strong emotional bonds between self
and subordinates
– Often bring dramatic changes to an
organization's culture
– High organizational performance

Alternative Views
• Charismatic Leadership Theories
– Attract devoted followers
– They energetically pursue leader's vision
– Move followers to extraordinary heights of
performance
– Profoundly affect aspirations
– Build emotional attachment to leader

Alternative Views
• Charismatic Leadership Theories (cont.)
– Win commitment to leader's vision
– Develop and widely communicate an
inspirational vision
– Form bonds of trust between themselves and
their followers
– Impatient with the present
– Press for continuous improvement

Implicit Leadership Theory:
• Leadership categorization
– People observe behavior
– Quickly compare it to their cognitive
category of a leader
• Leadership prototype: a person’s
cognitive image of leader traits and
characteristics
• Leadership exemplar: a specific person
regarded as a leader

Perspective Offered
by Each Theory
Leadership
requirements of
an organization
Traits
Qualities needed
Behavioral
Behavior needed
Contingency
Assess person
and situation
Alternative views
Vision, charisma, knowledge

Women, Men, and Leadership
• Do women and men exhibit different
leadership behavior?
– Women: nurturing and caring
– Men: competitive and aggressive
Results of their socialization?

(Cont.)
• Limited empirical evidence of differences
between men and women
– Women described themselves
• Sharing power
• Encouraging subordinates self-worth
• Sharing information
– Men described themselves
• Using position authority
• Relying on rewards and punishments

(Cont.)
• Limited empirical evidence (cont.)
– People who worked for men high on
consideration and initiating structure had the
most positive attitudes in one study
– Women behaved more democratically than
men

Leadership and
Self-Managing Teams
• The increasing use of self-managing teams
will change traditional patterns of decision
authority in organizations
• Such teams take on much decision
authority formerly held by managers and
supervisors
• Changes the roles of managers and
supervisors outside the team
• Defines new roles for team members

Leadership and
Self-Managing Teams (Cont.)
• Managers and supervisors outside the
team have redefined roles
– Long-range planning
– Team guidance and development
– Resource support
– Political support
• Behavior focused on developing the self-
managing part of self-managing teams

International Aspects of
Leadership and Management
• Core values of a country’s culture can
defined the type of leadership behavior that
is acceptable
– Value hierarchical relationships--directive
approaches accepted: Hong Kong, Latin
American countries
– Do not value hierarchical relationships--
supportive (or participative) approaches
accepted: Austria, Sweden

(Cont.)
• Some multinational organizations will try
for uniformity in leadership behavior
• Selection of people with behaviors and
orientations desired by the company
• Socialization of people to organization’s
core values

• Cultural differences in response to directive
leadership and management
– Initiating structure, production-centered, task-
oriented, directive behaviors
– Workers in countries with authoritarian values
expect autocratic behavior
• Other research: few cross-cultural effects
– Positive effects of supportive leadership
– Tie positive rewards to performance and get
positive results

Ethical Issues in
• Leadership uses social influence to
deliberately affect another person's
behavior
– Such changes in a person's behavior can
happen without a person consciously deciding
to change
– Ethical issue: Are such efforts are an
unethical manipulation of other people's
behavior?

Ethical Issues in
• Behavior changes may also change a
attitudes, values, and beliefs
– Example: move toward Quality Management
and transform an organization's values
– Individual employees may undergo similar
changes
• Some observers suggest that leadership
may have a brainwashing-like effect on
people

Ethical Issues in
• Qualities of ethical and unethical leaders
– Ethical leader
• Confronts moral dilemmas
• Rewards ethical behavior
• Builds an ethical organizational culture
• Transformational leaders
– Can get strong commitment to their vision from
followers
– Can clearly have ethical or unethical results

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Hamed.Ali.Mohamed2@gmail.co 1-296

Hamed.Ali.Mohamed2@gmail.co 1-297

298
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