The document discusses leadership and management. It defines leadership as establishing a vision and strategy, communicating the vision, motivating action, and aligning people to realize the vision. Management is defined as planning, organizing, controlling, and problem solving to efficiently operate systems and produce consistent results. While both are important, leadership creates new systems for managers to manage and drives necessary change, while management ensures day-to-day operations. The document also discusses debates on whether leadership is innate or can be learned and developed over time.

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LEADERSHILEADERSHIPP illustratedillustrated
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1. LEADERSHILEADERSHIPP illustratedillustrated
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2. 1 LEADERSHIPLEADERSHIP ● Without Leadership ●
Definition & Characteristics : Innate or Acquired? Boss & Manager
vs Leader ? ● Leadership @ a glance ● Power and Leadership ●
Leadership Styles ● Charismatic Leadership ● Leadership Pipeline
● Leadership Assessment ● Leadership Development ● Emotional
Intelligence Leadership Model ● Leadership Substitutes: the Limits
● Extraordinary Leadership Integrative Model ● Global Leadership
● Bibliography
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3. 2 WITHOUTWITHOUT LEADERSHIPLEADERSHIP
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4. 3 WITHOUTWITHOUT LEADERSHIPLEADERSHIP 3
THINGS HAPPEN3 THINGS HAPPEN WITHOUT
LEADERSHIP :WITHOUT LEADERSHIP :
http://mblhrconnect.blogspot.fr ''Only three things happen
naturally''Only three things happen naturally in organizations :
friction,in organizations : friction, confusion,and
underperformance.confusion,and underperformance. Everything
else requires leadership.''Everything else requires leadership.''
Peter Drucker.Peter Drucker. ''Only three things happen
naturally''Only three things happen naturally in organizations :
friction,in organizations : friction, confusion,and
underperformance.confusion,and underperformance. Everything
else requires leadership.''Everything else requires leadership.''
Peter Drucker.Peter Drucker.
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5. 4 WITHOUTWITHOUT LEADERSHIPLEADERSHIP
DeliverablesDeliverables vs.vs. UnbearablesUnbearables : :
ENTROPY - DISORDER NO REGULATION
MICROMANAGEMENT ZERO TASKING – MULTI TASKING

2. •
6. 5 LEADERSHIPLEADERSHIP Definition &
CharacteristicsDefinition & Characteristics Work in progress ●
Definition ● Innate or acquired ? ● Leadership vs. Management
InnateInnate AcquiredAcquired
ManagementManagementLeadershipLeadership
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7. 6 A LEADERSHIPA LEADERSHIP
DEFINITIONDEFINITION http://mblhrconnect.blogspot.fr
LEADERSHIP :LEADERSHIP : The activity of leading a group of
people or an organization or the ability to do this.Leadership
involves : ● establishing a clear vision, ● sharing that vision with
others so that they will follow willingly, ● providing the information,
knowledge and methods to realize that vision, and ● coordinating
and balancing the conflicting interests of all members and
stakeholders. www.businessdictionary.com
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8. 7 Innate orInnate or Acquired ?Acquired ? A. Chaplin
wrote: Leadership is learned. As a certified facilitator of The
Leadership Challenge by Jim Kouzes & Barry Posner, I cite their
findings based on more than 25 years of research: ''It's nonsense
toIt's nonsense to assume that leadership is geneticassume that
leadership is genetic. There's no hard evidence to support that
assumption... The truth is that leadership is anThe truth is that
leadership is an observable set of skills and abilities...and any skill
can be strengthened,observable set of skills and abilities...and any
skill can be strengthened, honed, and enhanced if we have the
motivation and desire, the practicehoned, and enhanced if we have
the motivation and desire, the practice and feedback, the role
models and coaching, and the support andand feedback, the role
models and coaching, and the support and recognitionrecognition.
Live, learn, and lead! www.Linked 2 Leadership.com A. Chaplin
wrote: Leadership is learned. As a certified facilitator of The
Leadership Challenge by Jim Kouzes & Barry Posner, I cite their
findings based on more than 25 years of research: ''It's nonsense

3. toIt's nonsense to assume that leadership is geneticassume that
leadership is genetic. There's no hard evidence to support that
assumption... The truth is that leadership is anThe truth is that
leadership is an observable set of skills and abilities...and any skill
can be strengthened,observable set of skills and abilities...and any
skill can be strengthened, honed, and enhanced if we have the
motivation and desire, the practicehoned, and enhanced if we have
the motivation and desire, the practice and feedback, the role
models and coaching, and the support andand feedback, the role
models and coaching, and the support and recognitionrecognition.
Live, learn, and lead! www.Linked 2 Leadership.com Is leadership
innate or acquired ? Are leaders born or made, or both ? The old
'nature' versus 'nurture' debate rages about leadership too.
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LEADERS CAN BE MADE ''It is true that some leadership
characteristics show up very early in life but in fact, leadership
characteristics can be developed. You can be a better leader [...]
nearly all people are made better leaders from specific
developmental activities.'' Leaders are a lot more 'made' than they
are 'born''... ''One of the best evidence that leaders can be created
starting with ''regular'' people is the remarkable track record of the
US Marines.Marine recruits often come from troubled or abusive
homes...are frequently casual users of drugs or alcohol, or have
minor convictions, and often have not attended college. All the
usual predictors of success are generally absent from this group of
individuals. Yet many marine recruits are transformed into effective
leaders after a 2 to 3-year period and go on to display remarkable
leadership skills as their careers continue.'' Source : John
Zenger⊗9. 8 Innate orInnate or Acquired?Acquired?cont'dcont'd
LEADERS ARE BORN. & Joseph Folkman, The Handbook For
Leaders, pp 5-7.
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10. 9 Leadership vs.Leadership vs. BossitudeBossitude **
ManagementManagementLeadershipLeadership Difference

4. between Boss & Leader ● Drives employees ● Depends on
authority ● Inspires fear ● Says ''I'' ● Places blame for the
breakdowns ● Knows how it is done ● Uses people ● Takes credit
● Commands ● Says ''Go'' ● Coaches employees ● Depends on
goodwill ● Generates enthusiasm ● Says ''We'' ● Fixes the
breakdowns ● Shows how it is done ● Develops people ● Gives
credit ● Asks & inquires ● Says ''Let's go'' * Bossitude = ''Bossy
attitude'' = Fr. ''Chefaillonite''
http://mblhrconnect.blogspot.fr/2013/04/the-leadership-academychallenges-of.html?view=mosaic
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11. 10 Leadership vs.Leadership vs.
ManagementManagement
ManagementManagementLeadershipLeadership
http://blogs.hbr.org/kotter/2013/01/management-is-still-notleadership.html Dr. John P. KotterDr. John P. Kotter ,the Konosuke
Matsushita Professor of Leadership, Emeritus at Harvard Business
School and the Chief Innovation Officer at Kotter International,
explains the 3 mistakes people commonly3 mistakes people
commonly make about ''management and leadership'' :make about
''management and leadership'' : Mistake # 1 : People use the terms
"management" and "leadership" interchangeably. This shows that
they don't see the crucial difference between the two and the vital
functions that each role plays. Mistake # 2 : People use the term
"leadership" to refer to the people at the very top of hierarchies.
They then call the people in the layers below them in the
organization ''management''. And then all the rest are workers,
specialists, and individual contributors. This is also a mistake and
very misleading. Mistake # 3 : People often think of "leadership" in
terms of personality characteristics, usually as something they call
charisma. Since few people have great charisma, this leads
logically to the conclusion that few people can provide leadership,
which gets us into increasing trouble.

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12. 11 Leadership vs.Leadership vs.
ManagementManagement
ManagementManagementLeadershipLeadership
http://www.kotterinternational.com/our-principles/changeleadership What is the difference betweenWhat is the difference
between management and leadership ?management and
leadership ? MANAGEMENT LEADERSHIP Management makes
systems of people and technology work well day after day, week
after week, year after year. Leadership creates the systems that
managers manage and changes them in fundamental ways to take
advantage of opportunities and to avoid hazards ●Planning and
budgeting ●Organizing and staffing ●Controlling and problem
solving ●Taking complex systems of people and technology and
making them run efficiently and effectively, hour after hour, day
after day ●Creating vision and strategy ●Communicating and
setting direction ●Motivating action ●Aligning people ●Creating
systems that managers can manage and transforming them when
needed to allow for growth, evolution, opportunities, and hazard
avoidance
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13. 12 Leadership vs.Leadership vs.
ManagementManagement
ManagementManagementLeadershipLeadership
http://www.kotterinternational.com/our-principles/changeleadership ''Management is a set of processes (see previous chart)
which help an organization to predictably do what it is to do.
Management helps to produce products and services of consistent
quality, on budget, day after day. So, management is crucial — but
it's not leadership. '' ''Leadership is all about taking an organization
into the future, finding and successfully exploiting opportunities. It
is about vision, people buying in, empowerment and, about
producing useful change. It is not about attributes, but behavior.
This ever-faster- moving world, requires leadership from all people,

6. whatever their place in hierarchy. Thinking that The notion that
only top hierarchy people can provide all the leadership needed
today is a recipe for failure.'' ''Some people still argue that we must
replace management with leadership. This is obviously not so: they
serve different, yet essential, functions. We need superb
management. And we need more superb leadership. We need to
be able to make our complex organizations reliable and efficient.
We need them to jump into the future — the right future — at an
accelerated pace, no matter the size of the changes required to
make that happen.'' ''There are very few organizations today that
have sufficient leadership. Unless we recognize that we're not
talking about management when we speak of leadership, all we
will try to do when we do need more leadership is work harder to
manage. At a certain point, we end up with over- managed and
under-led organizations, which are increasingly vulnerable in a
fast-moving world.''
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14. 13 LEADERSHIPLEADERSHIP @ A GLANCE@ A
GLANCE ● Leadership Chronology ● Leadership Theories ●
Leadership Tools
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15. 14 A LeadershipA Leadership ChronologyChronology
Source : Integrative Leadership presentation - Lillas Hatala,Faculty
Director, University of Saskatchewan LEADERSHIP RESEARCH
AND THEORIES SO FARLEADERSHIP RESEARCH AND
THEORIES SO FAR 1900 1910 1920 1930 1940 1950 1960 1970
1980 1990 2000 2010 2020 TraitsTraits BehavioursBehaviours
Contingency ModelContingency Model
CompetenciesCompetencies TransformationalTransformational
EmotionalEmotional IntelligenceIntelligence SpiritualSpiritual
IntelligenceIntelligence IntegrativeIntegrative
LeadershipLeadership

7. •
16. Core Leadership TheoriesCore Leadership Theories @
a glance@ a glance
http://www.mindtools.com/pages/article/leadership-theories.htm 15
TRAIT THEORIES argue that effective leaders share a number of
common personality characteristics, or "traits."Early theories stated
that leadership was innate.These theories are helpful to identify
traits and qualities e.g. integrity, empathy, assertiveness, good
decision-making skills, and likability. BEHAVIORAL THEORIES
Focus on what leaders do.In the 1930s, Kurt Lewin developed a
framework based on a leader's behavior. He argued that there are
three types of leaders: * Autocratic leaders * Democratic leaders *
Laissez-faire leaders CONTINGENCY THEORIES Focus on the
situational influence.They try to predict which style is best in which
circumstance. Popular contingency-based models are : * HerseyBlanchard Situational Leadership Theory * House's Path-Goal
Theory * Fiedler's Contingency Model POWER & INFLUENCE
THEORIES are based on the different ways that leaders use power
and influence to get things done.Best-known theories are : *
French & Raven's 5 Forms of Power * Transactional Leadership
(reward's influence) * Leading by example TRANSFORMATIONAL
LEADERSHIP Effective leadership is not simply based on a set of
attributes, behaviors, and influences.A wide range of abilities and
approaches is actually needed.This is why transformational
leadership is mostly accurate.Transformational leaders show
integrity, and they know how to develop a robust and inspiring
vision of the future. They motivate people to achieve this vision,
they manage its delivery, and they build ever stronger and more
successful teams.
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17. 16 Leadership Tools @ a glanceLeadership Tools @ a
glance The 9-Box Grid assesses leadership performance &
leadership potential, and may have been first used at GE, under
Jack Welch’s leadership to facilitate talent review meetings.

8. Hersey and BlanchardHersey and Blanchard 's model's model
helps match leadership style to the readiness of the followers.
Robert Blake and Jane Mouton'sRobert Blake and Jane Mouton's
Managerial Grid, or Leadership GridManagerial Grid, or Leadership
Grid plots the degree of task-centeredness versus personcenteredness and identifies five combinations as distinct
leadership styles. Charan & Drotter'sCharan & Drotter's Leadership
PipelineLeadership Pipeline illustrates the evolutions through
various organizational levels of leadership, from leading self to
others, to a function,to managers... Bass and Avolio's Multi-factor
LeadershipBass and Avolio's Multi-factor Leadership
Questionnaire or MLQQuestionnaire or MLQ was translated into a
360 degree leadership assessment (MLQ) which measures a full
range of leadership behaviors (heavy on transformational) and has
proven to be predictive of outcomes and results. Conger &
KanungoConger & Kanungo created a Charismatic
LeadershipCharismatic Leadership Questionnaire &
aQuestionnaire & a measurement Scale ofmeasurement Scale of
Charismatic LeadershipCharismatic Leadership that identifies the
effect of a charismatic leader in an organizational setting.
Mindtool's Leadership MotivationLeadership Motivation Self
AssessmentSelf Assessment was patterned after Dubrin's:
Leadership,Research Findings,Practice and Skills Zenger &
FolkmanZenger & Folkman based their research on the analysis of
over 20,000 leaders' 360-degree assessments360-degree
assessments.
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18. 17 POWER &POWER & LEADERSHIPLEADERSHIP
● French & Raven's Power Bases ● Maxwell's power ladder ● The
5 POWER behaviors ● Techniques to increase power position at
work
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19. 18 LeadershipLeadership Power BasesPower Bases
Researchers French & RavenFrench & Raven identified 8

9. categories of social power enabling leaders to influence others.The
so-called 8 'Power Bases''Power Bases' are divided into : ●
Positional PowerPositional Power, flowing from granted status, ●
and Personal PowerPersonal Power earned through one's own
endeavours.
http://brilliantinfluence.wordpress.com/2010/08/19/french-andravens-power-bases Legitimate PowerLegitimate Power derives
from the authority associated to the place in hierarchy. Coercive
PowerCoercive Power is based on fear, the ability to impose one's
will by threat of sanction. Reward PowerReward Power stems from
the inducements or rewards that can be offered. Resource
PowerResource Power arises from control or access to specific
resources: funds, supplies, equipment. Information
PowerInformation Power derives from one's access to valuable
information. Referent PowerReferent Power correspponds to the
influence exerted through personal relationships, charisma, and
likeability. Expert PowerExpert Power is gained through skills and
knowledge.It gives authority that commands great respect.
Connexion PowerConnexion Power comes through networking,
being able to use links to other influential people to support one's
own power.
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20. LEADERSHIP & FOLLOWERSHIP :LEADERSHIP &
FOLLOWERSHIP : The 5 Reasons Why They FollowThe 5
Reasons Why They Follow 19 http://mblhrconn ect.blogspot.fr/2
013/08/the- leadership- academy-5- levels-of.html? view=mosaic
Leadership & Influence Processes @ http://pages.palo
verde.edu/staff/l martin/man145/l esson14.htm THETHE
LEVELSLEVELS OFOF LEADERSHIPLEADERSHIP55 1 POSITION1 - POSITION –– RIGHTS –RIGHTS – People follow
because they have to 1 - POSITION1 - POSITION –– RIGHTS –
RIGHTS – People follow because they have to 2 - PERMISSION2 PERMISSION –– RELATIONSHIPS –RELATIONSHIPS – People

10. follow because they want to 2 - PERMISSION2 - PERMISSION ––
RELATIONSHIPS –RELATIONSHIPS – People follow because
they want to 3 - PRODUCTION3 - PRODUCTION –– RESULTS –
RESULTS – People follow because of what you have done for the
organization 3 - PRODUCTION3 - PRODUCTION –– RESULTS –
RESULTS – People follow because of what you have done for the
organization 4 - PEOPLE DEVELOPMENT4 - PEOPLE
DEVELOPMENT –– REPRODUCTION –REPRODUCTION –
People follow because of what you have done for them 4 PEOPLE DEVELOPMENT4 - PEOPLE DEVELOPMENT ––
REPRODUCTION –REPRODUCTION – People follow because of
what you have done for them 5 - PINNACLE5 - PINNACLE ––
RESPECT –RESPECT – People follow because of who you are
and what you represent 5 - PINNACLE5 - PINNACLE ––
RESPECT –RESPECT – People follow because of who you are
and what you represent
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21. 20 Maxwell's ladder ofMaxwell's ladder of leadership
powerleadership power Position -Position - Any position in an
organization confers certain rights. Getting promoted, supposedly
automatically confers greater leadership capability, but this power
is a trap. Position leadershipPosition leadership is the nil-level of
leadership actually.is the nil-level of leadership actually.
Collaborators follow through coercion, not consent. And Peter's
Principle is never far away...And Peter's Principle is never far
away... Then come the 1st to 4th steps on the power ladder,
related to corresponding leadership levels, from 'Permission' to
'Self Fulfillment' ... http://www.talent-technologies.com John
Maxwell’s 360° Leader360° Leader offers a model which
exemplifies the progression from manager to leader. The leaders
identify their level on the ladder according to the kind of ''power''
their leadership position derives from. John Maxwell’s 360°
Leader360° Leader offers a model which exemplifies the

11. progression from manager to leader. The leaders identify their
level on the ladder according to the kind of ''power'' their leadership
position derives from. PositionPosition PermissionPermission
ProductionProduction People DevelopmentPeople Development
Personal FulfillmentPersonal Fulfillment TRAP !!!
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22. 21 Maxwell's ladder ofMaxwell's ladder of leadership
powerleadership power Personal Fulfillment (Self
Actualisation)Personal Fulfillment (Self Actualisation) At this level,
people respect the leader because of who he/she is and what
he/she represents. This level is reserved for those who have spent
years growing people & the organisation they work for.They help
shape and create the culture in a vibrant, tangible way.
PermissionPermission -- The 1st step of leadership takes place
when the leader receives permission from his direct reports,
colleagues and superiors to lead.The leader establishes effective
relationships with his/her colleagues. People follow the leader
beyond stated authority. http://www.talent-technologies.com
ProductionProduction is the next level of leadership. Here, the
leader is able to get great results from their collaborators on a
long-term, sustainable basis.This is the level of effective
management. People DevelopmentPeople Development -The
leader spends less time managing and more developing the
capabilities of those accountable to him/her. People follow because
of what the leader does for them – not on a ‘surface’ level, but in a
deeper, transformational sense.The leader helps mentor and grow
his direct reports into more leaders, creating a ‘leadership
pipeline’creating a ‘leadership pipeline’. PositionPosition
PermissionPermission ProductionProduction People
DevelopmentPeople Development Personal FulfillmentPersonal
Fulfillment TRAP !!!
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23. Using POWER BehaviorsUsing POWER Behaviors
Charity begins at home, and management begins with self-

12. management. So individual leadership has a lot to gain from selfmanagement and self-awareness, and especially POWER
behaviors. 22 http://2012books.lardbucket.org/books/humanrelations/section_17_01.html Self Management Self Management
● Coping with change ● Controlling emotions ● Coping with
change ● Controlling emotions ● Personality traits ●
Understanding own communication style ● Using POWER
behaviors ● Personality traits ● Understanding own communication
style ● Using POWER behaviors Self Awareness Self Awareness
Position power as in Feng Shui (most favorable physical position in
a meeting) can be seen as a set of behaviors we exhibit on a daily
basis. These five behaviors can help us increase our power
position at work. We may think about the acronym POWER to
remember these behaviors ( Dawson, J. 2007–8 : What Good
Leaders Do. ) ● PPositiveositive approach to everything can help
increase your power position. Avoiding rumors, gossip, and other
negative behaviors can gain the trust of others. ● OOpenpen.
Being open to others, new ideas, and people can help increase
your power position. ● WWillingnessillingness. The willingness to
do things different, try something new, and take risks can increase
your power position. ● EEmployingmploying. Employing things like
tact, common courtesies, humor, patience, and emotional
intelligence skills can increase your position power. ●
RRememberingemembering. Know your purpose, set goals, and
always do your best.
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24. 23 Techniques to increase PowerTechniques to
increase Power Position at workPosition at work These are 10
Techniques that may help increase your power position at work : 1.
Be authentic. Be yourself. Stay true to your values and those
things you find important. 2. Refuse to let people push your
buttons. This can result in conflict, which does not increase your
position power. Make an effort to try and get along with others. 3.

13. Develop esteem and confidence. Esteem and confidence will give
you the ability to take on difficult tasks, help others, and contribute
to the organization. 4. Be a team player. Get along with and help
others. Helping others shows leadership, ability, and good
citizenship. It can put you in a position of not only earning the
respect of others but also showing your value to the organization.
5. Be someone that makes others feel good. Make others feel
good when they are around you—for example, by being genuinely
interested in them. 6. Develop your communication skills. Work on
your written, oral, and nonverbal language skills. Learn to read and
understand others’ body language. 7. Be visible in the workplace.
Don’t take credit for others’ work, but do take credit for your own
work. Choose high-profile projects that can put you in a position
where others see your work. 8. Don’t complain. Unless you can
also provide a solution, don’t offer a complaint! 9. Be goal oriented
and willing to take risks. Focus on goal setting personally and
professionally. Show managers and colleagues how you can help
them meet goals. 10.Have positive psychological capital. There are
four aspects to positive psychological capital: hope, self-efficacy,
optimism, and resiliency. Self-efficacy refers to belief in your own
abilities while optimism means to have a positive outlook.
Resiliency is the ability to make it through difficult circumstances.
In a study by the Leadership InstituteLuthans, F., Avolio, B. J.,
Avey, J. B., & Norman, S. M. (2007).
http://2012books.lardbucket.org/books/humanrelations/section_17_01.html
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25. 24 LEADERSHIPLEADERSHIP STYLESSTYLES ●
Blake & Mouton's Leadership Grid ● Hersey & Blanchard's
Situational Model : the Contingency approach
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26. 25 Blake & Mouton'sBlake & Mouton's Leadership
GridLeadership Grid Robert Blake and Jane Mouton (early 1960s)
developed the Managerial Grid, or Leadership Grid, a popular

14. framework for thinking about a leader’s ‘task versus person’
orientation. It plots the degree of task-centeredness versus personcenteredness and identifies five combinations as distinct
leadership styles. Neither preference is right or wrong, and no one
type of leadership style is suitable for all situations. Actually, the
grid is a useful tool to understand one's natural leadership
tendencies , so as to begin working on developing skills that may
be missing.
http://www.mindtools.com/pages/article/newLDR_73.htm
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27. Blake & Mouton'sBlake & Mouton's Leadership
GridLeadership Grid ● Produce or Perish Leadership – High
Production/Low People= Also known as Authoritarian or
Compliance Leaders,believing that employees are simply a means
to an end. Very autocratic type of leader,with strict work rules,
policies, and procedures, and punishment seen as the most
effective means to motivate employees ! ● Middle-of-the-Road
Leadership – Medium Production/Medium People= This style
seems to be a balance of the two competing concerns, and it may
at first appear to be an ideal compromise. Therein lies the problem,
though: when you compromise, you necessarily give away a bit of
each concern, so that neither production nor people needs are fully
met. Leaders who use this style settle for average performance
and often believe that this is the most anyone can expect. ● Team
Leadership – High Production/High People= Best managerial style
according to the Blake Mouton model. Leaders stressing
production needs and the needs of the people equally highly.
Source : http://www.mindtools.com/pages/article/newLDR_73.htm
Cont'd The Leadership / Managerial Grid is based on two
behavioral dimensions: ● Concern for People – The degree to
which a leader considers the needs of team members, their
interests, and areas of personal development when deciding how
best to accomplish a task. ● Concern for Production – The degree

15. to which a leader emphasizes concrete objectives, organizational
efficiency and high productivity when deciding how best to
accomplish a task. Using the axis to plot leadership ‘concerns for
production’ versus ‘concerns for people’, Blake and Mouton
defined the following 5 leadership styles: ● Impoverished
Leadership – Low Production/Low People= Mostly ineffective
leadership.The result is disorganization, dissatisfaction and
disharmony. ● Country Club Leadership – High People/Low
Production=Style of leader mostly concerned about team
members' needs and feelings. Tends to result into a very relaxed
and fun work environment where production suffers due to lack of
direction and control. 26
•
28. 27 Situational Leadership :Situational Leadership : The
Contingency ApproachThe Contingency Approach Influence
BehaviorsInfluence Behaviors
http://insightsonleadership.com/theories-of-leadership/contingencyapproach/ www.business-development-1st.co.uk/blog/142/What-issituational-leadership Hersey & Blanchard's Situational Leadership
Model sets up a contingency approach to leadership that matches
leadership style to situation and the readiness of the followers.
Appropriate leadership behavior is dependent on the
situation.Leaders should take into consideration several factors
before choosing a specific leadership style appropriate for the
group, including: ● The type of task ● How well group members
work together ● How well group members work with the leader ●
The maturity level or readiness of the followers Effective leaders
are versatile i.e. they are able to move around the matrix in
accordance with the situation. No leadership style is right or
wrong,but only contingent to the situation. Yet, leaders tend to
have a preferred style and applying the situational leadership
model helps realizing it and reminds the leaders to shift leadership
styles according to circumstances, for real effectiveness.

16. •
29. 28 CHARISMATICCHARISMATIC
LEADERSHIPLEADERSHIP ● Concept ● Characteristics ● Pros &
Cons ● A Matter of Values
•
30. 29 CHARISMATIC LEADERSHIPCHARISMATIC
LEADERSHIP CONCEPTCONCEPT Researchers either do not
differentiate charismatic fromcharismatic from transformational
leadershiptransformational leadership, or see charisma as a
component of transformational leadership (House, Avolio & Bass,
Conger & Kanungo). The concept of charismatic leadershipThe
concept of charismatic leadership assumes that charisma is an
individual characteristic of the leader, a form of influential power,
and interpersonal attraction that inspires support and acceptance.
http://pages.paloverde.edu/staff/lmartin/man145/lesson14.htm ●
Expressing personalExpressing personal supportsupport ●
EmpathizingEmpathizing ● Expressing confidence inExpressing
confidence in people.people. ● Demonstrating
personalDemonstrating personal enthusisamenthusisam ●
Expressing personalExpressing personal confidenceconfidence ●
Seeking, finding, andSeeking, finding, and using successusing
success ● Articulating a compellingArticulating a compelling
visionvision ● Setting high expectationsSetting high expectations ●
Modeling consistentModeling consistent behaviorsbehaviors The
Charismatic LeaderThe Charismatic Leader
EnvisioningEnvisioning EnergizingEnergizing EnablingEnabling
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31. 30 CHARISMATIC LEADERSHICHARISMATIC
LEADERSHIPP CHARACTERISTICSCHARACTERISTICS This
figure displays the factors pertaining to Charismatic Leadership
and the Interactional Framework by reviewing the common leader,
follower, and situational factors (Burns) and the theories of House,
Bass & Avolio, and Conger & Kanungo.
http://answers.mheducation.com/business/management/leadership
/leadership-and-change FOLLOWER ● Identification with leader

17. and vision ● Heightened emotional levels ● Willing subordination to
the leader ● Feelings of empowerment SITUATION ● Crisis ● Task
interdependence LEADER ● Vision ● Rhetorical skills ● Image &
trust building ● Personalized leadership OUTCOMES : ● Social or
cultural revolutions ● Higher levels of effort ● Greater follower
satisfaction ● Increased group cohesiveness
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32. 31 CHARISMATIC LEADERSHICHARISMATIC
LEADERSHIPP Pros & ConsPros & Cons KETS DE VRIESKETS
DE VRIES : : in 'Reflections on Character and Leadership', he
highlights the pathologies of leadership and depicts the disturbed
inner worlds of certain leaders: he identifies impostorsimpostors,
those showing alexithymiaalexithymia, despotsdespots,
organizational foolsorganizational fools... Not all leaders have
sound personalities and positive intentions. Before following a
leader, keep your eyes wide open, and check whether he/she falls
into some of the following categories... J.B. STORAJ.B. STORA, a
psychanalist and HEC professor , archetyped charismatic leaders
as : ● the benevolentbenevolent , with a well-balanced personality,
is respectful of others,occasionally severe but fair. ● Besides there
are also negative or toxic leading characters such as: the
narcissistnarcissist, the seducerseducer, or the
possessivepossessive leader. (« Identités Psychiques et styles de
leadership »- HEC-ISA 1987) All that glitters is not gold......All that
glitters is not gold...... All that leads is not good to follow.All that
leads is not good to follow.
•
33. 32 http://leadershipresonance.com/extraordinaryleadership-behaviours.htm LeadershiLeadershipp is basicallyis
basically a mattera matter of valuesof values Behaviours of
extraordinary LeadersBehaviours of extraordinary Leaders They
inspire trust & confidence in their own leadership and
simultaneously inspire others to have confidence in themselves.
Charismatic leaders embody : ● Fierce Resolve, grit : leading from

18. the End State with the will and drive to create a destination that
does not yet exist ● and Equanimity : ability to overcome and stay
calm in the midst of unforeseen circumstances and obstacles… ●
the ability to RESPOND vs REACT ● they demonstrate the ability
to inspire people, to believe in the outcome before they can see it.
•
34. LeadershiLeadershipp is basicallyis basically a mattera
matter of valuesof values Ethical Charismatic Leader Unethical
Charismatic Leader ● Uses power to serve others ● Uses power
only for personal gain or impact ● Aligns vision with followers'
needs and aspirations ● Promotes own personal vision ●
Considers and learns from cristicism ● Censures critical or
opposing views ● Stimulates followers to think independently and
to question the leader's view ● Demands own decisions to be
accepted without question ● Open, two-way communication ●
One-way communication ● Coaches, develops, and supports
followers ; shares recognition with others ● Insensitive to followers'
needs ● Relies on internal moral standards to satisfy
organizational and societal interests ● Relies on convenient,
external moral standards to satisfy self-interests 33Source : ''The
Ethics of Charismatic Leadership'', Howell and Avolio, 1992.
•
35. 34 LEADERSHIPLEADERSHIP PIPELINEPIPELINE ●
Drotter & Charan's Pipeline Model ● Leadership lifecycles
illustrated ● Pipeline process exemplified
•
36. 35 LeadershipLeadership PipelinePipeline The
Leadership Pipeline ModelLeadership Pipeline Model by Drotter &
CharanDrotter & Charan illustrates the evolutions through various
organizational levels of leadership, from leading self to others, to a
function,to managers...
•
37. 36 Leadership PipelineLeadership Pipeline
LifecyclesLifecycles In their book 'The Leadership Pipeline', Noël

19. Drotter and Ram Charan identify specific phases in leadership
lifecycles. This is an illustration at BP : Each stagestage in the
leadership pipeline requires specific inputsspecific inputs, which
keeps the Peter Principle Inoperant.keeps the Peter Principle
Inoperant. Revitalising an oil giant: An interview with Dr Tony
Hayward, Chief Executive of BP
@http://www.emeraldinsight.com/journals.htm
•
38. LeadershipLeadership PipelinePipeline
ProcessProcess This figure exemplifies the leadership process
from detection to actualization : 37 2 - DEVELOP ● Leadership
Courses ● Interpersonal skills ● Coaching & Mentoring skills ● Skill
based training:Teamwork, Conflict Management, Delegation,
Communication, Fund Raising 3 - DEPLOY ● Assess leaders ●
Development Plan ● Internal opportunities : job rotation, action
learning ● Refine and adjust ● Re-assess 1 - DISCOVER ●
Competencies ● Executive support ● Cultural readiness ●
Leadership impetus 4 - LEAD Illustration from Valerie Willis
Consulting
•
39. 38 LEADERSHIPLEADERSHIP
AssessmentAssessment Prior to development comes detection of
potential leaders.Prior to development comes detection of potential
leaders. First and foremost , the talent detected ought to be
willingFirst and foremost , the talent detected ought to be willing to
take on leadership functions, and develop through hardto take on
leadership functions, and develop through hard work ( Leadership
Motivation Assessment).work ( Leadership Motivation
Assessment). Other tools may help refine the assessment process
inOther tools may help refine the assessment process in order to
identify whose potential is worth developing atorder to identify
whose potential is worth developing at affordable cost, and to help
focus on specific items toaffordable cost, and to help focus on
specific items to develop (miscelleaneous tools).develop

20. (miscelleaneous tools). Traits and charisma are certainly not
sufficient predictorsTraits and charisma are certainly not sufficient
predictors of the successful development of effective leadership.of
the successful development of effective leadership. The 9 or 12box matrix helps assess potential or highThe 9 or 12-box matrix
helps assess potential or high potential ( performance-potential
matrix).potential ( performance-potential matrix).
•
40. Leadership Motivation AssessmentLeadership
Motivation Assessment 39 Score Interpretation ● 14-27 implies a
low motivation to lead ● 28-55 implies some uncertainty over
motivation to lead ● 56-70 implies a strong moivation to lead Score
Interpretation ● 14-27 implies a low motivation to lead ● 28-55
implies some uncertainty over motivation to lead ● 56-70 implies a
strong moivation to lead This self assessment was patterned after
that of A.J. Dubrin in Leadership : Research, Findings, Practice,
and Skills www.mindtools.com
•
41. Performance - Potential ModelPerformance - Potential
Model Performance Potential High Performance High Potential
Average Performance High Potential High Performance Low
Potential Average Performance Low Potential This simple model
shows how performance and potential are plotted separately on a
matrix to determine readiness levels. High Low 40 Source :
HRTalentPro
•
42. Performance-Potential MatrixPerformance-Potential
Matrix 41 All companies now commonly use someAll companies
now commonly use some sort of 9 or 12-box grid to assess
potentials'sort of 9 or 12-box grid to assess potentials' or high
potentials' performance related toor high potentials' performance
related to potential.potential. This tool helps fill the leadership
pipeline,This tool helps fill the leadership pipeline, especially in the
scope of succession plans.especially in the scope of succession

21. plans. All companies now commonly use someAll companies now
commonly use some sort of 9 or 12-box grid to assess
potentials'sort of 9 or 12-box grid to assess potentials' or high
potentials' performance related toor high potentials' performance
related to potential.potential. This tool helps fill the leadership
pipeline,This tool helps fill the leadership pipeline, especially in the
scope of succession plans.especially in the scope of succession
plans. The goal of such a matrix is clearly to help ''establish talent
pools. Identification of talent is highlighted through talent matrix''.
www.emeraldinsight.com/journals.htm?
articleid=1662878&show=html ''The 9 box methodology (matrix of
performance and potential) is used to identify and reward high
performers . As for ''the talent pipeline methodology of Ram
Charan, it is designed around the common leadership ‘passages’
all leaders go through. It helps organizations to select, develop,
and assess based on specific responsibilities and work values at
each leadership level.'' www.bricexpansion.com
•
43. 9-9-BoxBox Performance-Potential
MatrixPerformance-Potential Matrix 42PERFORMANCE
POTENTIAL
•
44. Performance-Potential MatrixPerformance-Potential
Matrix 12-Box Grid12-Box Grid 43 ReadinessReadiness
RatingRating ScaleScale 5 - Ready Now – 0 to 1 Year = High
performer and high potential 4 - Short Term Promotable – 1 to 2
Years = Either high performance and moderate potential or
average performance and high potential 3 - Long Term Promotable
– 2 to 3 Years = Either average performance and moderate
potential or high performance and moderate potential 2 - Wait and
See – 3+ Years = Average performance (may be due to being new
in the job, having an inappropriate assignment, little or no
coaching/development, etc.), but shows signs of potential 1 - Well
Placed – Average performance, but few signs of potential

22. •
45. 44 LEADERSHIPLEADERSHIP
DevelopmentDevelopment With the ''Trait Theory'' , Leadership
was considered asWith the ''Trait Theory'' , Leadership was
considered as merely intrinsic and innate. But this is theory, and it
is alsomerely intrinsic and innate. But this is theory, and it is also
history...history... Of course, not every contributor wants to
endorseOf course, not every contributor wants to endorse
leadership functions and responsabilities within theleadership
functions and responsabilities within the organization, but it is now
understood that leadershiporganization, but it is now understood
that leadership can be learnt to some extent, gained, and
developed.can be learnt to some extent, gained, and developed.
Thanks to the practice of ''Integrative Leadership'',Thanks to the
practice of ''Integrative Leadership'', researchers, consultants and
companies developedresearchers, consultants and companies
developed many leadership programs, workouts, schemes
andmany leadership programs, workouts, schemes and tools to
enable leadership development.tools to enable leadership
development.
•
46. Expert Technical Specialist 45
DevelopmentDevelopment ProgramsPrograms Once the
organization has detected potential for leadership in willing
candidates, it's time to raise the good questions and find the proper
way to develop this leadership talent (''high potential'') and let it
grow. Not every good contributor wants to assume leading
functions : some may prefer to invest in expert positions, as
technical specialists.
•
47. Development ProgramsDevelopment Programs
e.g.e.g. www.villigermcneill.com/what-we-do/leadershipdevelopment/ LeadingLeading SelfSelf LeadingLeading
PeoplePeople LeadingLeading thethe OrganizationOrganization
Developing personal Mastery & authentic leadership ➢ Self

23. awareness ➢ 360° feedback ➢ Values / Purpose / Core Beliefs ➢
Connection to & articulation of personal vision Developing
relationship mastery and interpersonal excellence ➢ Collaboration
& partnership skills (communication, influencing, conflict,
negociation, consulting) ➢ Emotional Intelligence ➢ Managing
people and developing their potential ➢ Constructive dialogue and
feedback. Developing a high performance culture ➢ Visioning &
strategy ➢ Leading change ➢ Fostering sustainable performance
➢ Building a culture of commitment & trust ➢ Systems thinking 46
•
48. SelfSelf Purpose Time Managt Emot.Intellig.
OthersOthers Performance Magt Motivation Communication
Coaching Counseling TeamsTeams Team Goals Roles Operating
Guidelines Interpersonal Behaviors OrganizationOrganization
Structure Work Processes Large Projects Measurement Systems
Decission & Communication Systems Vision &Vision &
StrategyStrategy Market analyses Vision Mission Core Values
Strategies Paradigms Deployment Development
ProgramsDevelopment Programs e.g.e.g. Module 1 – Your Role as
a Leader : Characteristics of effective leaders Leadership &
management functions – distinctions & overlap 3 roles of
leadership: vision, alignment and deployment Key concepts of
personal organization – setting priorities Key concepts of selfmanagement Module 2 – Enhancing Your Emotional Intelligence
Module 3 – Leading for High Individual Performance Module 4 –
Developing High Performance Teams Module 5 – The Strategic
Planning and Leadership Process Module 6 – Guiding Large Scale
Organizational Change Module 7 - Building Your Organizational
Culture www.worksystems.com 47
•
49. 48 GOLEMAN'S EMOTIONALGOLEMAN'S
EMOTIONAL INTELLIGENCEINTELLIGENCE LEADERSHIP
MODELLEADERSHIP MODEL ● The 5 Components of Emotional

24. Intelligence ● Components explicited ● Regulation-recognition
Matrix ● The 6 Leadership Styles
•
50. 49 GOLEMANGOLEMAN'S EMOTIONAL'S
EMOTIONAL INTELLIGINTELLIGENCE MODELENCE MODEL
LEADERSHILEADERSHIPP
•
51. GOLEMAN'sGOLEMAN's EI ComponentsEI
Components 50
•
52. Goleman's ReguGoleman's Regulation-Recognition
Matrixlation-Recognition Matrix 51 Emotional IntelligenceEmotional
Intelligence - “is the ability to monitor one’s own and other’s
emotions, to discriminate among them, and to use the information
to guide one’s thinking and actions" (Salovey & Mayer 1990)
Emotional Intelligence theory and Leadership have a deep
embedded relationship. Daniel GolemanDaniel Goleman (2002),
the psychologist who popularized E.I., presented the concept of
Emotional Intelligence as being enshrined in a framework of four
elements + empathy: Self Awareness Self Management Social
Awareness Social Skills The more the leader is in control and
manages each of these elements,The more the leader is in control
and manages each of these elements, the higher the emotional
intelligence, the more the team performsthe higher the emotional
intelligence, the more the team performs excelling results !
excelling results ! http://www.educational-businessarticles.com/emotional-intelligence-theory.html
•
53. 52 GOLEMAN'sGOLEMAN's Leadership
StylesLeadership Styles http://www.ei4change.com/resources.htm
•
54. 53 LEADERSHIPLEADERSHIP
SUBSTITUTES:SUBSTITUTES: THE LIMITSTHE LIMITS ● The
Concept ● Substitutes & Neutralizers ● Leadership Substitutes to

25. the rescue LEADERSHIPLEADERSHIP
SUBSTITUTESSUBSTITUTES
•
55. 54 LEADERSHIPLEADERSHIP SUBSTITUTES
CONCEPTSUBSTITUTES CONCEPT The Leadership Substitute
approach, initiated by Kerr & Jermier, suggests that several
situational factors can neutralize or substitute for leader
behaviors.They set up the limits of leadership, making leadership
behaviors inefficient and irrelevant under certain circumstances.
Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their
meaning and measurement. Organizational Behavior & Human
Performance, 22, 375-403.
http://faculty.css.edu/dswenson/web/LEAD/substitutes.html
LEADERSHIP SUBSTITUTES Leadership Substitutes Situational
variables that tend to outweigh the leader's ability to affect
subordinate satisfaction and performance Nature of Leadership
Substitutes They are individual, task, and organizational
characteristics that tend to offset the leader’s ability to influence
subordinates’ satisfaction and performance.
•
56. LEADERSHIP SUBSTITUTESLEADERSHIP
SUBSTITUTES & NEUTRALIZERS& NEUTRALIZERS Kerr &
Jermier's Substitutes and Neutralizers for Leadership :
LEADERSHIP SUBSTITUTES Kerr, S., & Jermier, J. M. (1978).
Substitutes for leadership: Their meaning and measurement.
Organizational Behavior & IMPACT ON LEADERSHIP ●
Substitute for instrumental leadership ● Substitute for
instrumental® ® ®Human Performance, 22, 375-403.
http://faculty.css.edu/dswenson/web/LEAD/substitutes.html 55
SUBORDINATE CHARACTERISTICS ● Experience, ability , and
training ● Professional orientation ● Indifference toward
organizational rewards & supportive leadership ● Neutralizes
instrumental & IMPACT ON LEADERSHIP ● Substitute for
instrumental® ® ® ® ® IMPACT ON LEADERSHIP ● Substitute

26. for instrumental leadership ● Substitute for instrumental leadership
● Substitute for supportive leadership ORGANIZATION
CHARACTERISTICS ● Cohesive work groups ● Low position
power of leader ● Formalization ● Inflexibility ● Leader physically
isolated from subordinates ® ® ®supportive leadership TASK
CHARACTERISTICS ● Structured and routine tasks ● Feedback
within the task ● Intrinsically satisfying task & supportive
leadership ● Neutralizes instrumental & supportive leadership ●
Substitute for instrumental leadership ● Neutralizes instrumental
leadership ● Neutralizes instrumental & supportive leadership
•
57. LEADERSHIP SUBSTITUTESLEADERSHIP
SUBSTITUTES TO THE RESCUETO THE RESCUE Conversely,
the model can be used for diagnostic so as to find and implement
solutions or substitutes for flawless leadership : Kerr, S., & Jermier,
J. M. (1978). Substitutes for leadership: Their meaning and
measurement. Organizational Behavior & Human Performance,
22, 375-403.
http://faculty.css.edu/dswenson/web/LEAD/substitutes.html
LEADERSHIP SUBSTITUTES 56
•
58. 57 EXTRAORDINARYEXTRAORDINARY
LEADERSHIPLEADERSHIP INTEGRATIVEINTEGRATIVE
MODELMODEL ● Zenger & Folkman's research ● Raising the
Leadership Tent ● 16 Differentiating competencies ● Character
Competency ● An Integrative Leadership Model
•
59. 58 ● John Zenger & Joseph Folkman's books are
based on solid empirical research based on analysis of over
20,000 leaders. ● Subjecting so many 360-degree assessments to
strict scrutiny enabled them to discover the 16 behaviors
distinguishing effective leaders that produce outstanding
outcomes. These are the very behaviors every leader should work
on developing. ● One key finding is that : ''Great leaders are not

27. defined by the absence of weakness, but rather by the presence of
clear strengths.The key to developing great leadership is to build
strengths.'' ZENGER & FOLKMAN'S RESEARCHZENGER &
FOLKMAN'S RESEARCH http://zengerfolkman.com/books
•
60. 59 Raising theRaising the Leadership TentLeadership
Tent Sources:The Handbook For Leaders, Zenger & Folkman
http://www.racma.edu.au/index.php?
option=com_content&view=article&id=330&Itemid=39
http://leadershipfreak.wordpress.com/2011/10/03/16competencies-guaranteed-to-deliver-results/ CHARACTER : which
is integral to the individual, and the core of all leadership
effectiveness FOCUS ON RESULTS: ability to have an impact on
the organisation INTERPERSONAL RELATIONSHIPS: impact of
one person on a group of people PERSONAL CAPABILITY:
intellectual, emotional and skill makeup of the individual LEADING
ORGANISATIONAL CHANGE: ability to produce change in an
organisation The conceptual framework developed by Zenger and
Folkman uses a tent analogy with a central pole character , and
four poles for each corner of the tent :
•
5 categories http://www.racma.edu.au/index.php?
option=com_content 16 leadership competencies that span 61.
60 16 Differentiating16 Differentiating CompetenciesCompetencies
Great outcomes are connected to :
&view=article&id=330&Itemid=39
http://leadershipfreak.wordpress.com/2011/10/03/16competencies-guaranteed-to-deliver-results/ DIFFERENTIATING
COMPETENCIESDIFFERENTIATING COMPETENCIES
•
Follow through on commitments62. 61
CHARACTERCHARACTER COMPETENCYCOMPETENCY The
key elements of high-character leaders are that they : & Gain
respect by being open Make decisions with the good of the

28. organization in mind,not their personal agenda Keep their words
& Treat others with respect - they don't smile uptransparent &
Have integritykick down & Keep learning,improve themselves
constantly, look for feedbacklook at others with a positive lens &
Try new thingsact on it & adjust rapidly to changing environments
CHARACTERCOMPETENCYCHARACTERCOMPETENCY
Among all competencies, CHARACTER is the essence of
leadership.Naturally, strong or high character is not ''bad
character''. Source : The Handbook For Leaders, Zenger &
CHARACTER ATTITUDES Folkman And character can ce
improved Successfully altering one's behavior over a long period
entails a remarkable transformation in attitudes, and eventually
character : BEHAVIOR
•
63. 62 An IntegrativeAn Integrative Leadership
ModelLeadership Model Sources:The Handbook For Leaders,
Zenger & Folkman http://www.racma.edu.au/index.php?
option=com_content&view=article&id=330&Itemid=39
http://leadershipfreak.wordpress.com/2011/10/03/16competencies-guaranteed-to-deliver-results/
CHARACTERCHARACTER 1. Displaying high integrity and
honesty ● Act consistently ● Follow through on promises ● Model
core values ● Lead by example PERSONAL
CAPABILITYPERSONAL CAPABILITY 2. Technical and
professional expertise ● Sought out for advice ● In-depth
knowledge leads to credibility 3. Solving problems and analysing
issues ● High professional judgement ● Make good decisions
based on mix of analysis, wisdom, experience, judgement 4.
Innovation ● Encourage alternative approaches ● Creative
solutions ● Challenge the status quo ● Create a learning culture 5.
Practising self development ● Constructive change based on
feedback ● Seek feedback to improve ● Look for developmental
opportunities FOCUS ON RESULTSFOCUS ON RESULTS 6.

29. Focus on results ● Aggressively pursue all tasks to completion ●
Do everything possible to meet goals or deadlines 7. Establish
stretch goals ● High standards of performance ● Set standards of
excellence ● Promote continuous improvement 8. Take
responsibility for outcomes ● Counted on to follow through on
commitments ● Go above and beyond call of duty
•
64. 63Sources:The Handbook For Leaders, Zenger &
Folkman http://www.racma.edu.au/index.php?
option=com_content&view=article&id=330&Itemid=39
http://leadershipfreak.wordpress.com/2011/10/03/16competencies-guaranteed-to-deliver-results/
INTERPERSONALINTERPERSONAL
RELATIONSHIPSRELATIONSHIPS 9. Communicating powerfully
and prolifically ● Skilled communication of new insights ● Provide
team with sense of purpose ● Help people see how their work fits
10. Inspiring and motivating others to high performance ● Energise
others to go extra mile ● Get others to achieve more than they
thought possible 11. Building relationships ● Trusted by their team
● Balance concern for productivity with employee needs ● Friendly
and approachable ● Tactfully handle difficult situations LEADING
ORGANISATIONAL CHANGELEADING ORGANISATIONAL
CHANGE 12. Developing others ● Concerned about developing
others' careers ● Provide balance of positive and constructive
feedback ● Provide honest feedback ● Support others' growth and
success ● Take interest in the work of others 13. Collaboration and
Teamwork ● Cooperative working relationships with others in the
organisation ● Promote cooperation in the work group ● Ensure
the work unit works well with other groups and departments 14.
Developing strategic perspectives ● Know how their work relates
to the business strategy ● Translate organisation vision into
meaningful goals for others ● Has a long term view 15.
Championing Change ● Become champions for projects and get

30. others to support them ● Effective marketers of the group's work
16. Connect internal groups with the outside world ● Effectively
represent the work group to key external groups ● Help people
understand importance of customer needs An IntegrativeAn
Integrative Leadership ModelLeadership Model cont'dcont'd
•
65. 64 GLOBALGLOBAL LEADERSHIPLEADERSHIP ●
What about global Leadership ? ● Global leaders ● GL Capabilities
● Global Mindset Global LeadershipGlobal Leadership
•
66. 65 ''Global organisations face increased challenges
and competition so success demands the best performance
thatdemands the best performance that corporate top managers
can produce.corporate top managers can produce. Succeeding
globally meansSucceeding globally means developing a global
view while using local knowledge to understand particular business
challenges in markets around the world. Executives need to
understand different business contexts and be able to identify
opportunities, leading to better business decisions about global
markets. ChallengesChallenges for global leadersfor global
leaders include balancing the benefits of standardisation with the
need for local adaptation, managing virtual teams across
geographies and time zones, dealing with contradictory thoughts
and working through ambiguous situations. Research indicates
that global leaders with the skills to dealglobal leaders with the
skills to deal with complexity and uncertainty can perform well in
globalwith complexity and uncertainty can perform well in global
environmentsenvironments, but they can only sustain this level of
performance if they pay attention to their values.''
http://lexicon.ft.com/term?term=global-leadership What about
Global Leadership ?What about Global Leadership ?
•
67. 66 GLOBAL LEADERSGLOBAL LEADERS "As
organizations go through a global 'revolution,' they require the

31. leadership of a significantly different kind of CEO." "Leaders at the
helm of the corporations of the future will need the capacity to step
out of their own comfort zone and adapt to other realities." Kets de
Vries & Florent-Treacy in international best-seller The New Global
Leaders. Global LeadershipGlobal Leadership ''What does it take
to run a global company during this age of international
competition, technology, and downsized work forces? In The New
Global Leaders, the authors find that each of these 3 global
leaders ( Richard Branson, founder of the Virgin Group; Percy
Barnevik, architect of the ABB engineering conglomerate merger;
and David Simon, who resurrected British Petroleum) succeeds
with charisma and a managing philosophy that centers on speed,
openness, and a disdain for bureaucracy. They provide a behindthe-scenes account of how they put their companies on the global
map. Sharing their philosophies, visions, and strategies, they
exemplify leadership in an age of rapid and relentless change and
provide new models of success for our post-industrial era.''
http://www.amazon.com/The-New-Global-LeadersInternational/dp/0787946575 Managers at companies of any size
can benefit from the experiences of Branson, Barnevik, and Simon.
– Dan Ring
•
68. 67 GLOBAL LEADERSHIPGLOBAL LEADERSHIP
CAPABILITIESCAPABILITIES There is no escaping globalization,
and to attain global leadership, executives need to acquire
foundational global leadershipglobal leadership
capabilities :capabilities : http://www.berlitz.com/CorporateSolutions-for-language-instruction-and-global-leadershiptraining/Global- Leadership-Training/What-is-Berlitz-GlobalLeadership-Training/Global-Leadership-Capabilities/178/ Global
LeadershipGlobal Leadership illustration from Berlitz Global
leadership Training After Berlitz Global leadership Training
GlobalGlobal Leadership TrainingLeadership Training

32. CommunicationCommunication CultureCulture
LeadershipLeadership * Global Meetings * Global Presentations *
Global negociations * Global virtual communications * Doing
business globally * Cultural orientations @ work * Leading global
teams * International assignment * Leading global teams *
Communicating & collaborating effectively across culture * Valuing
diversity & practicing inclusion
•
69. 68 Global LeadershipGlobal Leadership
MindsetMindset Source : Advances In Global Leadership Issues @
www.emeraldinsight.com/journals.htm Global LeadershipGlobal
Leadership GlobalGlobal MindsetMindset Context Specific
Competencies Universal Leadership Competencies Developmental
Experiences Personal & Family Context-specificContext-specific
CompetenciesCompetencies ● Role competencies ● Culture
specific competencies ● Language Personal & FamilyPersonal &
Family ● Learning Mindset ● Tolerance of ambiguity ●
Expectations ● Cultural curiosity ● Coping Skills ● Networking ●
Marriage & family cul