Leadership Excellence for Managers and Heads of Strategic Business Units

Leadership Excellence
By

Akeem Akinfenwa
October 9, 2010

Outline
• Leadership – definitions
• Leadership Theories & Styles
• Perspectives of Leadership and Skills
Requirement
• Management & Leadership
• The Management-Leadership Balance
• What distinguishes 'good' leaders from
'mediocre' and/or ‘bad’ ones
• Leadership in the next 20years

McGregor Theory X & Y
Theory X
1. The average human being has an inherent dislike of work and will avoid it if he or she can.
2. Because of this human characteristic, most people must be coerced, controlled, directed, and threatened
with punishment to get them to put forth adequate effort toward the achievement of organisational
objectives.
3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little
ambition, and wants security above all.

Theory Y
1. The expenditure of physical and mental effort in work is as natural as play or rest.
2. External control and threat of punishment are not the only means for bringing about effort toward
organisational objectives. People will exercise self-direction and self-control in the service of objectives to
which they are committed.
3. Commitment to objectives is a function of the rewards associated with their achievement.
4. The average human being learns, under proper conditions, not only to accept responsibility but to seek
it.
5. The capacity to exercise a relatively high degree of imagination. Ingenuity, and creativity in the solution
of organisational problems is widely, not narrowly, distributed I the population.
6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being
are only partially utilised.

Then Why Do We Need A Leader
• Exercise 1
• Bring out 5 points to support the need for Leadership
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–
–
–
–
–
–

At home;
Extended family;
Among peers;
Societies, clan, etc
Organisation;
Government;
Extra-governmental institutions; etc

• N.B.
“LEAD, FOLLOW OR GET OUT OF THE WAY”

Definition
•

The activity of leading;

•

The body of people who lead a group;

•

The Collins English Dictionary. ( © 1998 HarperCollins Publishers ) leadership (n) 1. The position or
function of a leader. 2. the period during which a person occupies the position of leader: during her
leadership very little was achieved. 3. a. the ability to lead. b. (as modifier): leadership qualities. 4. the
leaders as a group of a party, union, etc.: the union leadership is now very reactionary. This dictionary
definition of leadership focuses on the position (singular or collective), tenure and ability of leaders. As
such, it misses key points about the purpose and hallmarks of effective leadership.

•

Peter Drucker : The forward to the Drucker Foundation's "The Leader of the Future" sums up leadership :
"The only definition of a leader is someone who has followers." To gain followers requires influence (see
John Maxwell's definition below) but doesn't exclude the lack of integrity in achieving this. Indeed, it can
be argued that several of the world's greatest leaders have lacked integrity and have adopted values that
would not be shared by many people today.

•

John C Maxwell : In the 21 Irrefutable Laws of Leadership, John Maxwell sums up his definition of
leadership as "leadership is influence - nothing more, nothing less." This moves beyond the position
defining the leader, to looking at the ability of the leader to influence others - both those who would
consider themselves followers, and those outside that circle. Indirectly, it also builds in leadership
character, since without maintaining integrity and trustworthiness, the capability to influence will
disappear.

…Definition
•

•

•
•

Warren Bennis : Warren Bennis' definition of leadership is focused much more on the
individual capability of the leader : "Leadership is a function of knowing yourself, having a
vision that is well communicated, building trust among colleagues, and taking effective
action to realize your own leadership potential."
Roman Catholic Diocese of Rochester : For the purposes of the Leadership Development
Process of the Diocese of Rochester, their leadership definition is "the process of influencing
the behavior of other people toward group goals in a way that fully respects their freedom."
The emphasis on respecting their freedom is an important one, and one which must be the
hallmark of Christian leadership. Jesus influenced many diverse people during his ministry
but compelled no-one to follow Him.
As the "process of social influence in which one person can enlist the aid and support of
others in the accomplishment of a common task.“
"Leadership is ultimately about creating a way for people to contribute to making something
extraordinary happen (Alan Keith) . This is more inclusive

Leadership Theories & Styles
Early History
1. "Great Man" Theories: Assume that the capacity for leadership is inherent – that
great leaders are born, not made. These theories often portray great leaders as
heroic, mythic and destined to rise to leadership when needed. The term "Great
Man" was used because, at the time, leadership was thought of primarily as a
male quality, especially in terms of military leadership.
2. Trait Theories: Similar in some ways to "Great Man" theories, trait theories
assume that people inherit certain qualities and traits that make them better
suited to leadership. Trait theories often identify particular personality or
behavioral characteristics shared by leaders. If particular traits are key features of
leadership, then how do we explain people who possess those qualities but are
not leaders?

…Leadership Theories & Styles
• Behavioural & Style Theories
•

Behavioral Theories: Based upon the belief that great leaders are made,
not born. Rooted in behaviorism, this leadership theory focuses on the
actions of leaders not on mental qualities or internal states. According to
this theory, people can learn to become leaders through teaching and
observation. - Autocratic leaders, Democratic leaders , Laissez-faire
leaders

•

Contingency Theories: Focuses on particular variables related to the
environment that might determine which particular style of leadership is
best suited for the situation. According to this theory, no leadership style
is best in all situations. Success depends upon a number of variables,
including the leadership style, qualities of the followers and aspects of
the situation.

•

Situational Theories: Propose that leaders choose the best course of
action based upon situational variables. Different styles of leadership
may be more appropriate for certain types of decision-making e.g. The
Hersey-Blanchard Situational Leadership Theory. This theory rests on two
fundamental concepts; Leadership Style and the individual or group's
Maturity level.

Contingency

Blake-Mouton Grid


Exercise 2

…Blake-Mouton Grid

The Major Leadership Grid Styles
1,1
Impoverished management. Often referred to as Laissez-faire leadership. Leaders in
this position have little concern for people or productivity, avoid taking sides, and stay out
of conflicts. They do just enough to get by.
1,9
Country Club management. Managers in this position have great concern for people
and little concern for production. They try to avoid conflicts and concentrate on being well
liked. To them the task is less important than good interpersonal relations. Their goal is to
keep people happy. (This is a soft Theory X approach and not a sound human relations
approach.)
9,1
Authority-Compliance. Managers in this position have great concern for production
and little concern for people. They desire tight control in order to get tasks done efficiently.
They consider creativity and human relations to be unnecessary.
5,5
Organisation Man Management. Often termed middle-of-the-road leadership.
Leaders in this position have medium concern for people and production. They attempt to
balance their concern for both people and production, but they are not committed.
9+9
Paternalistic “father knows best” management. A style in which reward is
promised for compliance and punishment threatened for non-compliance
Opp Opportunistic “what’s in it for me” management. In which the style utilised depends
on which style the leader feels will return him or her the greatest self-benefit.
9,9
Team Management. This style of leadership is considered to be ideal. Such managers
have great concern for both people and production. They work to motivate employees to
reach their highest levels of accomplishment. They are flexible and responsive to change,
and they understand the need to change.

Action Centred Leadership

• A model proposed by John Adair (1973)
argued that it is not who you are but what
you do which establishes you as a leader.
A leader needs to balance the needs of
the task, the team and the individual,
shown clearly in the diagram below in his
3 circle model. The effective leader
carries out the functions and
demonstrates the behaviours appropriate
to the circles, varying the level according
to the needs of the situation. The leader
whilst balancing the three circles, sits in
his/her helicopter above the process,
ensuring the best possible overview of
what is happening.


Leaders Behaviour under Task
·
Providing clear Objectives
·
Providing appropriate procedures
·
Ensuring there is evidence of progress
·
Ensuring avoidance of digression
·
Ensuring deadlines are met
Leaders Behaviour under Team
·
Commitment
·
Trust & Openness
·
Sense of purpose
·
Stability
·
Cohesion
·
Success
·
Fun
Leaders Behaviour under Individual
·
To be included
·
To make a contribution
·
To be respected
·
To receive Feedback
·
To feel safe
·
To grow

Some Practical Theories
6. Participative Theories: Participative leadership theories suggest that the ideal leadership style
is one that takes the input of others into account. These leaders encourage participation and
contributions from group members and help group members feel more relevant and
committed to the decision-making process. In participative theories, however, the leader
retains the right to allow the input of others.
7. Management Theories: Management theories (also known as "Transactional theories") focus
on the role of supervision, organization and group performance. These theories base
leadership on a system of rewards and punishments. Managerial theories are often used in
business; when employees are successful, they are rewarded; when they fail, they are
reprimanded or punished.
8. Relationship Theories: Relationship theories (also known as "Transformational theories") focus
upon the connections formed between leaders and followers. Transformational leaders
motivate and inspire people by helping group members see the importance and higher good
of the task. These leaders are focused on the performance of group members, but also want
each person to fulfill his or her potential. Leaders with this style often have high ethical and
moral standards

8. Path-Goal Theory
•

A leadership theory that focuses on the need for leaders
to make rewards contingent on the accomplishment of
objectives and to aid group members in attaining
rewards by clarifying the paths to goals and removing
obstacles to performance. According to the goal-path
theory there are four primary styles of leadership:

•

1.
Directive Leadership: The leader explains the
performance goal and provides specific rules and
regulations to guide subordinates toward achieving it.
2.
Supportive Leadership: The leader displays
personal concern for subordinates. This includes being
friendly to subordinates and sensitive to their needs.
3.
Achievement-oriented Leadership: The leader
emphasises the achievement of difficult tasks and the
importance of excellent performance and simultaneously
displays confidence that subordinates will perform well.
4.
Participative Leadership: The leader consults with
subordinates about work, task goals, and paths to resolve
goals. This leadership style involves sharing information
as well as consulting with subordinates before making
decisions.

•

•

•

Robert Tannenbaum and Warren H. Schmidt’s continuum
of Leadership Behaviour


The actions shown at the left side of the continuum
are
relatively authoritarian; those at the right side are
relatively participative. The manager’s choices
depend
on three factors:
1.

2.

3.

Forces in the manager: The
manager’s value system, confidence
in subordinates, leadership
inclinations, and feelings of security
in an uncertain situation.
Forces in the subordinate:
Expectations, need for
independence, readiness to assume
decision-making responsibility,
tolerance for ambiguity in task
definition, interest in the problem,
ability to understand and identify
with the goals of the organisation,
and knowledge and experience to
deal with the problem.
Forces in the situation: Type of
organisation, effectiveness of the
group, the problem itself (the task),
and time pressure.

Key Learning Points on Leadership Theories
While the transformational leadership approach is often highly effective, there's no one "right“
way to lead or manage that fits all situations. To choose the most effective approach for yourself,
consider the following:
–
–
–
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The skill levels and experience of your team;
The work involved (routine, or new and creative);
The organizational environment (stable or radically changing, conservative or adventurous);
You own preferred or natural style;

Good leaders often switch instinctively between styles, according to the people they lead and the
work that needs to be done. Establish trust – that's key to this process – and remember to
balance the needs of the organization against the needs of your team

Leadership & Our Culture
•

Our Culture

•

Pros
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African (Men Vs Women);
Paternalistic
We are our brothers keepers;
Empathy;
Loyalty
Traditional Rulers
Religion & Religious Leaders;
Seniority syndrome;
Kings/Obas/Emirs, etc
Communal values

•

Our Culture

•

Cons
–
–
–
–
–
–
–
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Ethnocentric;
Greed
Winner takes All
I, Me and Myself and
Show-off
Poor value for time
The Herding Effect
Our Leaders as representative of God;
Instilling standard work ethics

…Management & Leadership
Management

Leadership

Systems, processes, and
technology

People — context and
culture

Goals, standards, and
measurements

Preferred future, principles,
and purpose

Control

Commitment

Strategic planning

Strategic opportunism

A way of doing

A way of being

Directing

Serving

Responding and reacting

Initiating and originating

Continuous improvement of
what is

Innovative breakthroughs to
what could be

The Management-Leadership Balance
Complementary Strengths
Management
Processes
Facts
Intellectual
Head
Position power
Control
Problem solving
Reactive
Doing things right
Rules
Goals

Leadership
People
Feelings
Emotional
Heart
Persuasion power
Commitment
Possibility thinking
Proactive
Doing the right things
Values
Vision

Light a fire under people

Stoke the fire within people

Written communications
Standardization

Verbal communications
Innovation

• Both management and leadership skills are needed at the organizational, team, and personal levels.
•It's not a case of either/or, but and/also.

Leading Yourself
To effectively lead yourself, useful skills are, for
example:
1.physical fitness
2.decision making and problem solving
3.critical thinking
4.setting personal goals
5.prioritizing
6.time and stress management
7.self-coaching
8.emotional intelligence
9.motivating yourself
10.work-life balance

Leading Others Individuals
To effectively lead others, you need to effectively lead
yourself and have
additional skills, for example:
1.Coaching
2.Counseling (basic)
3.Feedback
4.Listening
5.Questioning
6.Understanding body language
7.Delegating
8.Directing

Leading Groups/Teams
To effectively lead groups or teams, you need skills
to
lead others and have additional skills, for example:
1.Agenda design
2.Facilitation
3.Consensus building
4.Group decision making and problem solving
5.Meeting management

Leading Organizations
To effectively lead organizations, you need skills
to lead yourself, other individuals and teams,
along with skills, for example:
1.Strategic planning
2.Business planning
3.Organizational development and change
4.At least one organizational performance model,
for example, Balanced Scorecard or strategic
management

Perspective of Leadership & Skills Requirement
Leading Yourself

Leading Others
Individuals

Leading
Groups/Teams

Leading
Organizations

To effectively lead yourself,
useful skills are, for
example:
1.physical fitness
2.decision making and
problem solving
3.critical thinking
4.setting personal goals
5.prioritizing
6.time and stress
management
7.self-coaching
8.emotional intelligence
9.motivating yourself
10.work-life balance

To effectively lead
others, you need to
effectively lead yourself
and have
additional skills, for
example:

To effectively lead
groups or teams, you
need skills to
lead others and have
additional skills, for
example:
1.Agenda design
2.Facilitation
3.Consensus building
4.Group decision
making and problem
solving
5.Meeting
management

To effectively lead
organizations, you need
skills
to lead yourself, other
individuals and teams,
along with skills, for
example:
1.Strategic planning
2.Business planning
3.Organizational
development and change
4.At least one
organizational performance
model, for example,
Balanced Scorecard or
strategic management

1.Coaching
2.Counseling (basic)
3.Feedback
4.Listening
5.Questioning
6.Understanding body
language
7.Delegating
8.Directing

What Does Leadership Excellence Entails:
The Leaders Blueprint

Leadership in the 21 Century
st

•
•

The leadership challenge of the 21st century will be for a leader to be anchored in the timeless virtue of the past while
charting a strategic vision for the future that exploits for the organization the possibilities of the information age.
The essence of effective 21st century leadership, its most important aspect, is a cornerstone of robust ethical standards.
This ethical cornerstone rests on a foundation of timeless imperatives. Three of the most important leadership imperatives
are
–
–
–

•
•

•

•

•
•
•
•

integrity,
loyalty, and a
dedication to teamwork.

Facilitation. Leadership development efforts should be based on informal or non-formal teaching, better described as
facilitation.
Learner Focus. To customize leadership development, learning facilitators need to understand the context in which their
leadership is situated; the learners' needs, desires, and strengths; and the issues being addressed.
Leadership Focus. Learner-focused leadership development does not mean leader-focused. Leadership exists as a set of
relationships among group or organization members; and everyone in the group has leadership potential and can play
leadership roles at various times. This view implies a group-centered approach to leadership development, one centered on
organizational development and capacity building.
Issue/Action Focus. Out-of-context leadership development programs have limited impact because the transfer of learning
to real-life situations rarely happens. Therefore long-term impact must incorporate learning centered around real issues
that groups are facing, learning in action, and on-going reflection or collective self-examination.
Non-Prescriptive.
Visioning Together
Leading & Learning Together as well as Acting totegther
Communicating

Lesson For the Followers
•
•
•
•
•
•
•
•

Don’t Follow the Herd - Remember Fela’s saying …
Loyalty pays
Knowledge of task – past, present and future
Complement the skills of your leader;
Learn!, Learn!! Learn!!!- You never can tell when its
going to be your turn
Watch carefully his/her strengths and understand
very well his weaknesses and its impact on the task;
Pick a coach, mentor – for knowledge not for other
non progressive reasons;
Seek an Executive Champion

Leadership Excellence for Managers and Heads of Strategic Business Units

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