For educational purposes

1. Organizational Leadership
Sung Kwon
Adventist Community Services
www.communityservices.org

2. An Assessment of the Problem
“If we know all too much about our
leaders, we know far too little
about leadership.”
(Burns, 1978)

10. What is Leadership?
“Leadership is the reciprocal process of
mobilizing, by persons with certain motives
and values, various economic, political, and
other resources, in a context of competition
and conflict, in order to realize goals
independently or mutually held by both
leaders and followers”

11. Different Perspectives
“Managers are people who do things
right and leaders are people who do the
right things” (Bennies & Nanus, 1985)
“Leadership is measured by success and
effectiveness. A leader is successful
when the person he or she is trying to
influence demonstrates the desired
behavior” (Forbes, 1991)

12. Different Perspectives
“Successful leaders and managers must
use power – to influence others, to
monitor results, and to sanction
performance”
(Winter, 1991)
“Leaders influence people to do things
through the use of power and authority”
(Rost, 1991)

13. The Societal Model of Leadership
• Leadership can refer to a situation
where social status and wealth have
been enhanced.
• Leadership can refer to a situation
where one has been inspired to work
toward a great intangible good.
• Leadership can refer to a situation
where something superior in quality
has been experienced.

14. The Industrial Model of Leadership
• Who is different from the rest of us.
• Who sits atop a hierarchy.
• Who can control outcomes and help us win.
• Who gives us hope.
• Who employs some set of behaviors and influencing
motifs to entice us to pursue that vision.
• Who will take some action toward the resolution of
specific organizational or social problems.

15. Definitions of Leadership: 21st Century
“Leadership is an influence relationship
among leaders and followers who
intend real changes that reflect their
mutual purposes.”
(Burns)

16. A Definition of Leadership:
Influence
• The relationship is based on influence:
– The influence relationship is multidirectional.
– The influence behaviors are non-coercive.

17. Multidirectional Relationship
• Anyone can be a leader and/or a follower.
• Followers persuade leaders and other followers,
as do leaders.
• Leaders and followers may change places.
• There are many different relationships that can
make up the overall relationship that is leadership
– groups, dept., org., societal, global, race, gender,
ethnicity, family clubs….

18. Non-coercive Relationship
• The relationship is not based on authority,
power, or dictatorial actions but is based on
persuasive behaviors, thus allowing anyone
in the relationship to freely agree or disagree
and ultimately to drop into or out of the
relationship.

19. Myths and Realities Concerning
Organizational Change

20. Myth 1:
People act first in the best
interest of the organization.
Reality:
Most employees act in their own
best interests, not in that of the
organization.

21. Myth 2:
People want to understand the “what”
and the “why” of organizational
change.
Reality:
Most employees don’t care to
know – they simply want to know
what’s in it for them.

22. Myth 3:
People engage in change
because of the merits of change.
Reality:
Most employees engage in organizational
change to avoid unnecessary difficulties or
personal “pain” rather than to implement
change based on its merits.

23. Myth 4:
People embrace change when they
trust their leaders to do the right
think.
Reality:
Most employees view change with a great
deal of skepticism and cynicism, even
though they outwardly appear to be
supportive.

24. Myth 5:
Organizations are rationally
functioning system.
Reality:
Most organizations operate irrationally.

25. Myth 6:
Organizations are wired to
assimilate systemic change.
Reality:
Most organizations are designed to
protect the status quo.

26. Myth 7:
Organizations operate from a
value-driven orientation.
Reality:
Most organizations react to outside pressures
such as the need for greater revenue, market
share, or improved profitability rather than refer
to their guiding principles and values when
initiating change.

27. Myth 8:
Organizations can effect long-
term systemic change with short-
term leadership.
Reality:
Most organizations unfortunately
implement long-term change with short-
term leadership.

28. Leadership Development

29. Level of Leadership

30. Level of Leadership

31. CONTRIBUTOR – Task Oriented
• Enjoys providing the team
with good technical
information and data.
• You do your homework
• Push the team to set high
performance standard
• Use your resources wisely.
• Can be depended on to do
what is asked of you
• Push for unrealistic
performance standards
• Lose sight of the “big
picture”
• Lack patience with team
climate & process issues
• Become impatient with
other team members who
do not live up to your
standards
POSITIVE NEGATIVE

32. COLLABORATOR – Goal Oriented
• Help the team establish goals,
objectives, & action plans
• Pitch in to help out other
members who need help
• Are willing to work outside
your defined role to help the
team
• Work hard to achieve team
goals even if you don’t agree
with them
• Do not give attention to the basic
team tasks
• Fail to periodically revisit or
challenge the mission or goals
• Do not focus on the individual
needs of team members
• Complain about lack of progress
toward team goals
• Do not give sufficient attention to
the process by which goals are
reached
POSITIVE NEGATIVE

33. COMMUNICATOR – Process Oriented
• Help the team relax & have
fun by joking, laughing &
discussing personal interests
• Step in to resolve process
problems
• Listen attentively to all view
points
• Recognize & praise other
team members for their
efforts
• See team process & climate as
an end in itself
• Fail to challenge or contradict
other team members
• Do not recognize the
importance of task
accomplishment
• Overuse humor & other
process techniques
POSITIVE NEGATIVE

34. CHALLENGER – Question Oriented
• Are willing to disagree with
the team leader
• Candidly share your views
about the work of the team
• Challenge the team to take
well-considered risks
• Push the team to set high
ethical standards for their
work
• Are willing to back off when
your views are not accepted
• Do not know when to back off
• Push the team to unreasonable
risks
• Become rigid & inflexible
• Paint yourself into a corner
• Are too direct in
communicating with other
team members
POSITIVE NEGATIVE

35. Increasing Your Effectiveness
As a Team Player
• Affirm your strengths.
• Look for teams and organizations in which
your strengths are appreciated.
• Extend your capacity by incorporating more
of strengths of other styles.
• Develop your ability to analyze your team.
• Be aware of your tendency to become an
ineffective team player – to use your
strengths to excess.

36. Increasing Your Team’s Effectiveness
• Discuss
– How the team’s strengths have helped in
decision making, problem solving,
planning, and other areas.
– How the team’s weakness may have
reduced its effectiveness.
– A recent decision, problem, success, or
failure in light of the survey scores.

37. Level of Leadership

38. Level of Leadership

39. Level of Leadership

40. Layers of Leadership

41. Kolb’s Learning Style

42. A Definition of Leadership:
Relationship
• Leaders and followers are the people in
this relationship.
– The followers are active.
– There must be more than one follower, and
there is typically more than one leader in
the relationship.
– The relationship is inherently unequal
because the influence patterns are unequal.

43. A Definition of Leadership:
Change Makers
• Leaders and followers intend real changes.
– Intend means that the leaders and followers
purposefully desire certain changes.
– Real means that the changes the leaders and followers
intend must be substantive and transforming.
– Leaders and followers do not have to produce changes
in order for leadership to occur. They intend changes in
the present; the changes take place in the future if they
take place at all.
– Leaders and followers intend several changes at once.

44. A Definition of Leadership:
Mission
• Leaders and followers develop mutual
purposes.
– The mutuality of these purposes is forged in
the non-coercive influence relationship.
– Leaders and followers develop purposes,
not goals.
– The intend changes reflect, not realize, their
purposes.
– The mutual purposes become common
purposes.

45. Leadership in Organizations

46. Leaders Influence
• The interpretation of external events by members.
• The choice of objectives and strategies to pursue.
• The motivation of members to achieve the objectives.
• The mutual trust and cooperation of members.
• The organization of work activities.
• The development of member skills and confidence.
• The learning and sharing of new knowledge by members.
• The enlistment of support and cooperation from outsiders.

47. Characteristics of the Leader and
Followers
LEADER
• Traits: motives, personality
• Confidence and optimism
• Skills and expertise
• Behavior
• Integrity and ethics
• Influence tactics
• Attributions about followers
FOLLOWER
• Traits: needs, values, self-
concepts
• Confidence and optimism
• Skills and expertise
• Attributions about the leader
• Trust in the leader
• Task commitment and effort
• Satisfaction with leader and job

48. Functions of Management vs.
Leadership
MANAGEMENT
Planning/Budgeting
• Establish agendas
• Set time tables
• Allocate resources
Organizing/Staffing
• Provide Structure
• Make job placements
• Establish rules and procedures
Controlling/Problem Solving
• Develop incentives
• Generate creative solutions
• Take corrective action
LEADERSHIP
Establishing Direction
• Create a vision
• Clarify big picture
• Set strategies
Aligning People
• Communicate goals
• Seek commitment
• Build teams and coalitions
Motivating and Inspiring
• Inspire and energize
• Empower subordinates
• Satisfy unmet needs

49. Major Research Approaches
• Trait Approach
• Behavior Approach
• Power-Influence Approach
• Situational Approach
• Integrative Approach

50. Level of Conceptualization for
Leadership
• Intra-individual process
• Dyadic process
• Group process
• Organizational process

51. Four Primary Processes in Leadership
Exchanging
Information
Decision
Making
Influencing
Building
Relationships

52. Perspectives on Effective
Leadership Behavior
• Task Oriented
• Relations Oriented
• Change Oriented

53. Three-Factor Model
TaskOriented
Relations Oriented
Change Oriented

54. T
R
C
Three-Dimensional Model

55. Process of Mentoring
Self-
Awareness
Self-
Awareness
Visioning Implementing
Freeing Up Sustaining
Discovering
Purpose Being Purposeful
Realizing Purpose
Satisfying
Needs

56. Nature of Participative Leadership
• Autocratic Decision
• Consultation
• Joint Decision
• Delegation

57. Power Types
• Reward
• Coercive
• Legitimate
• Expert
• Referent

58. Guidelines for Using
Reward Power
• Offer the type of rewards that people desire.
• Offer rewards that are fair and ethical.
• Don’t promise more than you can deliver.
• Explain the criteria for giving rewards and
keep it simple.
• Provide rewards as promised if requirements
are met.
• Use rewards symbolically (not in a
manipulative way).

59. Guidelines for Using
Coercive Power to Maintain Discipline
• Explain rules and requirements and ensure
that people understand the serious
consequences of violations.
• Respond to infractions promptly and
consistently without showing any favoritism
to particular individuals.
• Investigate to get the facts before using
reprimands or punishment, and avoid
jumping to conclusions or making hasty
accusations.

60. Guidelines for Using
Legitimate Authority
• Make polite, clear requests.
• Explain the reasons for a request.
• Don’t exceed your scope of authority.
• Verify authority if necessary.
• Follow proper channels.
• Follow up to verify compliance.
• Insist on compliance if appropriate.

61. Guidelines for Using
Expert Power
• Explain the reasons for a request or proposal
and why it is important.
• Provide evidence that a proposal will be
successful.
• Don’t make rash, careless, or inconsistent
statements.
• Don’t exaggerate or misrepresent the facts.
• Listen seriously to the person’s concerns and
suggestions.
• Act confidently and decisively in a crisis.

62. Guidelines for Using
Referent Power
• Show acceptance and positive regard.
• Act supportive and helpful.
• Use sincere forms of ingratiation.
• Defend and back up people when
appropriate.
• Do unsolicited favors.
• Make self-sacrifices to show concern.
• Keep promises.

63. Leadership Traits and Skills

64. Three-Category Taxonomy of
Leadership Skills
• Technical Skills
• Interpersonal Skills
• Conceptual Skills

65. Technical Skills
• Knowledge about methods, processes,
procedures, and techniques for
conducting a specialized activity, and
the ability to use tools and equipment
relevant to that activity.

66. Interpersonal Skills
• Knowledge about human behavior and
interpersonal processes; ability to
understand the feelings, attitudes, and
motives of others from what they say
and do; ability to communicate clearly
and effectively; and ability to establish
effective and cooperative relationships.

67. Conceptual Skills
• General analytical ability; logical
thinking; proficiency in concept
formation and conceptualization of
complex and ambiguous relationships;
creativity in idea generation and
problem solving; and ability to analyze
events and perceive trends, anticipate
changes, and recognize opportunities
and potential problems.

68. Dyadic Role-Making
Theories and Fellowship

69. Dimensions of Dyadic
Leadership
Leader
Follower

70. Phases in Relationship Making
Roles
Influences
Exchanges
Interests
Scripted
One way
Low quality
Self
Tested
Mixed
TIME
Medium
Self/other
Negotiated
Reciprocal
Phase 2:
Acquaintance
Group
High quality
Phase 3:
Partner
Phase 1:
Stranger

71. Summary

72. Transformational Leadership

73. Personality Characteristics, Behaviors, and
Effects on Followers of Charismatic
Leadership
Personality
Characteristics
Behaviors Effects on Followers
Dominant
Desire to influence
Confident
Strong values
Sets strong role model
Shows competence
Articulates goals
Communicates high
expectations
Expresses confidence
Arouses motives
Trust in leader’s ideology
Belief similarity between
leader and follower
Unquestioning acceptance
Affection toward leader
Obedience
Identification with leader
Emotional involvement
Heightened goals
Increased confidence

74. Leadership Factors
Transformational
Leadership
Transactional
Leadership
Laissez-Faire
Leadership
Idealized Influence
Charisma
Inspirational
Motivation
Intellectual
Stimulation
Individualized
Consideration
Contingent Reward
Constructive
Transactions
Management-by-
Exception, Active and
Passive Corrective
Transactions
Laissez-faire
No transactional

75. Leadership Traits and Skills

76. The Different Views of Leadership
Trait
Leader
– Height
– Intelligence
– Extroversion
– Fluency
– Other traits
Followers
Process
Leader
(Interaction)
Followers
Leadership
Leadership

77. Studies of Leadership Traits and
Characteristics
Stodgily
(1948)
Intelligence
Alertness
Insight
Responsibility
Initiative
Persistence
Self-Confidence
Sociability
Mann
(1959)
Intelligence
Masculinity
Adjustment
Dominance
Extroversion
Conservatism
Stodgily
(1974)
Achievement
Persistence
Insight
Initiative
Self-confidence
Responsibility
Cooperativeness
Tolerance
Influence
Sociability
Kirkpatrick and
Locke (1991)
Drive
Motivation
Integrity
Confidence
Cognitive ability
Task knowledge

78. Management Skills Necessary at
Various Levels of an Organization
SKILLS NEEDED
HUMAN CONCEPTUAL
TECHNICAL
TECHNICAL
HUMAN
CONCEPTUAL
TECHNICAL HUMAN
CONCEPTUAL
TOP
Management
MIDDLE
Management
SUPERVISORY
Management

79. Three Components of the Skill Model
General Cognitive
Crystallized Cognitive
Motivation
Personality
Problem-Solving
Social Judgment
Knowledge
Effective
Problem Solving
&
Performance
INDIVIDUAL
ATTRIBUTES
COMPTETENCIES LEADERSHIP
OUTCOMES

80. Three Components of the Skill Model
General Cognitive
Crystallized Cognitive
Motivation
Personality
Problem-Solving
Social Judgment
Knowledge
Effective
Problem Solving
&
Performance
INDIVIDUAL
ATTRIBUTES
COMPTETENCIES LEADERSHIP
OUTCOMES
Career Experiences
Environmental Influences

81. The Leadership Grid
Country Club
Management Team Management
Middle-of-the-Road
Management
Impoverished
Management
Authority-Compliance
Management
Concern for
People
Concern for Results
LOW
High
High
1
5
10
5
5 10

82. The Four Situational Leadership Styles
Supportive
Behavior
Directive Behavior
LOW
HIGH
HIGH
DELEGATING
SUPPORTING COACHING
DIRECTING

83. Organizational Change
Transformation of Strategic HRD
Strategic HRD
Leadership
Principles of
Strategic HRD
Organizational
Change
Organizational
Performance
Organizational
Learning
Analysis Design
Evaluation

84. 21st Century Major Leadership Traits:
• Intelligence
• Self-Confidence
• Determination
• Integrity
• Sociability

85. Reference
• Understanding and Changing Your
Management Style by Robert Benfari – Jossey
Bass
• Mentoring Leaders by Carson Pue – Baker
Books
• Reframing Organizations by Lee Bolman –
Jossey Bass
• Flexible Leadership by Gary Yukl – Jossey
Bass
• The Essential Drucker by Peter Drucker –
Harper Business

86. Leadership Theory and Practice
Sung Kwon
Adventist Community Services
www.communityservices.org
Sung.Kwon@nad.adventist.org