outline
Types of Leadership
•Participative Leadership
• Situational Leadership
• Contingency -Based Leadership
• Transformational Leadership
A Personal Inventory
• A Personal Inventory
• Creating an Action Plan
3.
Outline
Inspiring a SharedVision
• Determine your Way
• Being an Inspirational Role Model
• Influencing Others Perspectives
• Choosing your Vision
• Communicating your Vision
• Identifying the Benefit for Others
4.
Outline
Challenging the Process
•Developing your Inner Innovator
• Seeing Room for Improvement
• Lobbying for Change
Enabling Others to Act
• Encouraging Growth in Others
• Celebrating Accomplishments
• Making Celebration Part of your Culture
Encouraging the Heart
• Sharing Rewards
• Celebrating Accomplishments
• Making Celebration Part of your Culture
5.
Outline
Influencing Skills
• TheArt of Persuasion
• The Principles of Influence
• Creating an Impact
Setting Goals
• Setting SMART Goals
• Creating a Long-Term Plan
• Creating a Support System
• Dealing with Questions
6.
• What isleadership?
• Identify the traits and skills of an effective leader
• Key leadership theories
• Leadership Styles
• Examine the role, duties and responsibilities of a
Team Leader in the workplace
• Understand the limits of authority in a Team Leader
role
• Develop a plan to develop your own leadership
potential
Learning Objectives
7.
Understanding Leadership
• Whatis leadership?
• Why is leadership important
• Why do we need leaders?
• Leaders – Born or Bred?
What Is Leadership
?
"Leadershipis 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."
Prof. Warren Bennis
10.
Group Exercise
• Discussexamples you have come across of strong
and weak leadership.
• You can use examples from employment, academic
studies or participation in sports clubs and societies
(keep anonymous).
11.
Early Theories:
Great ManTheories
• Leaders are exceptional people, born with innate qualities,
destined to lead
Trait Theories
• Research on traits or qualities associated with leadership are
numerous.
• Traits are hard to measure. For example, how do we measure
honesty or integrity?
Leadership Theories
12.
Group Exercise: LeadershipTraits
Choose leaders YOU admire
What personality traits and skills do they have?
13.
Traits
• Adaptable tosituations
• Alert to social environment
• Ambitious and achievement orientated
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (desire to influence others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organised (administrative ability)
• Persuasive
• Socially skilled
Leadership Traits and Skills
Leaders will also use:
Integrity, Honesty, Compassion,
Humility
14.
Functional Theories
(John Adair,Action Centred Leadership, 1970)
Leader is concerned with the interaction of 3 areas:
• Task – goal setting, methods and process
• Team – effective interaction/communication, clarify roles,
team morale
• Individual – attention to behaviour, feelings, coaching, CPD
Leadership Theory
15.
Leadership Theory
Behaviourist Theories(Blake and Mouton, Managerial grid, 1964)
• Leaders behaviour and actions, rather than their traits and skills
e.g. production orientated or people orientated
• Different leadership behaviours categorised as ‘leadership styles’
e.g. autocratic, persuasive, consultative, democratic
• Doesn’t provide guide to effective leadership in different
situations
16.
Situational/contingency Leadership (Hersey-Blanchard,1970/80)
Leadership style changes according to the 'situation‘ and in response to the
individuals being managed – their competency and motivation
Leadership Theory
Competency Low competence Some
competence
High competence High competence
Motivation
Low
commitment/
Unable and
unwilling or
insecure
Variable
commitment/
Unable but
willing or
motivated
Variable
commitment/
Able but
unwilling or
insecure
High
commitment/
Able and willing
or motivated
Leadership style DIRECTIVE
(Telling)
COACHING
(Selling)
SUPPORTIVE
(Participating)
DELEGATORY
(Observing)
17.
Transformational Theory (Bassand Avolio, 1994)
• Leaders inspire individuals, develop trust, and encourage
creativity and personal growth.
• Individuals develop a sense of purpose to benefit the
group, organisation or society.
• This goes beyond their own self-interests and an exchange
of rewards or recognition for effort or loyalty.
New Leadership Theory
18.
Ethical Leadership
• CSR,sustainability, equality, humanitarianism
• Four P’s - Purpose, People, Planet, Probity
Alan Chapman, 2006
Leadership Philosophies
Autocratic (Authoritarian)
• Managerretains power (classical approach)
• Manager is decision-making authority
• Manager does not consult employees for input
• Subordinates expected to obey orders without
explanations
• Motivation provided through structured rewards
and punishments
21.
When to useAutocratic Style
?
• New untrained employees
• Employees do not respond to any other leadership
style
• High-volume production needs
• Limited time for decision making
• Manager’s power is challenged by an employee
• Employees are motivated
Bureaucratic
• Manager manages“by the book¨
• Everything must be done according to
procedure or policy
• If it isn’t covered by the book, the manager
refers to the next level above him or her
• Police officer more than leader
24.
When to useBureaucratic Style
?
• Performing routine tasks
• Need for standards/procedures
• Use of dangerous or delicate equipment
• Safety or security training being conducted
• Tasks that require handling cash
Democratic
• Often referredto as participative style
• Keeps employees informed
• Shares decision making and problem solving
responsibilities
• “Coach” who has the final say, but…
• Gathers information from staff members before
making decisions
27.
Democratic
• Help employeesevaluate their own performance
• Allows employees to establish goals
• Encourages employees to grow on the job and be
promoted
• Recognizes and encourages achievement
• Can produce high quality and high quantity work
for long periods of time
28.
When to useDemocratic Style
?
• To keep employees informed
• To encourage employees to share in decision-making
and problem-solving
• To provide opportunities for employees to develop a
high sense of personal growth and job satisfaction
• Complex problems that require a lots of input
• To encourage team building and participation.
The ear ofthe leader
must ring with the
voices of the people.
Woodrow Wilson
31.
Coercive
• Power froma person’s authority to punish
• Most obvious types of power a leader has.
• Good leaders use coercive power only as a last resort:
In today’s sophisticated and complex workplace,
excessive use of coercive power unleashes
unpredictable and destabilizing forces which can
ultimately undermine the leader using it.
32.
When to useCoercive Style
?
• To meet very short term goals.
• When left with no other choice.
• In times of crisis.
Transactional
• Motivate followersby appealing to their own self-interest.
• Motivate by the exchange process.
– EX: business owners exchange status and wages for the
work effort of the employee.
• Focuses on the accomplishment of tasks & good worker
relationships in exchange for desirable rewards.
• Encourage leader to adapt their style and behavior to meet
expectations of followers.
35.
When to useTransactional Style
?
• Leader wants to be in control.
• When there are approaching deadlines that must be met.
• Relationship is short term.
36.
A Result ofthe Leadership
We Knew...
“We made workers into
robots; we made them
into machines…
37.
...Now, we wantthem to become
a different kind of person: to
come up with new ideas.”
Jack Smith, CEO, General Motors
38.
Transformational
• Charismatic andvisionary
• Inspire followers to transcend their self-interest for the
organization
• Appeal to followers' ideals and values
• Inspire followers to think about problems in new or
different ways
• Common strategies used to influence followers include
vision and framing
Research indicates that transformational leadership is more strongly correlated with lower
turnover rates, higher productivity, and higher employee satisfaction.
39.
Transformational
• Instils feelingsof confidence, admiration and
commitment .
• Stimulates followers intellectually, arousing them
to develop new ways to think about problems.
• Uses contingent rewards to positively reinforce
desirable performances.
• Flexible and innovative.
40.
• When leaderswant members to be an active part
of the organization and have ownership to it
• When leaders are building a sense of purpose
• When the organization has a long term plan
• When people need to be motivated
When to use Transformational Style
?
Laissez-Faire
• Also knownas the “hands-off¨ style
• Little or no direction
• Gives followers as much freedom as possible
• All authority or power is given to the
followers
• Followers must determine goals, make
decisions, and resolve problems on their own.
43.
When to useLaissez-Faire
Employees are highly skilled, experienced, and
educated
Employees have pride in their work and the drive
to do it successfully on their own
Outside experts, such as staff specialists or
consultants are being used
Employees are trustworthy and experienced
44.
Group Exercise
Examine anddiscuss the Team Leader
Job descriptions
• What are the key responsibilities of the team
leader role?
45.
1. Guide/coordinate teammembers – encourage
teamwork and motivate individuals
2. Provide structure for team – set mission and purpose,
clarify roles and responsibilities, allocate tasks and set
objectives
3. Clarify working methods, practises and protocol
4. Focus on performance – anticipate challenges, monitor
performance, delegate and provide CPD support
Key Team Leader Responsibilities
• Accountability thestate of being accountable, liable, or answerable
• Responsibility (for objects, tasks or people) can be delegated but
accountability can not – buck stops with you!
• A good leader accepts ultimate responsibility:
– will give credit to others when delegated responsibilities succeed
– will accept blame when delegated responsibilities fail
• Accountability can not operate fairly without the leader being given
full authority for the responsibilities concerned
• Authority is the power to influence or command thought, opinion or
behaviour
• Cross-functional team – less authority - more difficult to manage
Accountability, Responsibility, and Authority
48.
Group Exercise
When haveyou experienced an issue as a leader that
you did not have the authority to resolve?
How did you know you did not have the authority?
Who did you refer to for help?
Use examples from your own current experience –
work, volunteer, club /society
49.
Team Leader authoritywill vary from role to role dependent on
the scope of duties and organisational structure
A Team Leader may refer to line management or other
authorities for the following:
• HR (staff recruitment and training, performance and discipline,
racism or bullying)
• Policy and procedures (Health and Safety, changes to working
practises)
• Budget & resources (allocation and management)
• Organisational objectives (strategy, targets)
• Managing change (department restructure, office move)
• Line management (support and advice, own CPD)
Team Leader Authority
50.
How to Improveyour Leadership Skills
• Reflect and identify the skills YOU need to lead effectively and
create your action plan to develop them
• Ask for feedback from work colleagues, line managers, tutors,
your ‘followers’
• Practise! Take on responsibility (work, volunteering, clubs &
Societies) and reflect on your performance
• Find a mentor – learn from positive leadership role-models
• Attend further leadership and management training
• Use the resources on Exeter Leaders Award ELE pages
51.
Review your performanceas a Leader
Individual Exercise:
1. Assess yourself as a Leader
• Conduct a SWOT analysis - Strengths, Weaknesses, Opportunities,
Threats
(Use the Results of Leadership Questionnaire you have been
completed prior to attending the session)
2. Develop an Action Plan to improve as a leader
• List 2 actions you will undertake to address Weaknesses or capitalise on
Opportunities identified
• Apply SMART targets to your actions – Specific,
Measurable, Achievable, Realistic, Time-bound
53.
Learning Objectives
• DifferenceBetween Leadership, Management &
Coaching.
• What is Coaching ?
• Why Coaching ?
• Barriers to Successful Coaching .
• Growth Model ( How ) to Achieve Successful Coaching.
54.
Leadership, Management &Coaching
As a division leader, as well as in the workplace, there
are three skill areas that you will need to use to
assist individuals achieve their goals and benefit the
organization:
• Leadership
• Management
• Coaching
What is Leadership
?
Leadershipis the element in your role that is
concerned with the FUTURE
• Strategic planning
• Succession planning
• Vision
• Values
57.
What is Management
?
Managementis the part of your role that deals
with current operations
• Finances
• Tactics
• Standards
• Rules and legal obligations
58.
What is Coaching
?
Coachingis a process of helping another
individual realize their inner potential,
delivering fulfillment to both the individual and
the related organization.
• Motivation
• Excellence
• Achievement
• Intrinsic learning
• Intense satisfaction
59.
“Coaching is theart of facilitating the
performance, learning and
development of another”
Myles Downey
Effective Coaching
60.
Coaching is ..Achieving goals (Why)
Where are
you today?
Where are
you going?
Desired
State
Existing
State
Cultural
State
Political
State
Internal
State
Technical
State
How will you
get there?
61.
Coaching is…
• Essentiallya conversation
• Effective listening
• Asking the right questions
• Providing effective feedback
62.
Coaching is NOT
…
•Leading
• Managing
• Instruction
• Mandating
• Disciplinary
• Giving advice
• Offering opinions
63.
A Coach DoesNot Need
…
• To be right
• To be the expert
• To know the “right” answer
• To be in control
• To “fix” it
• To heal it or make it better
64.
A Coach Needs
…
Toremove any “interference” an
individual might be experiencing in
order to realize that individual’s own
extraordinary innate abilities…
65.
What is Interference
?
Interferenceis anything that distracts the
individual from being successful:
• Fear
• Lack of concentration
• Anger
• Boredom
• Trying too hard
• Lack of self-confidence
• Ego
66.
- Indicators ofa Useful Coaching
Conversation--
A – Actions
C – Clarity
E – Energy
67.
Doubt
Doubt is avery contagious form of
interference.
To a team, it can be paralyzing & can
quickly evolve into panic.
But potential is contagious too!
68.
The GROWTH coachingsystem is…
G
R
O
W
T
H
Results
Goals What do you need to achieve?
Reality What is happening now?
Options What could you do?
Will What will you do?
Tactics How and when will you do it?
Habits How will you sustain success?
Relationships Building the trust
Celebrating the results
69.
GOALS
• Establish thedesired outcome of the conversation.
• Identify and agree to a number of achievable
outcomes within the session.
70.
REALITY
• Get anaccurate picture of the problem.
• Discuss and become more aware of all aspects of
the topic.
• The goal for the coach is simply to
UNDERSTAND
(not to fix it, offer guidance, advice or conclusions!).
71.
OPTIONS
• Draw outa list of possibilities that address the
goals.
• Encourage the person to think. Do not think
for them.
• Do not judge or evaluate the options.
• Like a brainstorming session.
72.
WILL / WRAPUP
• Have the person being coached
select the most appropriate option.
• Agree to the next steps.
• Check commitment.
73.
When to Coach
•Performance Reviews
• Team setting
(to generate buy-in for all team members).
• Individually
• In conjunction with set tasks
74.
When Not toCoach
• When your task is to manage or lead, not
coach.
• When the person is not willing to be
coached.
75.
Coaching is SuccessfulWhen
…
• There are both action and awareness:
– Clear goals have been set
– Understanding is achieved
• “Interference” is gone
• There is a balance between the skill level &
the desired outcome
76.
A Coach issuccessful when
…
The individual or team coaching is
successful at attaining a higher level of
performance.
It is not the coach who “wins”.
77.
Elements of SuccessfulTeams
Top three elements of successful teams:
• Who: know them enough that you can trust them
and know their goals.
• What: know the team’s goals and what success
would look like if achieved.
• How: agreed on processes (strategy,
communication, ground rules).
78.
Reducing Interference
• Createa common vision
• Agree on a process (strategy, communications,
ground rules)
• Disclosure of personal goals (builds trust)
• Identification of internal and external
obstacles
• Recognize and discuss conflict
79.
Last Word
The onlyway to become an expert at
coaching is to do it.
Case Study
Editor's Notes
#8 Often researchers and practitioners do not distinguish between leadership and management. However, there are some key differences and understanding these differences can be helpful for organization improvement.
Leadership is the ability to influence a group toward the achievement of goals. A leader does not have to be someone who holds a formal position or title. They can emerge from a group and provide vision and motivation to those around them.
Management deals with the complexity of the organization and works with planning, organizing, leading and controlling to bring about order and consistency in the organization.
Even though the two roles have different areas of focus, both are necessary for organizational success.
#19 As the study of Leadership has gone through various paradigm shifts from a historical viewpoint, the study and perspectives of Leadership styles have evolved as well. The first historical style that is often referenced is Charismatic. This was most likely used because of a lack of true understanding of leadership styles. Since then, leadership has evolved to describe many, many types.
These are the seven most referenced leadership styles. The first six listed are active type styles while the seventh (Laissez-Faire) is more of an inactive type. It is also important to consider when and how the styles were studies to understand how they evolved and based on what beliefs and assumptions.
The study of leadership is almost as old as mankind, but only in the past couple of centuries has the study of leadership styles, traits, and behaviors really been studies, documented, and theorized.
In 1939, Kurt Lewin, a renowned social scientist identified three different styles of leadership, including Authoritarian, Democratic and Laissez-Faire. His results indicated that the democratic style is superior to the other two styles. (click mouse for the three styles to be highlighted.)
Daniel Goleman is also notorious for his article, “Leadership that Gets Results,” where he targets six leadership styles, including Authoritative, Democratic, and Coercive. (click mouse)
Probably most recently, there has been a significant emphasis placed on examining the differences between Transactional and Transformational Leadership ideas. (click mouse)
What is interesting and important to know about leadership is that paradigms continue to shift. As society changes, leadership changes, so naturally the study and theories about leadership change as well. Fifty years from now, it is likely that new leadership styles will have evolved, or society might possible return to adopting old ideas and leadership styles. Go to any bookstore and you will find numerous attempts of scholars and writers trying to capture the “essence” and “answers” to the intriguing field that has yet to be and probably never will be “nailed-down.”
The following slides will attempt to capture the ideas of each of these seven recognizable leadership styles.
#20 Autocratic Leadership is often considered the “classical approach,” but this leadership style has been greatly criticized during the past 30 years. Often referred to as the Authoritative Style, or Directive Style, it relies heavily on old ideas and beliefs. Put simply, the style communications….”the leaders is the boss.”
Often, people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abuse of power. Those ideas are not the authoritative style, but the structure and limited follower participation leaves one not to be surprised by those accusations. The main ideas that circulate around Autocratic Leadership are:
It uses the classical approach where the manager retains as much power and decision-making authority as possible.
The manager does not consult employees, nor are they allowed to give any input. There is a one-way flow of communication.
Subordinates are generally expected to obey orders without any explanations.
The motivational environment is produced by creating a structured set of rewards and punishments.
Notice that the description of Autocratic Leaders use the term, managers. Autocratic Leadership fits nicely in to the ideas of management where it is expected that subordinate obedience results from orders and expectations set by the leader. On the flip-side, the term subordinate is used—showing that the relationship between leaders and followers is strictly business.
Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. Certainly Gen X employees have proven to be highly resistant to this management style.
These studies say that autocratic leaders:
--Rely on threats and punishment to influence employees
--Do not trust employees
--Do not allow for employee input
Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use.
#21 In reality, the Autocratic style should normally only be used on rare occasions. Having said that, there are always situations where a quick and confident decision is needed. In other situations, there may be factors such as the follower’s development level, knowledge level, and skill level that leave leaders with few other choices than to use the style.
The autocratic leadership style should NOT be used when:
--Employees become tense, fearful, or resentful
--Employees expect to have their opinions heard
--Employees begin depending on their manager to make all their decisions
--There is low employee morale, high turnover and absenteeism and work stoppage
Lets look at some examples of where Autocratic Leadership might be used…
#22 Can you think of some Autocratic Leaders?
Schools
Parents
Where are some places/organizations where we might need Autocratic Leaders?
Many military leaders are considered Autocratic Leaders.
Why would it be advantageous to use an Autocratic Style in the military?
Prison systems almost have to use an autocratic style, along with other places where it is too risky to leave anything questionable and unanswered.
Factories often require high volume production on a daily basis—we often see autocratic leadership styles used to increase efficiency
#23 You want your organization to keep their “nose out of trouble?”....find a Bureaucratic Leader!
Bureaucratic leadership is where the manager manages “by the book.” Everything must fall according to procedure or policy. I it is not covered by the book, the manager refers to the next level above him or her.
When considering leadership traits, Integrity is often listed as one of the most valuable traits a leader could possess. Bureaucratic leaders demonstrate the meaning of integrity beautifully. When do we need leaders with an abundance of integrity and when do we want Bureaucratic Leaders?....
#24 The bureaucratic style is most effective when there is a need to be concerned about procedure, safety, and specific, technical tasks.
This style is ineffective when:
--Work habits form that are hard to break, especially if they are no longer useful.
--Employees lose their interest in their jobs and in their fellow workers.
--Employees do only what is expected of them and no more.
#25 Can you think of some Bureaucratic Leaders?
Police were already mentioned
Administrative positions
Where are some places/organizations where we might need Bureaucratic Leaders?
Law enforcement absolutely needs bureaucratic leaders. In their professions, law enforcers do not have room to “wiggle their toes,” and they must be sure to dot their I’s and cross their T’s.
It is important to consider how important it is for organizations that are funded by state tax dollars to have some bureaucratic leaders to monitor and lead others to be efficient and effective.
Anytime there is an exchange of money, or someone is required to manage money, we hope to have bureaucratic leaders, or people with bureaucratic skills in those positions.
On a side note, what kind of connections might there be between bureaucratic leadership and stress management?!
#26 Like the other styles, the democratic style is not always appropriate, but it has many valuable benefits.
It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems.
Because a democratic leader welcomes team input and facilitates group discussion, it is often referred to as a participative leadership style
Democratic leaders are constantly keeping employees informed about matters that affect them. They are consistently sharing plans with the group and offering multiple options for group consideration.
Even though the Democratic leader still makes the final decision, they use a coaching style to encourage followers to take part in influencing and guiding decision making process. Generally before making a final decision, the leader will consult followers and gather information from them.
There are so many great qualities about the democratic leadership style…that the list goes on…
#27 One of the interesting ideas about Democratic Leadership is the use of a “coach” style of leadership. Not only is the leader concerned about being effective and efficient, but they are also concerned about the development of their followers through the tasks.
Democratic leaders commonly works with followers to help them set goals, not only for their organization, but personal achievement goals as well.
Democratic leaders encourage growth in employees/followers by encouraging them to work freely with each other and leave division of tasks to the group—allowing more sharing and collaboration among followers or group members.
In order to continuously encourage growth, democratic leaders make it a point to praise and offer constructive criticism. In addition, they will join in group activities without over-participating.
Let’s begin thinking about when we might value a democratic leadership style….
#28 A democratic leadership style allows for multiple viewpoints, inputs, and participation, while still maintaining control and the leadership role. A quality democratic leader will recognize each member’s strengths and effectively encourage the best from each member. It is important for the leader to be able to recognize those strengths and focus on the needs of the group’s members.
On the other hand, it is sometimes a challenge for democratic leaders to recognize that not all tasks need to be handled by the group, and that sometimes the leader should appropriately address some issues along.
Democratic leadership should not be used when:
--There is not enough time to get everyone’s input.
--It’s easier and more cost-effective for the manager to make the decision.
--The business can’t afford mistakes.
--The manager feels threatened by this type of leadership.
--Employee safety is a critical concern.
#29 Obviously, our country was founded out of democratic ideas. Our government acts as a democracy that encourages involvement and allows every American to actively participate and voice their concerns, if they choose to do so.
Does this mean that all of our political leaders are democratic leaders?
A democratic leadership style is also commonly used in situation where the leader needs too and wants to encourage team building. There is no better way to encourage true team collaboration than allowing the members to be actively involved in a group processes and decisions.
#31 The coercive leadership style, focuses on the use, and possibly abuse of power. While coercive power can produce results in the short term, it relies on intimidation to do so and will backfire badly if used as the sole base for exerting influence.
At first glance, most people incorrectly assume that a leader can only be effective if he or she has access to the formal “levers of power”: Legitimate Power, which comes from the position a person holds; Reward Power, which comes from his or her ability to give rewards; Information Power, which comes from exclusive access to information; and Coercive Power.
The best leaders rely on more subtle forms of power:
Expert Power: Where followers do what they’re asked because they respect the leader’s knowledge and expertise and, because of such, trust him or her to give the best guidance; and
Referent Power: Where followers admire and seek to emulate the leader, and want to receive his or her approval.
Good leaders use coercive power only as a last resort because coercion reduces employees’ satisfaction with their jobs, leading to lack of commitment and general employee withdrawal.
Think about how you feel when you get “coerced” into doing something. How would you like to be led that way?...
#32 Obviously, by the shortness of the list on this slide, coercive leadership is not highly desirable, nor is it commonly used. However, there are still times when a coercive style could be valuable…
In times of economic crisis or threats to the survival of the organization at large, coercion may come to the forefront. Coercive power may also materialize as organizations attempt to streamline their operations for efficiency. In those types of situations, it employees must be fired, those who fail to conform to the organizational goals for survival will be most likely candidates for termination.
The threat of termination for failure to comply, in turn, is coercive power.
Where might we see coercive power used today?.....
#33 Coercive leaders are not nearly as recognizable as others, probably because it is not the most highly desirable leadership style to exemplify.
The first illustration represents chaos and crisis. We know that there have been many instances where crisis has occurred. For example, think about the New Orleans situation when Hurricane Katrina hit last summer. Considering the state of emergency those Americans were in, do you think it was valuable to have coercive leaders present?
Although Donald Trump may not be a coercive leader, the phrase he is most famous for demonstrates the ideas of a coercive leader, “You’re Fired!” Unfortunately, there are times when the need to take action arise—in those times, we may need coercive leadership styles present to get it done.
#34 Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior.
1. Contingent Reward – To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.
2. Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.
3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.
4. Laissez-Faire Leadership – The leader is indifferent and has a “hands-off” approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.
Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, “if the only tool in your workbox is a hammer…you will perceive every problem as a nail”. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the “bottom line” and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the worker’s need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment permeated by position, power, perks and politics. The most effective and beneficial leadership behavior to achieve long-term success and improved performance is transformational leadership.
#35 “If I do this for you…what can you do for me?”
Music to your ears? Probably not!, but it is something you might hear from a Transactional Leader!
So, when would we want to hear those words?
Most of the consideration of when the style would be used is based on the leader themselves. Since the transactional leader views the leader-follower relationship as a process of exchange, they would choose to use it in situations where relationships are of little importance and are short-lived.
You might be noticing a trend among some of the leadership styles by now. The Transactional leadership style closely parallels some of the ideas, pertaining to relationships, as the autocratic, bureaucratic, and coercive styles.
Let’s look now at the other style, often studied in conjunction with Transactional Leaders…Transformational…
#36 This quote illustrates the ideas of transactional leadership and the effects it has on individuals and organizations…
#37 How interesting! With new expectations, new demands, and new paradigms in leadership, the next leadership style offers a lot to the current and maybe futuristic views of leadership studies….
#38 Transformational leadership is about hearts and minds, about empowering people not controlling them.
4 theories of Transformational Leadership included:
Management by Command — Unsophisticated management in which subordinates are told what to do and have little say in what and when.
Management by Objectives — Process management in which subordinates are given goals and decide how to achieve them.
Management by Communication — Sophisticated organizations in which skilled subordinates deduce their own goals by learning about the needs of the organization.
4. Management by Vision — In which management is about inspiring people to achieve what only they know they can achieve by concentrating on what is possible.
Transformational leaders are more visionary and inspirational in approach. They tend to communicate a clear and acceptable vision and goals, with which employees can identify and tend to engender intense emotion in their followers. Rather than exchanging rewards for performance, transformational leaders attempt to build ownership on the part of group members, by involving the group in the decision process. When transformational leaders are successful, they are able to move followers from external to internal control.
#39 While it is important to have leaders with the appropriate orientation defining tasks and managing interrelationships, it is even more important to have leaders who can bring organizations into futures they have not yet imagined. Transformational leadership is the essence of creating and sustaining competitive advantage.
#40 Today, the phrase, “the only constant is change,” seems truer and truer. Change is inevitable, therefore, we should seek leadership and use leadership styles that embrace change.
Changing organizations to be motivational when members are resistant, to be purposeful when members are not directed, and to be visionary for long term goals. Transformational leadership can be one of the best resources for organizational change.
Because it lends itself to successful change, the latest paradigm shift has directed scholars toward focusing on transformational leadership more than they ever have.
#42 A successful laissez-faire leader is often popular, even charismatic, and inspires people rather than directs them. They believe people know what to do and will do it without too much direction.
The laissez-faire leadership style is also know as the “hands-off” style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. The authority of power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.
#43
This is an effective style to use when:
--Employees are highly skilled, experienced, and educated.
--Employees have pride in their work and the drive to do it successfully on their own.
--Outside experts, such as staff specialists or consultants are being used
--Employees are trustworthy and experienced.
This style should not be used when:
--It makes employees feel insecure at the unavailability of a manager.
--The manager cannot provide regular feedback to let employees know how well they are doing.
--Managers are unable to thank employees for their good work.
--The manager doesn’t understand his or her responsibilities and is hoping the employees can cover for him or her.
Some risks are involved with Laissez-Faire Leadership. Followers may like them, but some people find events around them confusing and chaotic. They also may feel that the leader does not respect their time and energy. Most importantly, they may not see where their contribution fits and slowly become less committed and enthusiastic.
#56 As chapter leaders, your role as leaders include the chapter strategic plan, succession planning and keeping your volunteers and fellow leaders mindful of the vision, mission and values of the organization.
Values: Member centric; flawless execution; forge powerful partnerships
Vision: MPI will be the pivotal force in positioning meetings and events as a key strategic component of an organization's success.
Mission: Meeting Professionals International is the leading global association that defines and shapes the meetings and events profession
#57 Your management role as chapter leaders is ensuring that you are accomplishing the tactics set out in your strategic plans, that you have created a budget and are tracking expenses and revenues; that you are complying with the minimum expectations of MPI HQ; that you are legally compliant with your bylaws and with any government regulations above and beyond those bylaws (such as having a Privacy Policy).
#58 Coaching is the part of your role that is probably the least understood. It can overlap with your leadership function perhaps particularly in the area of succession planning. In being an effective coach to certain volunteers, you will likely increase their success, and encourage their continued involvement in the organization.
#61 Note: It helps people to learn abut themselves & about ways to do their job better, rather than teaching them or telling them
#63 You don’t have to know a lot about the topic you are coaching. Think of many sporting coaches. Coaches are effective because they leverage the individuals own knowledge, talents and expertise, not their own. This is not about instructions or advice.
#65 Coaching tries to take an individual from “Self 1”, which is the part of the individual that has a lot of interference and gives itself instructions, to “Self 2”, the one who performs the action.
The author describes “Self 1” as: the voices of our parents or those in authority. Self one seeks to control Self 2 and does not trust it. Self one is fearful, doubtful, distrustful and tense.
“Self 2” is described as the whole human being with all its potential including an amazing capacity to learn. It is relaxed, trustful and has a high degree of focus.
#67 Teams are very capable of “self coaching”. This can be negative, in terms of escalating doubt, or “group think”, when people tend not to disagree with one another in order to maintain the status quo and not create “waves”. . But it can be positive too.
#68 T-Grow
Topic
Goal
Reality
Options
Wrap up Will
#69 This has a huge impact on the outcome of the coaching session. You are trying to establish the outcome of the conversation, or what the expectation is of what will be achieved during the session. This is typically an action step, a plan, or simply a greater understanding of the problem. You wouldn’t, for example, be able to assist them to achieve the signing of a million dollar contract within the confines of the conversation, but you could help them set an action plan to achieve it.
#70 To understand, be curious! Ask questions. Listen! The purpose of listening is to understand, which generates understanding and awareness in the person being coached.
It is important that you do not try to solve the problem for them. This is what you will instinctively want to try and do! Instead, follow the interest of the person being coached. Ask questions such as:
What is that?
What is the purpose?
What is your intent?
Who said that, to whom?
Who else is involved?
Who are your team members?
Where are you stuck?
When exactly are you doing this?
How do you do that?
How much?
Don’t be afraid of silence. This might mean that the person is thinking. Paraphrase and summarize to ensure that your understanding is complete.
#71 By “draw out”, do not add to the list yourself. Ask questions to aid the person in becoming more aware of possibilities. It is useful to be able to group, paraphrase or summarize some of the things that were said in response to the questions you were asking earlier ( a recap). Some questions might be:
You mentioned a, b, and c. What option is the most interesting?
Do not use the word “important”. “Important” is a ranking with emotional attachments.
#72 Options generated in the previous step are evaluated and judged. Again, you are there not to offer advice or solutions. Get them to recap what they have agreed to and set measurements against that. If YOU recap, they may not have the understanding or buy-in to what you have been discussing.
For example:
Could you please tell me exactly the plan you have told me you will do?
Do you need any other resources to help you achieve that?
#73 This can also be an informal process. You can use this technique in the hallway with colleagues, with your children (probably easier with someone else’s children!) , with your spouse. You can also (with permission) coach “up”, that is, to persons who have management authority over you.
Coaching is complementary to management and leadership. For example, as part of your management role you will need to ensure that volunteers accomplish their objectives. While helping them set those goals is a management function, the “HOW’ of how they are going to achieve them is a coaching function.
#74 In order for coaching to be successful, the other person needs to be accepting of the process. If they are not, there is no buy in and this is the ultimate interference.
#75 When the interference is removed and the person begins to link their thought and action, is sometimes called being in “the zone” or “flow”. The person is able, almost intuitively, to know exactly what to do next.
#76 Coaching is not a role for anyone expecting a high level of recognition or accolades. Coaches are only successful if those that they are coaching are successful…in that way, it is like living vicariously through someone else’s actions.
#78 This is the role of teambuilding and strategic planning exercises within the chapter. It has the effect of both reducing interference and giving focus to the team. It helps everyone become more familiar and comfortable with the “Who”, “What” and “How” elements.
