THE LEADERSHIP
Models and organizational
implications
by Andrea Martone
What is leadership?
Is it real?
Is it innate?
Is it contagious?
How can you recognize it if you meet?
Are there different types?
How can it develop?
Can it degenerate?
How much leadership do you need ?
Can you learn it?
Where?


THE LEADERSHIP ASSUMES IMPORTANCE
BECAUSE IT CONTRIBUTES TO THE SUCCESS
OF THE PROJECT TEAM
THE FINAL GOAL IS TO HAVE A WORK-FORCE
HIGHLY
ENGAGED,
PREPARED
AND
OVERBURDENED
The leadership is the
process of mutual
influence
between leader and
follower
to attain the goals of the
organization and the
people through the
change
(Napoleone Bonaparte)
The leader empathizes the
importance of every single action
and he’s able to protrude the
better side inside them
(Nancy Koehn - Professore at Harvard)
The worse chiefs are those whom people
hate
Those whom people are afraid of are less
better
Those whom people honour and praise are
surely better
But the best chief is absolutely:
That whose work, when is done, people say:
“We have done it”
Lao Tse – Chinese Philosopher
Peter Drucker
Benjamin Disraeli
Mahatma Gandhi
Robespierre
Malcolm Forbes
Low
Middle-high
maturity
Low maturity
High maturity
Middle-low maturity
Commitment
High
High
Competence
Low
Ability and willingness to perform the task
◦ This definition considers two types of readiness:
 Job (competence);
 Psychological (commitment).
◦ Knowing a follower‟s readiness level and effectively
adapting one‟s leadership style to match the
readiness level is an important element of making a
successfully job




R1- followers are unable and unwilling to
perform the task.
R2- followers are unable but willing to
perform the task.
R3- followers are able but unwilling to
perform the task.
R4- followers are able and willing to perform
the task.




Sheep = they are completely unable of critic thoughts. They are
lacking in initiative and sense of responsibility. They restrict their
selves in doing their task.
Simple executors = They think uncritically. They are more
active than sheep but lacking in initiative as well. They depend
on the superior for everything. The are the so-called “yes-men”,
really appreciated by the insecure superiors
Alienate Follower = They are able of independent thought, but
they are passive. Something has turned them off. They are often
disenchanted, but they rarely contrast openly with the leader’s
efforts.
Efficient Followers = they are able of independent thoughts
and do their tasks with energy and persuasion. They are
trustworthy people and can attain a result, even without the
leader presence.
Leadership in Fashion
18
High
Involvment
Coaching
(selling)
Relation/
Support
Empowerment
Prescriptive
(telling)
Low
Low
Task/Command
High
Involvment
Middle-high maturity
Coaching
Middle-low maturity
Alienate Followers
Simple executors
Empowering
Prescribing
Commitment Competence +
High maturity
Efficient followers
Commitment +
Competence +
Commitment +
Competence -
Low maturity
Sheep
Commitment Competence -



The organizations have to enhance their
competitiveness by nurturing a learning culture.
In order to achieve this endeavor, the leader’s
role need to be shifted to a coach that focuses in
supporting employees to learn and to improve
their competencies (hands) and motivation
(heart).
To be more effective leaders should not only be
aware of their leading styles but also need to be
aware of their own personality characteristics.

There are 4 communication styles for the
coach-manager:
◦ Senser (controller);
◦ Intuitor (persuader);
◦ Feeler (supporter);
◦ Thinker (analyzer).

The senser communication style tends
to lead people according to situational
leadership
(telling/selling/participating/empower
ing) by focusing on action, getting
right to the point, and not wanting to
wait.

The intuitor communication style
tends to lead people according to
situational leadership
(telling/selling/participating/empower
ing) by sharing ideas, concepts or
theories, seeing all possibilities,
motivating, inspiring, and focusing on
associate’s future.

The feeler communication style tends
to lead people according to situational
leadership
(telling/selling/participating/empower
ing) by caring for others, providing
support, and talking about the past.

The thinker communication style tends to
lead people according to situational
leadership
(telling/selling/participating/empowering) by
staying focused on facts, information, rules,
and established procedures.
 These theories introduce the followers’
role
 Flexible leader, adaptable to the
follower’s maturity
27




“The LEADERSHIP is the process that affects the
activities of an individual or a group, which apply
their selves in order to attain the aims in a specific
situation”
The importance of the environment on the
leadership style
The relation among the co-workers is considered
the crucial element in the leadership
According to this model, there is not a unique way
to influence the co-workers, but the style depends
on the co-workers’ grade of maturity
28

A Battlefiled
29
CONCEPTUAL INSTRUMENTS (4 I)
Bass & Barret
◦ INFLUENCE
(IDEALIZED INFLUENCE):
 Role Model
◦ INDIVIDUAL
(INDIVIDUALIZED CONSIDERATION)
:
 Recognition e valorization of the diversity
◦ INNOVATION
(INTELLECTUAL STIMULATION):
 Innovation and creativity
◦ INSPIRATION
(INSPIRATIONAL MOTIVATION):
 Shared vision
30
 ROLE MODEL: THE LEADER CONSIDERS THE OTHERS’
NECESSITIES MORE IMPORTANT THAN HIS.
 SHARING OF THE RISKS
 COHERENCE
 ETIC CONDUCT
 WISE USE OF THE POWER
 COACHING (COACH E MENTOR)
 RECOGNITION AND VALORIZATION OF THE INDIVIDUAL
DIVERSITY IN TERMS OF SUCCESS AND INCREASE
NECESSITY
 PERSONALIZED INTERACTIONS
 EFFECTIVENESS LISTEN
 PROXY AS INSTRUMENT OF DEVELOPMENT OF THE COWORKERS’ POTENTIAL




INNOVATION AND CREATIVITY
CONSTRUCTIVE AND CRITIC ATTITUDE
INNOVATIVE SOLUTION AND DEFINITION OF THE PROBLEMS
AJAR IDEAS CURRENCY
33
 ALLEURING VISION CREATION
 ABILITY OF GIVING VOICE TO THE CO-WORKERS’
EXPECTATIONS
 MOTIVATION, INSPIRATION, HEAT
 CREATION OF GROUP SPIRIT