At First Sight LEADERSHIP

At First Sight

LEADERSHIP

Leadership at First Sight 1

What makes a Great Leader?


Most Common Characteristics of

Great Leaders

 Honesty – truthful, has integrity, is trustworthy, has character

 Competence - capable, productive, effective, efficient, thorough

 Forward-looking - visionary, foresighted, concerned about the future, sense of direction

 Inspiring - uplifting, enthusiastic, energetic, humorous, cheerful, positive about the future


Leadership Science

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Six Types of Power

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Six Leadership styles


Types of Power

French and Raven; 1959

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Legitimate Power

Referent Power

Expert Power

Information Power

Reward Power

Coercive Power


Leadership Styles

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Authoritative

Participative

Delegative

Teaching

Coaching

Charismatic

Situational

(autocratic)

(democratic)

(laissez faire)

(technical)

(cheerleading)


EVERYONE KNOWS A GREAT

LEADER WHEN THEY SEE ONE



Objectives

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Describe solid leadership principles

Illustrate leadership principles through video scenarios

Introduce leadership theory

Introduce tools and hints that can make leadership more effective


TEAM PUZZLE


Puzzle Rules

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No communication OF ANY KIND is allowed.

This includes non-verbal as well as verbal.

You may give pieces away.

You must accept those given to you.

You MAY NOT take another person’s piece or motion to ask for a piece.

 You have 10 minutes to complete your puzzles.


Puzzle

 Did you come to any realizations during the puzzle exercise on what it was going to take to make the task successful?

 How does this exercise illustrate any principles about taking a leadership role?


Leader vs. Manager

 What are the characteristics of a leader?

 What are the characteristics of a manager?

 What is the difference between the two?


Leader vs. Manager

One commonly quoted difference between the two is : “Managers are people who do things right and leaders are people who do the right thing.”


Leader vs. Manager

Abraham Zeleznik; 1990

 Leaders are oriented towards active goals

(vision) while managers are reactive

(implementation) .

 Leaders excite followers with new options and ideas (vision) , while managers help people successfully complete the work they have (implementation) .


Leader vs. Manager

Abraham Zeleznik; 1990

 Leaders prefer solitary activities (even though they relate to people with great empathy) while managers prefer working with others (but relate more superficially, according to defined roles).

 Leaders have a sense of “self” based on mastery of their world which separates them from their environment and from other people. Managers, on the other hand, see themselves as part of their environment, depending on roles and relationships for their self-identity.


Types of Power

French and Raven; 1959

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Legitimate Power

Referent Power

Expert Power

Information Power

Reward Power

Coercive Power


Legitimate Power

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Formal authority delegated to the holder of a position.

Power granted to a person of a certain rank or position because of assumed worthiness.

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It is the most obvious and important kind of power.

Must be backed up with actual competence and skill to maintain.


Legitimate Power


Legitimate Power

 Who in the video was able to produce results to resolve the problem and who was not?

 What did that do to each of them as far as their credibility as a leader goes?


Referent Power

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Based on charisma and interpersonal skill of the holder.

Includes those people that gain power by association with the original holder.

 Nationalism or Patriotism counts towards an intangible sort of referent power as well.


Referent Power


Referent Power

 Who had referent power and in what manner was it afforded them?

 Was there also an element of legitimate power represented by the main characters?

 Did the King’s wife have referent power?


Expert Power

 Derived from the skills or expertise of the person and the organization’s need for those skills and expertise.

 Unlike the others, this type of power is usually highly specific and limited to the particular area in which the expert is trained.


Expert Power


Expert Power

 If Tom Hanks had not been the group’s ranking officer, do you think he would still have some leadership value to the mission?

 Would a higher ranking officer find Tom

Hanks knowledge particularly valuable to the mission even though Tom was of a lesser rank?


Information Power

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Slightly different from Expert Power.

People with information power are wellinformed, up-to-date and also have the ability to persuade others.

Different from expert power in that the person with information power has no need to dress the part like a doctor or police officer might.

Must keep up to date with new research and have confidence in debating or be persuasive to maintain.


Information Power


Information Power

 What information did the deformed man have to trade with King Leonitis?

 Did he ever actually get what he wanted for his information?

 Why didn’t King Leonitis take the deformed man’s offer for the information?


Reward Power

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Power that depends on the ability to give valued material rewards to other people.

Can include pay raises, promotions, choice assignments , etc.

 This power can be diminished if abused. For example: Constantly playing favorites with rewards instead of adhering to an accepted principle for advancing departmental goals can lead to a loss of credibility.


Reward Power

“300” Chapter 22


Reward Power

 What kind of rewards were used in the video?

 Were they effective motivators?

 What is the opposite of reward when it comes to influencing others?

 Are all strong and effective leaders accomplishing good things?


Coercive Power

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The power to apply negative influences on people.

Could be a demotion or the withholding of other rewards

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Coercive power is easy to resort to but it is the least effective .

It builds resentment and resistance from those it is used on.


Coercive Power


Coercive Power

 How effective were the attempts to control the members of the crew with coercive power?

 Can coercive power be effective?

 What are the likely outcomes when coercive power is used?


Leadership At First Sight Model

Sources of Power

Legitimate

Referent

Expert

Informational

Reward

Coercive

Power


Authoritative

Participative

Delegative

Teaching

Coaching

Charismatic

Situational

Leadership Styles

(autocratic)

(democratic)

(laissez faire)

(technical)

(cheerleading)


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Authoritative (autocratic)

Style

The leader tells subordinates what to do with little or no input from them.

 Is appropriate for emergency operations but lacks effectiveness in many daily operations.

 May result in significant challenges from subordinates.



Style


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Style

Was it clear who was in charge?

 Was any feedback requested from the other faculty members?

 How did the faculty react to Joe Clark’s leadership style?



Style

Under what situations would this style be appropriate?

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During fire ground, emergency operations

In dire circumstances that require quick turnaround

 Supervising untrained, low competency subordinates .


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Participative (democratic)

Style

The leader includes the subordinates somewhat in the decision-making process and allows them to work with the least amount of supervision necessary.

 The leader maintains the final decisionmaking authority.



Style



 1. Was this decision so urgent that some deliberation could not take place?

 2. How did the sergeant react when asked his opinion on what the next orders needed to be?

 3.Was the sergeant’s opinion helpful?


Participative Style



 Was the group allowed to participate equally?

 Was the group’s leader clearly identifiable?

 What exactly was House’s role in the operation of the group?

 Who had the final decision in any case?



Style

When would this style be appropriate?

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For day-to-day operations

For special emergency operations such as hazardous materials or technical rescue incidents where knowledge and skills are more important than rank.

When subordinates demonstrate competency in their work skills and responsibilities


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Delegative (laissez faire)

Style

Laissez Faire, in French, literally means to allow to do .

The leader leaves employees to make all the decisions and does not supervise them at all.

If used inappropriately, can result in a loss of respect from followers and has the potential for a challenge from a strong informal leader.

It is good to remember that the leader is still responsible for the decisions that are made.



Style


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Style

1. Why did the Captain delegate command of the Dallas to the secondary officer there?

2. Why did the Captain delegate command of the Red October to the Soviet Captain?

3. Could the Captain have regained command if he felt he really needed to?

4. When would the Captain need to act?

5. Who had overall responsibility for both submarines?




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Routine station and/or community tasks

When subordinates are so well trained and competent at their jobs that they no longer need direction to be successful or even excel


Teaching (technical)

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The leader has established a high level of credibility due to having the knowledge and skills to share with subordinates.

The leader is seen as being able to make subordinates successful in achieving their tasks and goals of their profession.

 One of the quickest ways for a new leader that has skills and knowledge to share to build credibility among subordinates.




Teaching (technical) Style

 1. What gave Denzel the power to be the teacher for the rookie?

 2. Did the rookie readily grant him the power to lead?

 3. What would Denzel have to do to lose that power?




 When there are new employees that require attention to be able to perform to expectations

In new, non-emergency situations 

 When skills and knowledge of the leader match the needs of subordinates .


Coaching (Cheerleading)

 The leader focuses the majority of his/her energy on supporting and encouraging the subordinates

Instructs on the best way to be successful 

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Imparts a

It’s a strategy

“Game Day” to win style of leadership

The leader participates actively with a healthy dose of hands-on involvement





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How did the principal get the students attention?

Did he give the students instruction?

Did he impart a strategy to win?

Did he inspire the students to perform at a level greater than they normally do?

 Is this a style that can be used on an everyday basis:?



 When would this style be appropriate?

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Immediately before a major event

At a time when much is at stake

When the work to be done is especially hard or competitive – i.e. – at an emergency deployment for a disaster


Charismatic Leadership Style

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The leader injects huge doses of enthusiasm into his or team, and is very energetic in driving others forward.

Inspires follower loyalty and creates an enthusiastic vision that others work to attain.

 Makes it difficult to find a replacement if the leader dies or leaves the organization.





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1. Do these people know Joe Clark personally?

2. If not, then why are they listening to him and cheering him on so readily?

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3. What words would you use to describe his speech?

4. Did he accomplish his goal?



When is this style appropriate?

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When subordinates need inspiration

To rally the troops


Situational Leadership Style

 Works by matching the leader’s style to the maturity of the members of the unit or subordinates’: maturity of employees is based on:

 Ability to perform the task

 Willingness to perform the task



 The Army Model of situational leadership uses three basic styles utilized in a continuum of application:

Management has most of the Knowledge and Skills

Employees have some of the

Knowledge and Skills

Employees have the needed

Knowledge and Skill

Authoritative or Autocratic

Style can be used

Participative or Democratic

Style can be used

Delegative or Laissez Faire can be used

 Model Diagram



 The IFSTA Fire Company Officer Manual lists the phases of situational leadership styles as:

 Telling – uses the autocratic approach

 Selling – uses refined autocratic approach that involves convincing members that the task is appropriate and justified

 Participating – relies on input from members in determining how the task should be accomplished

 Delegating – uses limits set by the leader and allows members to determine how the task will be accomplished –



 Ken Blanchard in “Leadership and the One

Minute Manager “

Directing

Coaching

Supporting

Delegating

Appropriate Employee status

Low Competence

Low Commitment

Some Competence

Low Commitment

High Competence

Variable Commitment

High Competence

High Commitment

Employee Development Level

Generally lacking the specific skills, savvy and/or motivation for the job.

May have some relevant skills but needs help. The task is new to them.

Experienced and capable but no savvy or motivation to do it well or quickly.

Experienced at the job and comfortable with their own ability to do it well. May even be more skilled than the leader.



Sources of Power

Legitimate

Referent

Expert

Informational

Reward

Coercive Style

Power

Leadership Styles





Coaching (cheerleading)

Charismatic

Situational


Credibility

 What is credibility?

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Believability

The very foundation of a person’s source of power

The most critical factor in being an authentic leader


Credibility

 How is professionalism recognized by society?

 When people know you

 Reputation

 When people don’t know you

 Ac cred itation

 Cred entialing


Credibility

 How can you get it?

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Be consistent in your actions and statements.

Make your decisions based on universally applied principles as opposed to personalities involved.

Follow through on promises.

Communicate openly and honestly.

Know your job well.

Produce needed results.


Credibility

 How you can lose it.

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Inconsistency

Personality based decision-making

Unwarranted secrecy about decisions and operations

Lack of communication

Demonstrate a loss of mastery with respect to technical skills


Credibility – 12 Angry Men


12 Angry Men – 1 st vote


12 Angry Men – 2 nd vote


12 Angry Men – 3 rd vote


12 Angry Men – 4 th vote


12 Angry Men - Conclusion



Sources of Power

Legitimate

Referent

Expert

Informational

Reward

Coercive

Style

Power

Credibility

Leadership Styles



Delegative (laissez-faire)


Coaching (cheerleading)

Charismatic





Leadership Tools and Concepts


“Doing the Hard

Stuff”


“Doing the Hard Stuff”


Doing the Hard Stuff

 Why was it important that the deserter be punished?

 What made punishing the deserter so difficult?

 Why was it important that Col. Shaw develop communication with someone in the troops?


Leading by Example


Leading by Example


Leading by Example

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Col. Shaw told his second in command that they would protest through proper channels.

Why did he later say he would not take his pay?

Why did Col. Shaw risk his military career to get the boots, socks and uniforms for his troops?

 Was he doing things right or doing the right thing?



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“The Will to Act”

Delegation/not Abdication

Planning

Goose Syndrome

Partnering

Incubation – “No Leadership”



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Reward and Punishment

Mission Statements

Guiding Principles

Contracting


Making Good Decisions

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Decisiveness

Objectives

Pros and Cons

Obstacle of Fear


Final Thoughts

 Nothing in the world can take the place of persistence . Talent will not; nothing is more common than unsuccessful men with great talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts.

Persistence, determination alone are omnipotent.”

- Ray Kroc


10 Paradoxical Commandments of Leadership

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4.

5.

People are illogical, unreasonable and self-centered.

Love them anyway.

If you do good, people will accuse you of selfish ulterior motives.

Do good anyway.

If you are successful, you win false friends and true enemies.

Succeed anyway.

The good you do today will be forgotten tomorrow.

Do good anyway.

Honesty and frankness make you vulnerable.

Be honest and frank anyway.


10 Paradoxical Commandments of Leadership

6.

7.

8.

9.

10.

The biggest men with the biggest ideas can be shot down by the smallest men with the smallest minds.

Think big anyway.

People favor the underdogs, but follow the top dogs.

Fight for the underdogs anyway.

What you spend years building may be destroyed overnight.

Build anyway.

People really need help but may attack you if you do help them.

Help people anyway.

Give the world the best you have and you’ll be hurt in the process.

Give the world the best you have anyway.


Quotes on Leadership

 “The main thing is to keep the main thing the main thing”

 The enemy of the “best” things in life are the

“good” things in life.

 “1 st – community; 2 nd – department; 3 rd – self”

 “Kill King Kong while he’s a baby!”



 “If you find the perfect church, don’t join it.

You’ll just mess it up”

 “Saying ‘I don’t know’ may be one of the most powerful ways to maintain your credibility. Every time you guess at something and your people realize that you would guess when you don’t know the answer, you lose some of your credibility.”



 “When the fire dies down, the predators come into the camp”

 “Being the person in power is like being a lady. If you have to remind people that you are … then you’re not.” Margaret Thatcher

 “Character is about the will to do the right things when things are the hardest.”



 “Someone has to make the first move. If you are determined to only change when some one else changes. Then you will never be in control of your own life.”

 “When you were born, you cried and the world rejoiced. You should live your life so that when you die, the world will cry and you will rejoice.”



 “Narrow the list of things you need to do down to the most critical two - that stand to have the greatest impact - and dedicate your time and energy to them and you will accomplish more.”

 “While he might not be the first person to recognize a critical need, the true leader is the first to act on it.”


At First Sight LEADERSHIP

LEADERSHIP

Most Common Characteristics of

Great Leaders

Leadership Science

Six Types of Power

Six Leadership styles

EVERYONE KNOWS A GREAT

LEADER WHEN THEY SEE ONE

TEAM PUZZLE

Leadership At First Sight Model

Leadership At First Sight Model

Leadership At First Sight Model

Leadership Tools and Concepts

“Doing the Hard

Stuff”

Leading by Example

Leadership Tools and Concepts

Leadership Tools and Concepts

Related documents

Products

Support

At First Sight LEADERSHIP

LEADERSHIP

Most Common Characteristics of

Great Leaders

Leadership Science

Six Types of Power

Six Leadership styles

EVERYONE KNOWS A GREAT

LEADER WHEN THEY SEE ONE

TEAM PUZZLE

Leadership At First Sight Model

Leadership At First Sight Model

Leadership At First Sight Model

Leadership Tools and Concepts

“Doing the Hard

Stuff”

Leading by Example

Leadership Tools and Concepts

Leadership Tools and Concepts

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