Leadership Models
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Integrity Service Excellence
“Leadership is one of the most observed
and least understood phenomena
on earth.”
Prof James McGregor Burns
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Integrity Service Excellence
“There are almost as many different
definitions of leadership as there are
persons who have attempted to define
the concept.”
Stodgill and Bass 1981
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Integrity Service Excellence
Possible
Definitions
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Integrity Service Excellence
“Leadership is about getting
extraordinary results from
ordinary people.”
Sir John Harvey-Jones
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Integrity Service Excellence
“Leadership is the intelligent
use of power.”
Sir Winston Churchill
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Integrity Service Excellence
“Leadership is that combination of
example, persuasion and compulsion
that makes men do what they don’t
want to do; in effect it is the extension
of personality.”
Field Marshal Slim
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Integrity Service Excellence
“Leadership is visionary; it is the
projection of personality and character
to inspire people to achieve the desired
outcome.”
Defence Leadership & Management Centre
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Integrity Service Excellence
“Leaders there have to be, and these
may appear to rise above their fellow
men, but in their hearts they know only
too well that what has been attributed to
them is in fact the achievement of the
team to which they belong.”
Leonard Cheshire VC OM DSO** DFC
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Integrity Service Excellence
Why do we need
leadership?
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Integrity Service Excellence
“In business, the difference between
success and failure often rides on the
strength of a single factor: leadership.”
(Hayward 1997)
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So what makes a leader?
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The Qualities Approach
What should our leaders ‘be?’
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Skills Approach
What should our leaders ‘know?’
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Integrity Service Excellence
Behavioural Theory.
What should our leaders ‘do?’
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Integrity Service Excellence
Behaviours Benefitting the Task and Organisation
Creating vision,
Designing
strategy,
Leading Change,
Challenging
performance,
Setting goals,
Communicating
Personal Qualities
Integrity
Loyalty
Moral courage
Innovation
Honesty
Etc.
Leadership
Personal
Qualities
Values
Beliefs
Skills
Compassion,
Empathy,
Consulting,
Inspiring,
Setting example
Developing team
and individuals
Communicating
Skills
Communication
Listening
Decision-making
Professional knowledge
Emotional intelligence
Motivation
Relationships with team
Organizing and controlling
Planning
Etc.
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Integrity
Behaviours
Benefitting TeamService
and Individual Excellence
Upwards & Downwards
Looking Indicators
60
50
40
30
20
10
0
Stn Cdr
Execs
Sqn Ldrs
UPWARDS
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JO
DOWNWARDS
SNCO
JR
BOTH
Integrity Service Excellence
Leadership attributes
vary according to rank
Develop
Develop
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Inexperienced
Leader
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Leadership attributes
vary according to rank
Intermediate
Leader
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Integrity Service Excellence
Leadership attributes
vary according to rank
Experienced
Leader
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Integrity Service Excellence
Leadership attributes
vary according to rank
Sustain
Senior
Leader
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Integrity Service Excellence
Leadership attributes
vary according to rank
Superiors
View
Sustain
Senior
Leader
Develop
Experienced
Leader
Develop
Subordinates
View
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Inexperienced
Leader
Integrity Service Excellence
Leadership attributes
vary according to rank
Superiors
View
Sustain
Senior
Leader
Develop
Experienced
Leader
Develop
Subordinates
View
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Inexperienced
Leader
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Motivation
Maslow’s Hierarchy
of Needs
Selfactualisation
Ego and self-esteem
Social belonging
Safety and security
Basic physiological needs
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Integrity Service Excellence
De-Motivation
‘Hygiene’ factors include things such as
organisational policy, supervision, work
conditions and salary. If these are not
dealt with in a satisfactory way, people
produce poor results.
Herzberg
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Adair’s Model of the
Functional Approach to Leadership
Needs of
the Task
Needs
of the
Team
Respect
Needs of
the
Individual
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Leadership Models
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Integrity Service Excellence
Tannenbaum-Schmitt
Leader’s
Control
Amount of
Follower
Involvement
Democratic
Delegates
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Autocratic
Joins
Sells
Tells
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Mouton-Blake Grid
High 9
Country Club
1.9
Team
Management
9.9
Organisation
Man Manager
5.5
Concern
for
People
Impoverished
Manager
1.1
AuthorityObedience
9.1
Low 1
Low 1
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Concern for Task
High 9
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Hersey-Blanchard Life Cycle Model
High
Joining Quadrant - 3
Selling Quadrant - 2
Relationship
Behaviour
Low
Delegating Quadrant - 4
Low
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Telling Quadrant - 1
Task Behaviour
High
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RELATIONSHIP BETWEEN LEADERSHIP AND MANAGEMENT
BEHAVIOURS & STYLES
TRANSFORMATIONAL
LEADERSHIP
Inspiration
Empowerment
Personal strength and sensitivity
Recognition and support
Team building
Articulate vision and values
TRANSACTIONAL
LEADERSHIP
Innovate and Challenge
Example
Planning
Analysis
Training
SYSTEMS AND
PROCESSES
Monitoring
Evaluation
Organisation
MANAGEMENT
Control
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Integrity Service Excellence
Bass and Avolio’s
Full Range Leadership Model
Effective
4 I’s
Frequency
CR
MBE(A)
Passive
Active
MBE(P)
LF
Ineffective
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4 Is
•
•
•
•
Inspirational Appeal
Idealised Influence
Intellectual Stimulation
Individual Consideration
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From deference to reference
© Chime Communications
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Integrity Service Excellence
A Typology of problems, Power
Increasing
and Authority
uncertainty about
solution to problem
WICKED
LEADERSHIP:
Ask Questions
MANAGEMENT
: Organize
Process
TAME
CRITICAL
COMMAND:
Provide
Answer
COERCION/
PHYSICAL
FORCE
Respect
CACULATIVE/
RATIONAL
PROCEDURES
NORMATIVE/
EMOTIONAL
INFLUENCE
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Increasing
requirement
for
collaborative
compliance/
resolution
Transactional Leadership
•
•
•
•
Builds on a man’s need to get a job done and make a living.
Is preoccupied with power and position, politics and perks.
Is mired in daily affairs.
Is short-term and hard data orientated, Focuses on tactical
issues.
• Relies on human relations to lubricate human interactions.
• Follows and fulfils role expectations by striving to work
effectively within current systems.
• Supports structures and systems that reinforce the bottom
line, maximise efficiency and guarantee short-term profits.
(Covey 1997)
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Transformational Leadership
•
•
•
•
•
•
•
•
Builds on a man’s need for meaning.
Is preoccupied with purposes and values, morals and ethics.
Transcends daily affairs.
Is orientated toward long-term goals without compromising
human values and principles.
Focuses more on missions and strategies.
Releases human potential – identifying and developing new
talent.
Designs and redesigns jobs to make them meaningful and
challenging.
Aligns internal structures and systems to reinforce
overarching values and goals.
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Ethics
“In general, we usually label leadership as
“good” or “effective” when it moves
people to a place in which both they and
those who depend upon them are
genuinely better off, and when it does so
without trampling on the rights of
others.”
John Kotter
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Attributes for RAF Leaders
•
•
•
•
•
•
•
Warfighter, Courageous
Emotionally Intelligent
Flexible and Responsive
Willing to Take Risks
Able to Handle Ambiguity
Mentally Agile - Physically Robust
Politically and Globally Astute
– Air Warfare Minded
• Technologically Competent
• Able to Lead Tomorrow’s Recruit
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Warfighter/Courageous
All our personnel, commissioned or non-commissioned must be,
first and foremost, warfighters and second specialists, though they
may be second to none in their specialisation. The distinction
between the front line and the support area will become
increasingly blurred and all of us need to be military minded and
of a determined fighting spirit to overcome the adversity of
circumstances that any of us may face in operations. Physical
courage is expected of all leaders, as far as each is able to give,
but we must nurture moral courage to do the right thing.
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Integrity Service Excellence
Emotionally Intelligent
Self-awareness is one of the key foundations of effective
leadership. Leaders who know themselves will be able to
develop self-control and subsequently understand the needs
of others. This will enable them to manage relationships at
all levels better and remain calm under pressure. Thus
individuals will be able to function as part of a wider team,
invariably multidisciplinary, increasingly joint and often
multinational, in the delivery of military capability.
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The Conceptual Model
Awareness
Others
Self
Awareness
Social
Awareness
Action
Self
Self
Management
Social
Skills
Hay/McBer
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Integrity Service Excellence
Flexible and Responsive
In a world that is now changing faster than ever, where
technology is advancing rapidly, the RAF needs
leaders who are flexible in approach and able to
consider new ways of doing things. RAF leaders must
be open minded, responsive to change, constantly
looking for the opportunities that change brings and be
able to cope with the discomfort that is associated with
change.
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Willing to Take Risks
The RAF needs leaders who understand the difference
between a gamble and a risk and are willing to take
measured risks in appropriate areas without abrogating
responsibility. This will be achieved if leaders at all levels
fulfil 2 roles: they must themselves set the example in this
regard and must develop an ethos where a failure to act is
considered a more serious fault than making a mistake.
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Able to Handle Ambiguity
Ambiguity pervades our lives and becomes prevalent with
the Clauswitzian ‘friction’ that causes the fog of war. At
the more junior levels of leadership there may be little
ambiguity but at the highest levels it is considerable. Our
leaders must be able to handle it and, if possible, turn it to
their advantage.
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Mentally Agile - Physically
Robust
Our leaders need to be able to handle complex and
multifarious problems and have the creativity and mental
agility to move quickly between various concepts. Their
thinking must be innovative and their minds receptive.
They must be physically robust and able to withstand the
strain of operations, so that their mental capacity does not
fail them under stress.
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Politically and Globally
Astute
Leaders will be more effective depending upon their aptitude
in two areas. The first is their ability to understand and thus
cope with the politics of their immediate environment and,
hence, their ability to influence those around them. Similarly,
a leader’s awareness of much wider issues at a national and
international level, and their ability to put their actions and
decisions into the context of air power and air warfare, is
crucial.
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Technologically Competent
The RAF culture has always been to embrace new technology.
It behoves all members of the RAF to be competent within their
specialisation and many, at various stages of their career, will
need to display considerable expertise. Yet, in the age of
Network Enabled Capability, this may not be enough. Leaders
must strive to keep pace with technological advances on a broad
front, through a focus on continual personal development, so as
to ensure its most effective application.
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Able to Lead Tomorrow’s
Recruit
As society develops, each new generation of recruits to the RAF is
different. They have been seen by some as worse – Children today
are tyrants. They contradict their parents, gobble their food, and
tyrannize their teachers. (Socrates - 469 BC - 399 BC) – t’was
always thus. Leaders must recognise the qualities the new
generation brings and must learn the leadership skills that will
allow them to maximise their potential. Everyone in the chain of
command needs to understand the new generation, be able to lead
and inspire them so that in their turn they will lead the RAF to new
heights of excellence.
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Any
Questions?
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