Leadership
unpacked
Georgina Barratt-See BSc, MEdAdmin
& Penny Shores, BSocSc, DipEd, MA
‘UNSW Counselling Service
Leadership unpacked:
outline
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What is leadership?
Definitions and leadership theories
Break
Leadership qualities
– Communication
– Delegation & empowerment
Lunch
Leadership qualities
– Motivation
– Goal setting
– Conflict & negotiation
Break
Leadership qualities
– Ethics
Feedback
Leadership unpacked: ground
rules
•
•
•
•
•
Participative
Fun
Everyone is invited to contribute
Start back from breaks on time
Finish on time
Leadership unpacked: who are
you?
2 circles.
• Name
• Degree program,
• What do you like to do for fun?
Leadership unpacked: who are
you?
In groups:
- State 3 things about you – 2 true,
and 1 false
- Group decides which one is false
by discussion
- E.g. My name is Georgina and I
have:
- Sung at the Olympic opening
ceremony
- Sung at the Opera House
- Sung at the 2003 Rugby World
Cup opening ceremony
Leadership unpacked: leaders of
the world
Discuss what particular aspects or styles of
leadership one of the following showed:
- Hitler
- Stalin or/ Mao Tse Tung
- George W Bush
- John Howard
- Kim Beasley
Perhaps discuss your impression of their
leadership style, such as how they led, what
made them the leader, how they used their
power and influence, how they seemed to
make decisions, how decisive or otherwise
they appeared, etc.
Leadership unpacked:
Module 1:
Leadership
Leadership unpacked: good
leader?
- Think of someone you know in your
life who is a good leader and write
down why you think they are a
good leader…
- You will be invited to share why…
Leadership unpacked: definitions
-
-
-
As many definitions as leaders…
“leadership is interpersonal influence
directed towards attaining goals and is
achieved through communication”
the lifting of people’s vision to a higher
sight, the raising of their performance to a
higher standard, the building of their
personality beyond its normal limitations’
(Drucker, 1985).
“leadership is the process of influencing
others to understand and agree about what
needs to be done and how it can be done
effectively and the process of facilitating
individual and collective efforts to
accomplish shared goals” (Yukl, 2001, p. 7)
Leadership unpacked: theories
-
Many theories of leadership
Cover some of the main branches :
- Trait
- Consideration/Task
- Situational
- Contingency
- Charismatic
- Transformational/transactional
Leadership unpacked: trait
theories
-
-
Traits: individual attributes, including
aspects of personality, temperament,
needs, motives and values
Leaders are “born and not made”
“Great man” theory
Many different models researched
Traits that leaders consistently have
include:
 Dominance – wanting to take charge
 High energy
 Self-confidence
 “Locus of control” – belief you can
control own destiny
 Stability
 Integrity
 Intelligence
 Flexibility
 Sensitivity to others
Leadership unpacked: behaviour
theories
-
Various behaviour theories
Ohio & Michigan State studies looked at:
- Task behaviours
- Consideration behaviours
- Task: concerned with “getting the job done”
- Consideration: focussed on “meeting
people’s needs”Michigan
Task
Consideratio
Ohio
Low structure/
consideration
High structure/
consideration
Low structure/
consideration
High structure/
consideration
Leadership unpacked: behaviour
theories
-
Blake & Mouton expanded the Ohio &
Michigan State theories
High concern for
9.9 High concern for
9 1,9
people and low concern
production and for
for production means
comfortable but less
productive workplace
people means efficient
and productive
workplace that also
values and supports the
employee – the best
workplace!
5,5 Medium concern for
production and medium
concern for people
means balance of
getting work done and
having people
reasonably content and
with average morale.
1
1,1 Low concern for
production and low
concern for people
means unproductive and
unfriendly workplace
(the worst kind)
1
9,1 High concern for
production and low
concern for people
means efficient but not
necessarily “friendly”
workplace (focus on
getting on with the job)
Concern for production
Figure 1. The managerial grid, adapted from Blake,
R. & Mouton, J. (1964). The Managerial grid.
Houston, TX: Gulf
9
Leadership unpacked:
situational theoriesLEADER BEHAVIOUR
-
Based on the
“situation”
HerseyBlanchard
situational
leadership
model
matches the
group
members’
readiness to
the leadership
style of the
leader
FOLLOWER READINESS
Delegate
Able and
willing
confiden
Participa
Able but
unwillin
insecure
Follower directed
Selling:
Unable
willing
confiden
Telling:
Unable
unwillin
insecure
Leader directed
Leadership unpacked:
contingency theories
-
-
-
“it depends”
Variables:
- Followers (ability, motivation)
- Leader (personality, behaviour,
experience)
- Situation (task, structure, environment)
Popular theory is “Fiedler’s contingency
theory”
Proposes two factors that predict leadership
performance: “Least preferred co-worker” (a
personality dependent variable) and
“situational favourableness”
Situational favourableness:
- Quality of leader-member relationship
- How defined the task is
- Leader’s position power
Leadership unpacked: contingency theories:
Fiedler
Start
Are leader followers relations
good or poor?
Good
Repetitive
Is task
repetitive?
Non-repetitive
Poor
Repetitive
Non-repetitive
Leader’s
power
Strong
Weak
Strong
Weak
Strong
Weak
Strong
Weak
1
2
3
4
5
6
7
8
Situation
Task
Task
Task
Relationship
Relationship
Relationship
Relationship
Task
Appropriate
style
Leadership unpacked:
charismatic leadership
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-
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Charisma “divinely inspired gift”
Charismatic leaders are typically seen as
“inspirational”, “revolutionary”, “larger than
life”
Qualities include: visionary, superb
communicator, self-confident, trustworthy,
high risk orientation, high energy and action,
strong power base, empowering, selfpromoting.
Charismatic leaders can be negative or
positive
Leadership unpacked:
transactional and
transformational leadership
-
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Transactional leadership is “every day”
leadership
- 3 management behaviours: Incentives and
rewards, Active & passive management by
exception
Transformational leadership:
4
-
Idealised influence
Inspiration
Intellectual stimulation
Individual consideration
Leadership unpacked:
transactional and
transformational leadership
- Idealised influence:
- How influential the leader is, and how
much the followers want to emulate leader
- Inspiration
- Inspire and motivate followers to provide
meaning and challenge to their work
- Intellectual stimulation
- Followers are encouraged to be
innovative and creative by questioning
and problem-solving
- Individual consideration
- Leader provides support, encouragement
and coaching
Leadership unpacked:
transactional and
transformational leadership
- Lets get creative!
- 4 Groups
- Each group choose a leader and
develop a skit where you
demonstrate your nominated “I”
quality
- You may choose a sports team,
military, work situation, or any
other scenario where leadership is
exercised
-
Idealised influence
Inspiration
Intellectual stimulation
Individual consideration
Leadership unpacked:
Module 2:
Communication
Leadership unpacked: Personal
factors in communication
Beliefs:
Beliefs have to do with the degree of
relationship we have to a being, object, idea,
philosophy or fact
Values:
Values relate to how we perceive others, our
world view, our attitude to materialism, our
concern for those experiencing social
injustice and the way we feel about
environmental and political concerns.
Interactive exercise – Rate the
characters in this scenario.
Discuss the ratings together and
come to a conclusion.
Break up into five groups.
Leadership unpacked: Communication
killers
Now that you have all the information – what are you
thinking?
What does this exercise highlight about making
assumptions and judging information with pieces of the
puzzle missing? How do your beliefs and values impact
your judgements?
Making assumptions is a natural activity. Most of us make
assumptions all of the time, based on the data culled from
our experiences to date. The problem is that not all of our
assumptions are correct, or at least are not always
complete, and this gap leaves room for judgmentalism,
misunderstanding, wasted time, frustration, and possible
conflict.
Leadership unpacked:
Communication messages
When people communicate, at
least 6 possible messages
can be sent:
1.
2.
3.
4.
What message you mean to say
What message you actually say
What the other person hears
What the other person thinks they
hear
5. What the other person says about
your message
6. What you think the other person
says about your message
Leadership unpacked:
Communication killers
Making assumptions
Threats
Orders
Criticisms
Name calling
Moralising/ telling
them what they
SHOULD do
Praising to
manipulate
Diagnosing
Untimely advice
Reassurance
Persuading with
logic
Changing the topic
Topping
Cracking jokes
But I thought you were ok? You looked like you were.
Unless you come to work, I’ll……
No excuses, just do it!!
You shouldn’t have applied for the job if you can’t handle
it.
Only an idiot would say that!
You should sleep 4 hours every night – that’s the only way
to keep up.
But you’re so good at handling pressure!
You just have a problem with motivation…..
If you had listened to me in the first place…..
Don’t worry – you’ll be OK.
What you’re feeling doesn’t make sense!
How interesting. Is that a new shirt?
You reckon YOU’VE got problems!!
A horse walks into a bar….
Leadership unpacked:
Communication responsibility
and Assertiveness
• So it is important to try and be clear and if you are
not sure if you are clear, to check and see the
message was taken how you intended it to be. One
way of communicating clearly and assertively is to
use “I” statements.
• “I” statements have 3 parts.
• They describe:
– the other person’s behaviour
– your feelings
– the consequences the other’s behaviour has for
you
• EG: “I feel embarrassed (feeling) when you talk
about my performance in front of my co-workers
(behaviour). I’m afraid they’ll think I’m stupid
(consequence).”
Leadership unpacked: “I”
statements worksheet
Think about situations in your life when you
have sent the following messages. Write
alternatives to each statement using “I”
language.
“You’re not telling me the truth!”
______________________________________
_______
“You only think of yourself!”
______________________________________
_______
“Don’t be so touchy!”
______________________________________
_______
“You don’t understand a word I’m saying!”
______________________________________
_______
“Stop behaving in that way!”
______________________________________
Leadership unpacked:
interpersonal skills
1. Empathy & rapport
2. Attending skills & Active
listening
3. Opening Questions
Leadership unpacked:
interpersonal skills: Empathy &
Building rapport
• Empathy helps to build rapport as
the other person feels understood
and listened to
• Take others’ needs seriously
•
•
•
•
•
Value feelings + attitudes
Respect others’ privacy + experience
Listen
Encourage elaboration
Use open body language + a warm
tone
• Reserve judgement + blame
• Display interest in what others say
• Make affirming statements
•
(Adapted from Equity & Diversity POC training)
Empathic responses versus not
so empathic responses
It sounds like things have been
difficult for you lately
versus
Just get on with your work, get
over it and move on
I can hear that you are feeling
really sad
versus
I know exactly how you feel, you
will feel better tomorrow for sure
Chinese Whispers
Break up into five groups
Leadership unpacked: attending
skills: Blocks to listening
•
•
•
•
Listening is much more than just hearing and
often we hear without really listening. Has
someone ever said to you “You’re not listening
to me”?
Inadequate listening: it is easy to get involved
in our own thoughts or to think ahead to what
we will say.
Evaluative listening: as we listen, we judge the
merits of what is being said. We also judge the
person at times.
Filtered listening: through socialisation we
develop a variety of filters through which we
listen to ourselves, others and the world
around us.
Labels as filters: you may generalise about
someone rather than hear different
information.
Did any of these affect your Chinese
whispering?
Leadership unpacked: attending
skills: Blocks to listening cont…
• Fact centred rather than person centred
listening: asking a lot of informational
questions, rather than feelings
• Rehearsing: when someone stops
speaking, a good listener will reflect on
what he or she said and then speak.
• Sympathetic listening: sometimes people
can arouse feelings of sympathy that
distort the story that is being told.
• Interrupting: the listener stops listening
when they interrupt.
Leadership unpacked: attending
skills: Listening
•
•
•
•
Non verbal cues
Verbal cues ie ‘”mmm”’ ‘”I see”’
Paraphrasing – In other words….
Clarifying – So just to clarify, what your
saying is that you…
• Summarising – So just to summarise…
• Reflecting feelings + content - It
sounds like you are feeling worried
that about the presentation you are
giving on Friday.
Leadership unpacked: attending
skills: Open-ended questions
• Often start with ‘”would”’ ‘”could”’
‘”tell me more about…”’ ‘”how does it
feel for you?”’ ‘”why”’ ‘”I am
wondering what you mean by…”’
• Are useful to find out about a problem
eg “what seems to be the problem?”,
“how would you like to be able to
handle it?”
• Q: Why do you think open-ended
questions are helpful?
A: They can encourage exploration of
thoughts and feelings
Leadership unpacked: attending
skills: Closed questions
• Usually allow a single word answer
• Are useful to elicit basic facts
• Can limit communication
Leadership unpacked: attending
skills: More examples of openended questions
• How did you react to…..
• How are you feeling about…..
• How did you find your first
week?
• What concerns you most
about….
• Tell me about…
Leadership unpacked: attending
skills: Communicating via email
•
•
•
•
•
•
•
•
•
Sarcasm can be easily misunderstood
No verbal or non-verbal cues
Can be a time lapse
Can be taken very literally, and re-read
numerous times
Meaning must be very clear, accurate
spelling can help
Including history can help
Ending with something such as
“regards” or “best wishes” can help if
you have been very factual
Using capitals is like SHOUTING!
Re-read before you send
Leadership unpacked: attending
skills: Cross-cultural
communication
•
Cultures have different cultural and
social norms, expectations and values
•
Variations in pronunciation, vocabulary
and grammatical structures
•
Rules for general discourse vary
•
Avoid language that has questionable
racial or ethnic connotations.
•
Be aware of rules for attentiveness
during conversation.
•
Be aware of rules regarding the
distance between speakers during
conversation.
Leadership unpacked: attending
skills: Cross-cultural
communication
•Be aware that objects, characters and
symbols may reflect different beliefs or
values for different groups.
•Be aware that cultures may vary in what
they consider humorous or taboo.
•Be aware of different rules for taking turns
during conversations.
•Cultures may use different standards for
loudness, speed of delivery, silence,
attentiveness and time to respond to
another's point.
•Be aware of different cultural rules for
entering into conversations in progress
Does anyone know of any No No`s
regarding communication specific to
different cultures??
Leadership unpacked:
Module 3:
Delegation &
empowerment
Leadership unpacked:
Delegation & empowerment
•Rope exercise
•Match up in groups of 10
•5 members of the 10 take hold of the string
and close your eyes
•The other 5 members pair up with one of
the “blind” students
•Do not touch them but using your voice
only, get the 5 blind students to create a
perfect square out of the string
•They must not let go of the string
Leadership unpacked:
Delegation & empowerment
What empowerment is not:
Empowerment is not maintaining control of
the final decision – it is giving the decision
to someone else to make
“If you help me to make a decision,
it does not mean you empower me
to
make a decision next time. “
•What is empowerment?
People are empowered when they are able
to more freely exercise whatever power
they possess, such as using their own
expertise. Empowerment refers to
liberating people from constraints such as
checking with the boss before taking
action.
Leadership unpacked:
Delegation & empowerment
Empowerment has four dimensions*:
•Meaning: an employer that feels that their
work has meaning is more likely to be
empowered
•E.g. working in Counselling Service
•Competence: belief that the employee is
able to perform a particular task well
•Self-determination: employee having a
choice of initiating and regulating work
activities, particularly choosing best
method to perform a duty
•Impact: influence on company outcome or
results, such as knowing that you helped to
complete something or change something
*Spreitzer, G.M. (1995). Psychological empowerment in the
workplace. Acad Mgt Journal. 38, 5, 1442-1465.
Leadership unpacked:
Delegation & empowerment:
questionnaire
Empowerment questionnaire: To empower
employees successfully, the leader has to
convey appropriate attitudes and develop
effective interpersonal skills. To the best of
your ability, indicate which skills and
attitudes you now have an which ones
require further development.
Leadership unpacked:
Delegation & empowerment:
delegation
Delegation:
•“sub-set” of empowerment, dealing with
one task only
Delegating effectively involves:
•When feasible, delegating the whole task –
it makes the job more meaningful
•Giving as much instruction as needed,
depending on the employee
•Stepping back from the details
•Getting feedback during the task
•Delegating both unpleasant and pleasant
tasks
•Evaluating and rewarding performance
Leadership unpacked:
Delegation & empowerment:
Dangers
•What do you think some dangers of
empowerment and delegation are?
Leadership unpacked:
Module 4:
Motivation
Leadership unpacked:
Motivation
Why did you attend the workshop today?
What motivated you to attend?
Leadership unpacked:
Motivation: Intrinsic vs Extrinsic
Intrinsic motivation: motivation driven by
the nature of the task itself. Studies have
found that you will put in more effort to try
different ways to succeed, and that your
will be more persistent if you are
intrinsically motivated.
Extrinsic motivation: when motivation for
change or development is derived from
external sources. Extrinsic motivation
comes from outside yourself and is not as
effective as intrinsic motivation. It includes
the goals, values, and interests of others as
they affect you. You learn in order to avoid
punishment, or to get a reward, or to please
someone.
e.g. Financial incentives, awards, or to
“have on my CV”, the boss commanding
Leadership unpacked:
Motivation: Theories
Different theories of motivation:
•Lots of theories!!
•Maslow
•ERG
•Equity theory
•Goal setting
•Social Cognitive Theory
Leadership unpacked:
Motivation: Theories: Maslow'
hierarchy of needs
Maslow:
•Theory of needs: 5 levels:
Self-actualisation (becoming the best person
you can be)
Esteem (sense of self worth)
Social affiliation (need for belongingness)
Security and safety (e.g. shelter, safe)
Physiological needs (e.g. food, water)
Leadership unpacked:
Motivation: Theories: Alderfer
Alderfer ERG theory:
Existence needs: e.g. food, water, shelter
Relatedness needs: e.g. sense of
community, social aspects
Growth needs: e.g. self-esteem, self-worth,
job satisfaction
No “hierarchy” (compared to Maslow)
Leadership unpacked:
Motivation: Theories: Equity
theories
Equity theory
Inputs: effort, loyalty,
hard work, commitment,
skill, ability, flexibility,
supporting others,
“putting things into the
organisation” etc
Outputs: financial
rewards, benefits,
commission, bonuses,
recognition, reputation,
praise, thanks,
responsibility, travel,
training, development,
promotion etc “what
you get out of the job”
•Use “referent other” – may be co-worker,
or other person
Input (person)
Output (person)
= Input (other)
Output (other)
Idea is that you want to come out ahead of
the other person if possible Ip/Op ≤ Io/Oo
Workers will use different methods if they
perceive inequity against themselves:
•Take “sick” leave, work less harder or less
often, try to justify the “disparity”, choose
another person as “referent other” or leave
the field
Leadership unpacked:
Motivation: Theories: Social
Cognitive Theory
Social Cognitive Theory:
Big gun “Albert Bandura”
-
Cognitive theory (based on how you
think)
-
Main component is “self-efficacy”
-
Self-efficacy is the extent of belief in the
capacity to do something
-
Created via 4 sources
1. Mastery Experiences
powerful
most
2. Vicarious Experiences
3. Social Persuasion
4. Physiological & affective
powerful
states
least
Leadership unpacked:
Motivation: Theories: Social
Cognitive Theory: Self-efficacy
1. Mastery Experiences: help employee to
perform task successfully
2. Vicarious Experiences: observe task
performed by someone else
3. Social Persuasion: “You can do it”
4. Physiological & affective states: sweaty
palms, increased heartbeat – I am
nervous, “I can’t do it” or “I am calm, I
feel good, I can do it”
Leadership unpacked:
Motivation: Theories: Goal &
Goal Setting Theory
Goal Setting Theory:
Subset of Goal Theory (we always have
goals, they are innate, and we are goal
directed. Goals are future end states).
SMART Goal Setting:
Specific: “who” “what” “where” “when”
“why”
Measurable: concrete criteria
Actionable/Attainable: “stretch you” but
“not too much” – elastic, not inelastic
Realistic: “do-able” but not “easy”
Timely: within a specific timeframe
Leadership unpacked:
Motivation: Theories: Jim
Have a look at the case study for Jim.
Break up into 5 groups.
Leadership unpacked:
Motivation: Theories: Goal &
Goal Setting Theory
Specific
What, when, why,
where?
Take a few moments to develop your own
SMART goals relating to your engineering
career:
Measurabl Actionable Realistic Timely
How will I
How will I
measure the this?
achievemen
E.G. I would like to
I would like
weight. I will do this lose 20kg
joining WW on
with a nutritionist.
advice from my GP
I will attend
weekly
exercise 4x
take a more
balanced
approach to
eating
Is this
realistic?
What
timeframe
we
Yes, will
to
“treat
allocation
I would
lose this
weight by
December
2006.
Approxim
one kilo a
week
Ways to motivate yourself and
others
• Use the SMART way to identify goals –
remind yourself about why these goals
are important to you
• optimistic thinking: what is the worst that
could happen if a certain path to your
goal does not succeed, is there another
pathway?
• recognize your sense of discovery
• take responsibility for your learning
• accept the risks inherent in learning with
confidence, competence, and autonomy
• recognize that "failure" is success:
learning what doesn't work is on the
same path
as learning what does work
• celebrate your achievement in meeting
your goals
• encourage yourself – be your own
cheerleader!
Leadership unpacked:
Module 5: Conflict
and negotiation
Leadership unpacked: Conflict &
Negotiation: NASA Exercise
NASA Test: Lost on the moon
-On your own, complete the Lost on the
moon priority list
-Group discussion/observation
Leadership unpacked: Conflict &
Negotiation: NASA Exercise
Discussion:
Roles: what roles were being performed?
What negotiating took place?
What conflict appeared and how was it
handled?
How did the group come a decision?
Was this task better performed individually
or in a group?
Leadership unpacked: Conflict &
Negotiation: A work situation
The following is a short skit.
It is not real.
It is a made-up scenario.
Leadership unpacked: Conflict &
Negotiation: A work situation
What was the cause(s) of the conflict? Or
what is the issue(s) involved?
How did the conflict escalate?
How could the conflict have been avoided?
(hint, what did we learn this morning??)
Leadership unpacked: Conflict &
Negotiation: Make my voice
heard
You are in a group of 7 people on a desert
island. Your object is to get the group to
agree that your item is one of the three
most important things.
As a group, work out which of the following
are going to be the three most important
things you choose:
-Flint
-Saucepan/cooking pot
-Water purifying tablets
-Axe
-Malaria tablets
-Pencil and paper
-Bottle and cork
The others will observe and then they will
get a chance to participate in another
scenario.
Leadership unpacked: Conflict &
Negotiation: Make my voice
heard
You are in a group of 7 people on a desert
island. Your object is to get the group work
out who is going to be in charge of different
duties.
You each have only one of the following
skills but none of the others know what
your skill is unless you communicate it to
them. Expand on your skill as much as you
can.
Leadership unpacked: Conflict &
Negotiation: Personal reflection
1. Choose 3 people who fit into the
categories on the left
2. Taking each one separately, imagine you
were alone with each one of them for a
long period of time.
Please do not unfold until filling out the
exercise.
Leadership unpacked: Conflict &
Negotiation: NSW Engineering
In groups, then divide into two subgroups
and taking turns, argue first the pros and
cons for one of the following engineering
projects.
Be as inflexible as you can
-Kurnell Desalination Plant
-Cross-city tunnel
-Nuclear power plant in far west NSW
-Tunnel linking North (Manly) and South
(Watson’s Bay) Heads
Leadership unpacked: Conflict &
Negotiation: NSW Engineering
Discussion:
Roles: what roles were being performed?
What negotiating took place?
What conflict appeared and how was it
handled?
How did the group come a decision?
Leadership unpacked: Conflict &
Negotiation: NSW Engineering
In groups, then divide into two subgroups
and taking turns, argue first the pros and
cons for one of the following engineering
projects.
Be as flexible as you can
-Kurnell Desalination Plant
-Cross-city tunnel
-Nuclear power plant in far west NSW
-Tunnel linking North (Manly) and South
(Watson’s Bay) Heads
Leadership unpacked: Conflict &
Negotiation: NSW Engineering
Discussion:
Roles: what roles were being performed?
What negotiating took place?
What conflict appeared and how was it
handled?
How did the group come a decision?
Leadership unpacked:
Module 6: Ethical
leadership
Leadership unpacked: Ethical
leadership
Ethics:
People vary regarding their ethics, and
are based on their own value systems,
but usually some fundamental principles
assist with determining ethical
behaviour:
1. Is it right?
2. Is it fair?
3. Who gets hurt?
4. Would you be comfortable if the details
of your decision were placed in a public
medium/area?
5. Would you tell your child (or a young
relative) to do it?
6. How does it smell? (fishy?)
Leadership unpacked: Ethical
leadership: Ethical dilemmas
In groups, discuss the ethical dilemma
nominated for your group.
-
Waste not, want not
-
Leach or impeach
-
Design or perish
-
Bank-rolled
Leadership unpacked: Ethical
leadership: Ethical reasoning
questionnaire
Complete the questionnaire.
If you like discuss with someone else a
question that you disagree with each other,
and why.
Leadership unpacked:
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