Leadership
(Theory & Practice)
Professional Development 2012
Learning Outcomes
• Revisit Leadership Theory
• Consider Significance of Emotional
Intelligence for people centred
leadership
• Identify your own leadership profile in
the context of leadership as a
professional competency
• Use essential readings to understand
leadership in complex environments
Leadership
What is it & what are its characteristics?
Summary Of Leadership Theories
Authoritarian Vs Facilitative Leadership
Styles
Leadership = Power & Influence?
Emotional Intelligence & People Centred
Leadership
My personal/professional Leadership profile
(MBTI perspectives)
Leading Groups Through a Project Cycle
Think, Reflect, Recall
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Family
College & Peers
Placement
Community Development Contexts
Previous Career
Society
Public Life
Definition of Leadership
• “A process whereby an individual
influences a group of individuals to
achieve a common goal.”
» Peter G. Northouse
• “Leadership at its core, is a very simple
process of thinking well or thinking
clearly about the situation facing them”
» Sean Ruth
Most Common Characteristics
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Caring
Approachable
Has Integrity
Accepting of people
Respectful
Affirming
Understanding
Enthusiastic
Thoughtful
• Bring out the best in
people
• Positive
• Supportive
• Has a vision
• Good listener
• Challenging
• Inspiring
• Sense of Humour
Leadership Characteristics
• Enthuser
• Integrity-lives
his/her values
• Leads by
example
• Aware of own
behaviour
• Intellect to meet
job needs
• Aware of group needs
• Exhibits trust in his
followers
• Able to represent the
organisation to his
people and his people
to the organisation
• Generates good
leaders from his
followers
pd-mr&bk
8
Leadership Styles Authoritarian
• Described as the
solo leader
• Task oriented
• one way
communicator
• Sees others as
subordinates-directs
• Makes all the
decisions
pd-mr&bk
• Uses policy and
structure-conforms
• Uses extrinsic
rewards
• considered the
expert
• Pushes change from
the top
• works one to one
with subordinates
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Leadership style : Facilitative
• Quality oriented
• Empowers-delegates
decision making &
problem solving
• Emphasises trust,
innovation and risk
taking
• Defines tasks broadly
and uses cross training
• Works towards
consensus-mission
• Skilled in motivation
toward improvement
• Uses intrinsic
motivation
• Initiates change through
groups
• Develops colleagues
pd-mr&bk
10
Power
“Power is the capacity or potential to
influence”.
Peter G. Northouse
• Beliefs – Attitudes – Course of Action
• What is your potential to exercise the above
and does this indicate leadership role(s)?
Types of Power
• John French and Bertram Raven in 1959
• LEGITIMATE – has a right to make demands and
expects compliance and obedience.
• REWARD – Results from one person’s ability to
compensate another for compliance
• COERCIVE – Can punish others for non compliance.
• EXPERT – Person’s superior skills and knowledge
• REFERENT – Person’s perceived attractiveness,
worthiness, and right to respect from others.
The Development of
Leadership Theories
• 1. Leadership Traits Theory
• 2. Behavioural Style Theory (Blake and
Mouton)
• 3. Contingency Theory and Situational
Leadership (Hersey Blanchard)
• 4. Action Centred Leadership (Adair)
• 5. Emotional Intelligence (Goleman)
pd-mr&bk
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1. Theories of Leadership
• Trait theories:
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Personality?
Dominance and personal presence?
Perseverance
Charisma & enthusiasm
Self confidence?
Achievement driven
Ability to formulate a clear vision?
Worker & doer
2.Theories of Leadership
• Behavioural:
• Imply that leaders can be trained – focus on
the way of doing things
– Structure based behavioural theories – focus on
the leader instituting structures – task orientated
– Relationship based behavioural theories – focus
on the development and maintenance of
relationships – process orientated
3. Theories of Leadership
• Contingency Theories:
• Leadership as being more flexible – different
leadership styles used at different times
depending on the circumstance.
• Suggests leadership is not a fixed series of
characteristics that can be transposed into
different contexts
4. Action Centered Leadership
(Adair)
• Leadership must ensure that all three sets
of needs are met on an ongoing basis
Focus
Task
Group
Relationships
Individual
Self-esteem/actualisation
pd-mr&bk
‘Tannenbaum and
Schmidt’
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5. Emotional Intelligence
• “An array of capabilities, competencies and skills
that influence one’s ability to succeed in coping
with environmental demands and pressures” Reuven
Bar On
• It is a factor in determining one’s ability to succeed
in life
• Relates to potential for performance
Centre for Education and
Developing Human Potential
How does EQ differ from IQ
• EQ focuses on
developing an
understanding of and
ability to mange emotions
• EQ can be developed and
enhanced through life
• Until recent years EQ has
been over looked in
predicting a persons
potential for success
•IQ focuses upon developing
cognitive abilities and is more
academically orientated
•IQ is thought to be
established at birth and
cannot be enhanced
•IQ has traditionally been
used to predict a persons
potential for success
Centre for Education and
Developing Human Potential
Real
Leadership
pd-mr&bk
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Centre for Education and
Developing Human Potential
EQ-I Measures
1. Intrapersonal: emotional self awareness,
assertiveness, self-actualisation, self regard,
independence
2. Interpersonal: empathy, social responsibility,
interpersonal relationships
3. Adaptability: problem solving, reality testing,
flexibility
4. Stress Management: stress tolerance, impulse
control
5. General Mood: happiness and mood
Centre for Education and
Developing Human Potential
Components of EQ:
Intrapersonal.
• Awareness of your own emotions – ability
to name feelings you are experiencing
• Ability to manage your emotions – anger,
anxiety, sadness expressed in a constructive
manner and ability to create and maintain
positive emotions
• Recognising emotions in other people –
putting yourself in the other persons shoes
and having empathy for other peoples
feelings
Centre for Education and
Developing Human Potential
The Emotionally Intelligent Leader
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Is self aware, motivated and perceives others accurately
Manages emotions to create well formed outcomes
Can recognise and name emotions
Prepares to manage both people and tasks
Thinks positively and stays with a challenge
Is flexible and adapts easily to changes
Excellent social skills and sense of community
Is resilient and looks for solutions
Seeks to grow and develop
Adapted from Emotional Intelligence Chartered
Management Institute 2003
Centre for Education and
Developing Human Potential
Emotional Capital- 3 core elements in
organisations
• External emotional capital- value of feelings and
perceptions held by the client/service user and
external stakeholders
• Internal emotional capital- values, feelings,
beliefs held by all employees/volunteers in
org/agency
• Intra-personal emotional capital–level of positive
energy a leader invests and how they mobilise,
focus and renew the collective energy of the people
they lead
Source: Emotional Capitalists Martyn Newman 2005
Centre for Education and
Developing Human Potential
MBTI –Leadership & Team Building
(see handout for your type-Krebs Hirsh, S.)
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Your Team Leadership Style
How you might irritate team members
How you might influence team members
How you contribute to team dynamic
How you can maximise your
effectiveness
• How you might be irritated by other
team members
Dominant Functions
ISTJ
Reality/eviden
ce/details
experience
ISFJ
INFJ
Possibilities
Future
Vision
INTJ
ISTP
ISFP
Values,
harmony
cohesion
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
Rationality
Cause Effect
Logic
ESFJ
ENFJ
ENTJ
Additional Slides
• Leading Teams/Groups throughout a
project cycle
Blanchard’s Model of Situational
Leadership Applied to Team
Development
Hi
Lo
Forming
Storming
Norming
Performing
Competence of the Team
pd-mr&bk
Commitment of the
Team
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Team Leader’s responsibility
at the Forming Stage
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Hold a detailed briefing session
Answer all questions honestly
Create a clear sense of direction
Present mission, goals and requirements
Identify outputs and deliverables
Define tasks, responsibilities and roles
Provide training on team roles, tools and
processes
pd-mr&bk
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Bonding Stage
• Make team members feel welcome and
needed
• Develop relationships to unify participants
• Establish ground rules to develop common
ground
• Build mutual trust between members and
management
• Cultivate participation with communication
• Encourage creativity and accept feedback
• Brainstorm problems and their causes
pd-mr&bk
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Storming Stage-managing
team conflict
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Welcome differences
React positively
Use empathy
Use positive feedback
Confront problems
Negotiate solutions together
pd-mr&bk
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Empowering the team
• Let the team finalise its charter
• Assist the team develop a master plan
• Let the team run meetings as soon as
possible
• Guide the team to share its workload
• Encourage consensus decision making
• Help the team to resolve conflicts
pd-mr&bk
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Facilitating Team training
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Team building skills
Organising Skills
People Skills
Meeting Skills
Supporting tools
Work and project management
Technical skills
pd-mr&bk
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Leadership is about inspiring
trust?
Leadership is about seeing
possibilities?
Rodger Bannister
1954
Leadership is about seeking
new strategies?
Dick Fosbury
1969
Leadership is about having a
vision?
Leadership is about quality
communication?
Reading Material
Two Journal Articles
Nienow, D. (2009). Collective Leadership For Community Change: The Essential
Role Of The Community Organisation. Centre of Ethical Leadership (PDF
download on moodle).
Tarplett, P. (2011) Leadership in Tough Times International Journal of Leadership in
Public Services, Vol 7, No 3 - 2011. (PDF copy on Moodle)
Leadership: Theory and Practice ; Peter Northouse, Sage Publications, London
2007
Effective Educational Leadership; Ed. Nigel Bennett, Megan Crawford, Marion
Cartwright, Open University/Sage, London 2008
Leadership Can be Taught; Sharon Daloz Parks, Harvard Business School Press,
Boston 2005