MDWSC Georgia
Nov/Dec 2011
Colonel Andrew Cliffe
International Section | Leadership & Management Division | College of Management and Technology
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• What is leadership?
• Leadership models.
• Personality & leadership.
• Teams & leadership.
• Strategic leadership.
• UK Leadership Centre.
International Section | Leadership & Management Division | College of Management and Technology
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“One of the most observed & least understood phenomena on
earth” James Burns (1978).
"A leader shapes and shares a vision which gives point to the
work of others." Charles Handy (1992).
"A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to
be." Rosalynn Carter, US First Lady (b.1927) .
"Be willing to make decisions. That's the most important quality in
a good leader." General George S. Patton Jr.
"As we look ahead into the next century, leaders will be those who
empower others." Bill Gates .
International Section | Leadership & Management Division | College of Management and Technology
3

Command
MANAGEMENT
LEADERSHIP
Authority
Discipline
Power
Influence
International Section | Leadership & Management Division | College of Management and Technology
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Command
Leadership Management
International Section | Leadership & Management Division | College of Management and Technology
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• Command:
– Legally appointed position of authority.
• Leadership:
– Combination of example, persuasion & compulsion.
– Projection of personality & character to inspire a team to achieve the desired outcome.
– Visionary.
• Management:
– Allocation & control of resources (human, materiel and financial) to achieve objectives.
– Planning, organisation & execution of the business of Defence.
International Section | Leadership & Management Division | College of Management and Technology
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“…Managers are necessary:
Leaders are essential….
Leadership is of the spirit, compounded of personality & vision……
About People
Management is of the mind, more a matter of accurate calculation, statistics, timetables & routine…”
About Things
Field Marshall Bill Slim
(1944)
International Section | Leadership & Management Division | College of Management and Technology
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• Leadership is a skill.
• Some people have more natural talent, but…
• Skills can be developed through practise.
• What to practise & how?
– Leadership Models
International Section | Leadership & Management Division | College of Management and Technology
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International Section | Leadership & Management Division | College of Management and Technology
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Evolution of Leadership theory
Homer
Asoka
Confucius
Plato
Aristotle
Machiavelli
The Great Man
Theory
Thomas Carlyle 1850s
Sir Francis Galton 1869
The Contextual/Behavioural
Factor
Motivational Theory Trait Theory
The Functional
Approach
The Situational
Approach
Universal Theories
...
Jenkins 1947
Mayo’s Hawthorn Studies 1933
Stogdill 1948
Goldbach 1985
George Homans 1950
Maslow’s hierarchy of Needs 1954
McGregor’s X&Y Theory 1960
Fredrick Herzberg 1959/66
Chris Argyris1970
Ohio State Research 1950’s
Michigan State University-R Likert 1961/67
Blake & Moulton ‘Managerial Grid’ 1964
Servant
Power & Influence
Theory leadership ...
Robert Greenleaf
Hersey & Blanchard 1985 John Adair
Stogdill
R Tannenbaum & WH Schmidt19 58/73
VH Vroom & PW Yetton 1973
Hersey & Blanchard 60’s - 93
JRP French & BH Raven 1959
BM Bass 1960
A Edzoni 1961
JP Kotter 1982
Participative Leadership
& Decision Making Theory
Contingency
Theory
Charismatic
Leadership Theory
Transformational
Theory
Contemporary Thinking
G Yukl 1970/80s
F Fiedler 1970s
RJ House 1976/77
JM Burns 1978
BM Bass 80s-90s
International Section | Leadership & Management Division | College of Management and Technology
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International Section | Leadership & Management Division | College of Management and Technology
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International Section | Leadership & Management Division | College of Management and Technology
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• Integrity
• Vision
• Communications
• Decision-making
• Humility
• Innovation
• Professional knowledge
• Courage
• Sense of humour
• Intelligence
• Sensitivity
• Character
• Personality
• Charisma
• Shouting & waving your arms about
International Section | Leadership & Management Division | College of Management and Technology
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Areas of need
Task
Context
Team Individual
International Section | Leadership & Management Division | College of Management and Technology
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• Coercive
• Authoritative
• Affiliative
• Democratic
• Pace-setting
• Coaching
Crisis
Change
Heal rifts
Get buy-in
Quick results
Improve performance
Use the ‘style’ to meet the challenge
International Section | Leadership & Management Division | College of Management and Technology
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• Transactional leaders: BUY followers.
• Transformational leaders: INSPIRE followers.
International Section | Leadership & Management Division | College of Management and Technology
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International Section | Leadership & Management Division | College of Management and Technology
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• The Five Factor Model:
– Neuroticism (sensitivity).
– Extraversion (expressive).
– Agreeableness.
– Openness to experience.
– Conscientiousness.
Digman, 1990
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International Section | Leadership & Management Division | College of Management and Technology

• Myers-Briggs Type Indicator (MBTI):
– Focus of attention & energy:
• E XTRAVERT – I NTROVERT
– Source of information & perspective:
• S ENSING – I N TUITIVE
– Decision making:
• T HINKING – F EELING
– Approach to life:
• J UDGING – P ERCEIVING
• Dominant function.
International Section | Leadership & Management Division | College of Management and Technology
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• Myers-Briggs Type Indicator (MBTI):
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
International Section | Leadership & Management Division | College of Management and Technology
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• INTJs live in the world of ideas and strategic planning. They value intelligence, knowledge, and competence, and typically have high standards in these regards, which they continuously strive to fulfill. To a somewhat lesser extent, they have similar expectations of others.
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College of Management and Technology

Boss
Peers You Peers
Subordinates
International Section | Leadership & Management Division | College of Management and Technology
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• Things that you learn:
– More about yourself & what you need to improve.
– More about other people:
• They’re not just doing it to annoy you!
• Strengths & weaknesses in your team.
– What is happening when things go wrong:
• The Dark side!
• Reluctance amongst military.
International Section | Leadership & Management Division | College of Management and Technology
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International Section | Leadership & Management Division | College of Management and Technology
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• Belbin’s 8 Team Roles:
– Chairman: best use of resources.
– Shaper: sets objectives & priorities.
– Plant: new ideas & strategies.
– Company Worker: ideas & practical suggestions.
– Team Worker: communications & team spirit.
– Monitor-evaluator: analysis.
– Resource Investigator: outside the team.
– Completer: attention & urgency.
International Section | Leadership & Management Division | College of Management and Technology
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“ Destructive leaders are focused on short-term mission accomplishment. They provide superiors with impressive articulate presentations and enthusiastic responses to missions . But they are unconcerned about, or oblivious to, staff or troop morale and/or climate.
They are seen as self serving ”
Anon, Staff College Discussion
International Section | Leadership & Management Division | College of Management and Technology
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Situation:
• January 13 1982, a freezing-cold day.
• Air Florida 90 (‘Palm 90’), due out from Washington DC at 1415 hrs.
• Crew:
– Captain Larry Wheaton – SENIOR.
– 1st Officer Roger Pettit – JUNIOR.
International Section | Leadership & Management Division | College of Management and Technology
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Take-off check list commences
• Pettit: Air conditioning & pressurization?
• Wheaton: Set
• Pettit: Engine anti-ice?
• Wheaton: Off
1559 Cleared for take off & throttles open
• Pettit: ‘It’s real cold, real cold’
• Wheaton: It’s spooled. Real cold, real cold.
• Pettit: God, look at that thing.
That doesn’t seem right, does it?
Uh, that’s not right.
• Wheaton: Yes, there’s 80
• Pettit: Naw, I don’t think that’s right. Ah, maybe it is.
• Wheaton: 120
• Pettit: I don’t know
• Wheaton: V1. (Lift off, but nose rises too quickly) Easy. V2
1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14th Street Bridge;
6 survivors
International Section | Leadership & Management Division | College of Management and Technology
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Take-off check list commences
• Pettit: Air conditioning & pressurization?
• Wheaton: Set
• Pettit: Engine anti-ice?
• Wheaton: Off
1559 Cleared for take off & throttles open
• Pettit: ‘It’s real cold, real cold’
• Wheaton: It’s spooled. Real cold, real cold.
• Pettit: God, look at that thing.
That doesn’t seem right, does it?
Uh, that’s not right.
• Wheaton: Yes, there’s 80
• Pettit: Naw, I don’t think that’s right. Ah, maybe it is.
• Wheaton: 120
• Pettit: I don’t know
• Wheaton: V1. (Lift off, but nose rises too quickly) Easy. V2
1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14th Street Bridge;
6 survivors
International Section | Leadership & Management Division | College of Management and Technology
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• Winston Churchill (PM).
• General Brooke (Chair of UK Chiefs of
Staff)
International Section | Leadership & Management Division | College of Management and Technology
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• Brooke on Churchill:
‘…genius mixed with an astonishing lack of vision – he is quite the most difficult man to work with…’
International Section | Leadership & Management Division | College of Management and Technology
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• Churchill on Brooke:
– ‘When I hit the table & push my face towards him, what does he do? He hits the table harder & glares back at me!’
International Section | Leadership & Management Division | College of Management and Technology
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“The capacity for recognising our own feelings and those of others , for motivating ourselves and for managing emotions well in ourselves and in our relationships .
Abilities distinct from but complementary to academic intelligence, the purely cognitive capacity measured by
IQ (Intelligence).”
International Section | Leadership & Management Division | College of Management and Technology
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International Section | Leadership & Management Division | College of Management and Technology
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• What is the challenge?
• What changes?
• Why is ‘senior’ leadership important?
International Section | Leadership & Management Division | College of Management and Technology
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Responsibility for organizational success
Strategic
Operational
Tactical
Specialist competence to deliver task success
International Section | Leadership & Management Division | College of Management and Technology
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Changing Environment – Changing Skills?
Strategic
Operational
Tactical
International Section | Leadership & Management Division | College of Management and Technology
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• Communication : from inward to upwards & outwards. Shape environment. Cross silo.
• Uncertainty : increasing ambiguity & complexity.
Timescales.
• Risks: from physical to organisational.
• Decision-making: increasing proportion of ethical decisions.
Strategic leaders do not need to know all the answers – they need to ask the right questions.
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College of Management and Technology

• Understanding complexity .
• Produce results .
• A strong motive .
• Develop a value-based vision .
• Develop Policies, strategies & programmes for achieving the vision .
• Engage in personal practises & behaviours that reflect the values that underlie the vision .
M Sashkin, 1995, The Visionary Leader
College of Management and Technology

• Providing Direction:
• Purpose | Vision for whole organisation.
• Getting Strategy & Policy right:
• Strategic thinking.
• Organise/Reorganise:
• Making the organisation fit for purpose.
• Release the Corporate Spirit:
• Energy | morale | confidence | Esprit de Corps.
• Relate the organisation to wider environment:
• Allies, partners, stakeholders.
• Develop today & tomorrow’s leaders:
• Succession planning | long term view.
John Adair – Effective Strategic Leadership 2002
College of Management and Technology

M eeting the needs of strategic managers and leaders across defence.
International Section | Leadership & Management Division | College of Management and Technology
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• Established in 2000.
• Three tasks:
– Develop a leadership Model.
– Prepare & issue a Leadership Book.
– Deliver a programme of courses.
International Section | Leadership & Management Division | College of Management and Technology
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Integrity
Vision
Communication
Professional
Knowledge
Innovation
Decision Taking
Focussed on
Development
Humility
International Section | Leadership & Management Division | College of Management and Technology
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Board Member
Defence Executive
Leadership
Programme
2/3/4*
Senior
Responsible
Owners
Executive
Proj Tm Ldr
(PTL)
Deputy PTL
Defence Senior
Leaders
Programme
Defence Strategic
Management
Programme
1*
Strategic
Tm Member
Defence
Leadership
Education
Programme
Advanced
Command & Staff
Course
Leadership &
Management
Development
Programme
Through Life
Capability
Management
Masters
Programmes
Intermediate
International Section | Leadership & Management Division | College of Management and Technology
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Brigadiers
Lt Cols
Majs
Higher Command & Staff Course 30 Offrs
Advanced Command & Staff Course 350 Offrs
Intermediate Command & Staff Course 2000 Offrs
Distributed & Just-In-Time Training
Officer Cadets RNC RMAS RAFC
International Section | Leadership & Management Division | College of Management and Technology
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Academic
Intelligence
Emotional
Intelligence
Cultural
Intelligence
International Section | Leadership & Management Division | College of Management and Technology
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• Leadership is widely studied.
• Commanders have to be both managers & leaders.
• Leadership is a skill & can be developed.
• Considered:
– leadership & personality.
– teams & leadership.
• Leadership challenges change as move up to strategic level.
• UK Leadership Centre.
International Section | Leadership & Management Division | College of Management and Technology
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MDWSC Georgia
Nov/Dec 2011
Colonel Andrew Cliffe
International Section | Leadership & Management Division | College of Management and Technology
46