4-6. Leadership Paradigms
SLP(E) Course
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Contents
• What is Leadership?
• Leadership Theories.
• Leadership & Followership.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
What is Leadership?
Leadership Paradigms
International Section | Centre for Defence Leadership & Management | College of Management & Technology
What is leadership?
“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.
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What is leadership?
• Can you feel leadership?
– Emotion | Relationship.
• Can you describe leadership?
– Process.
• Can you define leadership?
– Phenomenon (Fact or situation that exists).
• Can you measure leadership?
– Activity.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Etymology
Origin of word & use
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Old German ‘Lidan’ | TO GO.
Old English ‘Lithan’ | TO TRAVEL.
To show the way, to guide.
To cause to act, think, feel or behave in a
certain way.
• To initiate action.
• To go at the head.
• The principal role.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership References
Amazon: 45,746 Books
Google: 496,000,000 Hits
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Leadership ‘words’
Understands environment
inspire
visionary
team
example
privileged
Understands people
Variety of styles
situation
personality and character
understands him/herself
no prescription
compulsion
persuasion
people
transform
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership
MANAGEMENT
LEADERSHIP
Command
Authority
Discipline
Power
Influence
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership Definition
Leadership is visionary; it is the projection of
personality & character to inspire the team to
achieve the desired outcome. There is no
prescription for leadership and no prescribed style
of leader. Leadership is a combination of example,
persuasion & compulsion dependent on the
situation. It should aim to transform & be
underpinned by individual skills and an enabling ethos.
The successful leader is an individual who
understands him/herself, the organisation, the
environment in which they operate & the people that
they are privileged to lead.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Command, Leadership &
Management
Command
Relationship?
Leadership
Management
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Command
• Position of authority & responsibility.
• Legally appointed.
• Leadership & management are key
components.
• Commanders are not leaders until their
position has been ratified in the hearts &
minds of those they command.
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Management
• Allocation & control of resources (human |
materiel | financial) to achieve objectives.
• Capability to deploy a range of techniques
& skills to plan, organise & execute the
business of defence.
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Command
Authority
LEADERSHIP
Personal Power
LEADERSHIP
Positional Power
MANAGEMENT
•Stuff
•Numbers
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Leadership vs Management
• ‘Leaders conquer the context….
managers surrender to it.
• The manager administrates; the leader innovates.
• The manager focuses on systems and structures;
the leader focuses on people.
• The manager relies on control; the leader inspires
trust.
• The manager has a short-range view; the leader
has a long range perspective.
• Managers do things right; leaders do the right
things.’
Warren Bennis | 1994
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership & Management Relationship
Change
LEADERSHIP
Inspiration
Empowerment
Personal strength & Sensitivity
Recognition & support
Team Building
Articulate vision & values
Innovative challenge
MANAGEMENT
Example
Behaviours
Decisiveness
styles
Planning
Analysis
Training
Monitoring
Evaluation
Organisation
Control
Maintenance
Systems & processes
International Section | Centre for Defence Leadership & Management | College of Management & Technology
&
Dr Eric Schmidt | Chairman & CEO
Larry Page
President of
Products
Sergey Brin
President of
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 | Centre for Defence Leadership & Management | College of Management & Technology
Learning Leadership
• Aristotle’s Nicomachean Ethics 340BC.
– Written for son Nicomachus.
– How problems dealt with depends upon how
they are interpreted.
• Learning of leadership:
– Not just a body of theoretical knowledge |
episteme &
– Not just captured by replicable skills | techné but
– Also practical wisdom | phronesis.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership Development
• Leadership is a skill.
• Some people have more natural talent,
but…
• Skills can be developed through practise.
• What to practise & how?
– Leadership Models
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8
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership Theories
Leadership Paradigms
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Utility of Theory
• ‘It (theory) does not necessarily require to be a direction
for action …it is an analytical investigation of the subject
that leads to an exact knowledge…it then becomes a
guide…it lights up the road for him (sic), facilitates his
progress, educates his judgement and shields him from
error…each person in succession may not have to go
through the same labour of clearing the ground and
toiling through the subject…it should educate the mind
of the future leader…or rather guide him in his self
instruction but not accompany him to the field of
battle’.
Carl Von Clausewitz. On War
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Leadership Thinking
• Can be separated into two traditions:
• The Great Man Tradition:
– Opinions of gurus, generals & former CEOs.
• The Academic Tradition:
– Empirical research, largely from the US.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
The Great Men
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The Academics
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Recommended Reading
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Leadership Thinking
• Great Man Tradition:
– Entertaining but unscientific.
• Academic Tradition:
– Scientific but often difficult to understand or
see the immediate relevance.
– Considerable differences between the
disciplines.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Evolution of management theory
The Classical Perspective The Behavioural Perspective
Scientific Administrative
Management Management
300 BC 1911
The Quantitive Perspective
Human Relations OrganisationalManagement Operations
Movement
Behaviour
Science
Management
1933
1950-60s
Henri Fayol
Elton Mayo
F W Taylor
Maslow
Mary Parker
The Gilbreths
McGregor
Follett
Gantt
Likert
Emerson
Integrating Perspectives
Systems Contingency Integrating
Perspective Perspective Framework
Leadership Theory
Contemporary Management Thought
Type Z
Model
Excellence
Business process
Re-engineering
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Evolution of Leadership theory
The Great Man
Theory
Homer
Asoka
Confucius
Plato
Aristotle
Machiavelli
Thomas Carlyle 1850s
Sir Francis Galton 1869
Motivational Theory
Trait Theory
Jenkins 1947
Stogdill 1948
Mayo’s Hawthorn Studies 1933 Goldbach 1985
George Homans 1950
Maslow’s hierarchy of Needs 1954
McGregor’s X&Y Theory 1960
Fredrick Herzberg 1959/66
Chris Argyris1970
The Contextual/Behavioural The Functional
Factor
Approach
The Situational
Approach
Universal Theories
...
Ohio State Research 1950’s
Michigan State University-R Likert 1961/67
Blake & Moulton ‘Managerial Grid’ 1964
Power & Influence
Theory
Servant
leadership
theory
...
Robert Greenleaf
Hersey & Blanchard 1985
John Adair
Stogdill
R Tannenbaum & WH Schmidt19 58/73
VH Vroom & PW Yetton 1973
Hersey & Blanchard 60’s - 93
Transformational
Participative Leadership Contingency Charismatic
& Decision Making Theory Theory
Leadership Theory Theory
G Yukl 1970/80s
RJ House 1976/77
F Fiedler 1970s
JRP French & BH Raven 1959
BM Bass 1960
A Edzoni 1961
JP Kotter 1982
Contemporary Thinking
JM Burns 1978
BM Bass 80s-90s
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Great Man Theory
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Trait Theory
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Trait Theory
Traits
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Adaptable to situations.
Alert to social environment.
Ambitious & achievementorientated.
Assertive.
Cooperative.
Decisive.
Dependable.
Dominant (desire to influence
others).
Energetic (high activity level).
Persistent.
Self-confident.
Tolerant of stress.
Willing to assume responsibility.
Skills
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Clever (intelligent).
Conceptually skilled.
Creative.
Diplomatic and tactful.
Fluent in speaking.
Knowledgeable about group task
Organised (admin ability).
Persuasive.
Socially skilled.
Stogdill | 1974
High
Country Club
Team
Focus on needs of people for
satisfying relationships leads to
a comfortable, friendly
atmosphere & work tempo
Committed people; linked
through common stake in
organisation’s purpose. Trust &
respect.
Middle-of-the-Road
Medium
Low
Concern for people
Universal Theories
Adequate performance
possible by balancing work with
maintaining moral at a
satisfactory level.
Impoverished
Authority Compliance
Exertion of minimum effort to
get required work done to
sustain organisation.
Efficient operations by
arranging work conditions so
that human elements interfere
as little as possible.
Low
Medium
High
Concern for task
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34
Adair’s Functional Approach
Areas of need
Task
Context
Team
Individual
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Transactional/Transformational
Leadership
• Transactional leaders: BUY followers.
• Transformational leaders: INSPIRE followers.
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Transactional Leadership
• An exchange of inducements between
leader & led for fulfilment of tasks:
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Contingent Reward.
Management by Exception.
No mutuality or pursuit of a higher purpose.
Not likely to be enduring.
Realisation of goals thro’ meeting ‘wants’.
Honesty, fairness & honouring of commitments.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Transformational Leadership
• Transcends self interest for good of group | long
term not short term needs | aware of what is
really important:
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Concerned with end values: liberty, justice, equality.
Charismatic leadership or Idealized Influence.
Inspirational Motivation.
Individualised Consideration.
Intellectual Stimulation | higher plane of arousal
Change to Maslow’s hierarchy of needs.
Most likely to emerge in times of stress & change.
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Don’t mess with my
Leadership!
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Situational Approach
Relationship
Behaviour
(high)
(low)
Supporting
Coaching
High Relationship
& Low Task
High Task &
High Relationship
Delegating
Directing
Low Relationship
& Low Task
High Task &
Low Relationship
Task Behaviour
(high)
Maturity of Followers
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Context/Style of Leadership
• Visionary: when a new vision is required.
• Coaching: connects personal needs with
organisational goals.
• Affilliative: to heal rifts in the team | people
come first.
• Democratic: to build buy in | get valuable input.
• Pacesetting: lead by example.
• Commanding: in a crisis | to kick-start a
turnaround.
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Goleman’s Leadership Styles
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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
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15
Authentic Leadership
Psychological Self
Philosophical Self
Self Awareness
Ethical Virtue
Thoughts
& values
Authentic
Leadership
Self Regulation
Ethical Actions
Actions &
behaviours
http://www.keyleadership.com/Downloads/Authentic%20Leadership%20Devel
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opment%20.pdf & Technology
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Leadership & Followership
Leadership Paradigms
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Toxic Leadership
“ 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 | Centre for Defence Leadership & Management | College of Management & Technology
Toxic Leadership
• Bright, energetic individuals with a
reputation for ‘getting the job done’.
• Strategic issue: ‘not normally addressed
until there is a public spectacle’
• EQ attributes:
– Arrogant | self centred | ultimately
dysfunctional.
– Insensitivity.
– Uncontrolled ambition.
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Dealing with a toxic leader
International Section | Centre for Defence Leadership & Management | College of Management & Technology
Sources of toxicity at work
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Intention:
Incompetence:
Infidelity:
Insensitivity:
Intrusiveness:
Institutional:
Inevitability:
Malice.
Weakness.
Betrayal.
Emotional unintelligence.
Charismatic control.
Policies & practices.
Leadership | trauma | jolts.
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Political Behaviour
Baddeley & James
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Trust
The Trust Equation:
Trustworthiness =
Credibility x Reliability x Intimacy
Self-Orientation
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Creating Trust
Engage
Commit
Frame
Listen
Envision
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Destructive Assent
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.
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27
Destructive Assent
Take-off check list commences
• Pettit: God, look at that thing.
That doesn’t seem right, does it?
Uh, that’s not right.
•
Pettit: Air conditioning &
pressurization?
•
Wheaton: Set
•
Pettit: Engine anti-ice?
• Pettit: Naw, I don’t think that’s
right. Ah, maybe it is.
•
Wheaton: Off
• Wheaton: 120
1559 Cleared for take off &
throttles open
•
Pettit: ‘It’s real cold, real cold’
•
Wheaton: It’s spooled. Real
cold, real cold.
• Wheaton: Yes, there’s 80
• 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
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28
Destructive Assent
Take-off check list commences
• Pettit: God, look at that thing.
That doesn’t seem right, does it?
Uh, that’s not right.
•
Pettit: Air conditioning &
pressurization?
•
Wheaton: Set
•
Pettit: Engine anti-ice?
• Pettit: Naw, I don’t think that’s
right. Ah, maybe it is.
•
Wheaton: Off
• Wheaton: 120
1559 Cleared for take off &
throttles open
•
Pettit: ‘It’s real cold, real cold’
•
Wheaton: It’s spooled. Real
cold, real cold.
• Wheaton: Yes, there’s 80
• 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
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29
Constructive Dissent
• Winston Churchill (PM).
• General Brooke (Chair of UK Chiefs of
Staff)
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30
Constructive Dissent
• Brooke on Churchill:
‘…genius mixed with an astonishing lack of
vision – he is quite the most difficult man to
work with…’
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31
Constructive Dissent
• 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!’
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32
Emotional Intelligence (EQ)
“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).”
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33
EQ Competences
Personal Competence
Social Competence
Self-Awareness
Social Awareness
• Emotional Self-Awareness
• Accurate Self-Assessment
• Self-Confident
• Empathy
Self-Management
Relationship Management
• Emotional self-control
• Transparency
• Adaptability
• Achievement
• Initiative
• Optimism
• Developing Others
• Organisational Awareness
• Service Orientation
• Inspirational Leadership
• Influence
• Change Catalyst
• Conflict Management
• Teamwork and Collaboration
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Effective Contemporary Leader
Bright enough!
IQ
Political
EQ
Emotionally aware
Ethical
CQ
Culturally attuned
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Fitness to Lead
‘It is that intangible force which will move a whole group
of men to give their last ounce to achieve something
without counting the cost to themselves; that makes
them feel they are part of something greater than
themselves’
Field Marshal Slim
Emotionally | Intellectually | Ethically
Physically | Professionally
International Section | Centre for Defence Leadership & Management | College of Management & Technology
4-6. Leadership Paradigms
SLP(E) Course
International Section | Centre for Defence Leadership & Management | College of Management & Technology