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Leadership Styles Learning Organization Series June 12, 2006 By: Khaled Ayesh, MBA Management HR Development Expert

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Leadership Most companies don’t die because they are wrong. Most die because management doesn’t commit themselves. Andy Grove, CEO, Intel

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POLITICS AND LEADERSHIP

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<ul><li>How do you define the leadership? </li></ul><ul><li>It is difficult to define !!!! </li></ul>

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Leadership Style People Task Situation Organization Environmental Factors

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Purpose of leadership <ul><li>Generate competitive advantages </li></ul><ul><li>Focusing & motivating a group </li></ul><ul><li>Being accountable & responsible for the group </li></ul><ul><li>A leader should: </li></ul><ul><ul><li>Provide continuity and momentum </li></ul></ul><ul><ul><li>Be flexible in allowing changes of direction </li></ul></ul>

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What is the good leader role? Success Growth Stability Survival Crisis What’s my role?

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Results of good Leadership <ul><li>Low illness percentage </li></ul><ul><li>Low fluctuation / turnover </li></ul><ul><li>Feeling of belongingness </li></ul><ul><li>More innovations </li></ul><ul><li>Better flow of information </li></ul><ul><li>Faster results </li></ul>

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Leadership Styles <ul><li>Authoritarian </li></ul><ul><li>Democratic </li></ul><ul><li>Autocratic </li></ul><ul><li>Political </li></ul><ul><li>Laissez-Faire </li></ul><ul><li>Paternalistic </li></ul><ul><li>Charismatic </li></ul><ul><li>Traditional </li></ul><ul><li>Jungle Fighter </li></ul><ul><li>Transformational </li></ul>

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Authoritarian Style (Structural Frame) <ul><li>Relates to relationships and formal roles in the organization. </li></ul><ul><li>Charts, policies, procedures, authority, and responsibility guide the leader’s decision and behavior. </li></ul><ul><li>Emphasis on goals, roles, and formal relationships. </li></ul><ul><ul><li>Develop a strategy </li></ul></ul><ul><ul><li>Focus on implementation </li></ul></ul><ul><ul><li>Continually experiment, evaluate, and adapt </li></ul></ul><ul><ul><li>Do their homework </li></ul></ul>

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Democratic Style (HRs) <ul><li>Relies on the needs of the members </li></ul><ul><li>without looking at the final product. </li></ul><ul><li>Believes in people & communicate </li></ul><ul><li>that belief. </li></ul><ul><li>Are visible and accessible. </li></ul><ul><li>Consultative: Consulting before taking decisions </li></ul><ul><li>Persuasive: Taking decisions & persuading others that the decision is correct </li></ul><ul><li>Fitting the organization to the people & meeting the needs of followers become the key to effectiveness of the democratic frame. </li></ul><ul><li>The organization should design conditions allowing people to accomplish their own goals along with organizational objectives. </li></ul>

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Autocratic Style <ul><li>Leader makes decisions without reference to anyone else </li></ul><ul><li>High degree of dependency on the leader </li></ul><ul><li>Can create de-motivation and alienation of staff </li></ul><ul><li>May be valuable in some types of business where decisions need to be made quickly and decisively </li></ul>

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Political Style <ul><li>Focuses on the struggle for scarce resources in an organization. </li></ul><ul><li>“Every man for himself” </li></ul>

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Laissez-Faire Style <ul><li>‘ Let it be’ – the leadership responsibilities are shared by all. </li></ul><ul><li>Useful in businesses where creative ideas are important. </li></ul><ul><li>Can be highly motivational, as people have control over their working life </li></ul><ul><li>Can make coordination and decision making time-consuming & lacking in overall direction </li></ul><ul><ul><li>Relies on good team work </li></ul></ul><ul><ul><li>Relies on good interpersonal relations </li></ul></ul>

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Paternalistic Style <ul><li>Leader acts as a ‘father figure’ </li></ul><ul><li>Makes decision but may consult </li></ul><ul><li>Believes in the need to support staff </li></ul>

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Charismatic Style <ul><li>Followers make attributions of heroic </li></ul><ul><li>or extraordinary leadership abilities </li></ul><ul><li>when they observe certain behaviors. </li></ul><ul><li>People working for charismatic leaders are motivated to exert extra work effort and, because they like & respect their leaders, express greater satisfaction. </li></ul><ul><li>Charisma useful when the followers’ task has an ideological component or when the environment involves a high degree of stress and uncertainty. </li></ul>

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Traditional Style (Mokhtar) <ul><li>Focuses on shared norms, visions & social values. </li></ul><ul><li>Uses a lot of ceremonies, traditions, and symbols. </li></ul><ul><li>Tradition and symbolic leaders interpret. experience, use symbols to capture. attention, and discover and communicate a vision. </li></ul>

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Jungle Fighter Style <ul><li>Gives guidance and direction </li></ul><ul><li>Abilities </li></ul><ul><ul><li>Different management styles </li></ul></ul><ul><ul><li>Clarification </li></ul></ul><ul><ul><li>Fairness </li></ul></ul><ul><ul><li>Self-esteem </li></ul></ul><ul><ul><li>Creativity </li></ul></ul><ul><ul><li>Communication and organization skills </li></ul></ul><ul><ul><li>Sacrifice to survive </li></ul></ul>The Gladiator Movie

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Transformational Style <ul><li>Stimulates interest among followers to view work from new perspectives </li></ul><ul><li>Generates awareness of the mission </li></ul><ul><li>Develops colleagues and followers to higher levels of ability and potential </li></ul><ul><li>Motivates colleagues and followers to look beyond their own interests to those of the group </li></ul><ul><li>Does their job via “the four I’s”: </li></ul><ul><ul><li>Idealized influence </li></ul></ul><ul><ul><li>Inspirational motivation </li></ul></ul><ul><ul><li>Intellectual stimulation </li></ul></ul><ul><ul><li>Individualized consideration </li></ul></ul>

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Famous Leaders

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Traits of the Excellent Leader <ul><li>A vision and purpose. </li></ul><ul><li>Clear goals. </li></ul><ul><li>Strong commitment. </li></ul><ul><li>Flexibility. </li></ul><ul><li>An understanding of change. </li></ul><ul><li>Active listening skills. </li></ul><ul><li>Confidence to take risks. </li></ul><ul><li>Knowledgeable about the total organization. </li></ul><ul><li>Able to learn from mistakes. </li></ul><ul><li>Excellent communicators & listeners. </li></ul><ul><li>Able to speak clearly & effectively. </li></ul><ul><li>Resourceful. </li></ul><ul><li>Realistic. </li></ul>

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Continuum of Leader Behavior Prentice Hall, 2002

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Management vs. Leadership <ul><li>Doing things right </li></ul><ul><li>Rules & herachies </li></ul><ul><li>Deals with daily tasks </li></ul><ul><li>Formal & rational </li></ul><ul><li>Doing the right things </li></ul><ul><li>Impulsive </li></ul><ul><li>Visionary </li></ul><ul><li>Driving Changes </li></ul><ul><li>More emotional </li></ul>

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Leadership Practices <ul><li>The five practices of effective leaders identified by Barry Kouzes and James Posner (2002) Excellent Leaders : </li></ul><ul><ul><ul><ul><ul><li>Model the way </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Inspire a shared vision </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Challenge the process </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Enable others to act </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Encourage the heart </li></ul></ul></ul></ul></ul>

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The 4 Leadership Styles <ul><li>Directing Telling what & how to do </li></ul><ul><li>Coaching Leading & Listening </li></ul><ul><li>Supporting Listening, praising, while someone else decides </li></ul><ul><li>Delegating Letting someone else run with the ball </li></ul>

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The Directing/Telling Leader <ul><li>Sets goals. </li></ul><ul><li>Identifies the problems. </li></ul><ul><li>Comes up with solutions. </li></ul><ul><li>Decides who does what work. </li></ul><ul><li>Gives specific directions. </li></ul><ul><li>Announces decisions. </li></ul><ul><li>Closely supervises and evaluates employees' work. </li></ul>

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The Coaching/Selling Leader <ul><li>Sets the goals. </li></ul><ul><li>Identifies the problems. </li></ul><ul><li>Develops a plan to solve problems & consults with employees. </li></ul><ul><li>Makes the final decision about procedures or solutions after hearing employees' ideas, opinions & feelings. </li></ul><ul><li>Explains decisions to employees & asks for their ideas. </li></ul><ul><li>Praises employees' work efforts. </li></ul><ul><li>Continues to direct employees' work. </li></ul><ul><li>Evaluates employees' work. </li></ul>

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The Supporting/Participating Leader <ul><li>Involves employees in problem-solving & goal-setting. </li></ul><ul><li>Takes the lead in defining how to do a job or solve a problem. </li></ul><ul><li>Provides support, resources, and ideas if requested. </li></ul><ul><li>Shares responsibility for problem-solving with employees. </li></ul><ul><li>Listens to employees and guides them as they make decisions. </li></ul><ul><li>Evaluates an employee’s work with that person. </li></ul>

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The Delegating Leader <ul><li>Identifies problems with employees. </li></ul><ul><li>Sets goals with employees. </li></ul><ul><li>Develops plans and makes decisions with employees. </li></ul><ul><li>Lets employees decide who does the tasks. </li></ul><ul><li>Accepts employees' decisions and monitors their performance. </li></ul><ul><li>Lets employees evaluate their own work. </li></ul><ul><li>Lets employees take responsibility and credit for their work. </li></ul>

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Managers with Leadership Skills

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Steps to apply your STYLE <ul><li>Determine your preferred leadership style </li></ul><ul><li>Determine when to use each style according to the task </li></ul><ul><li>Determine the capabilities of the members </li></ul><ul><li>Use the appropriate leadership style </li></ul>

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Styles of Followership <ul><li>Docile Sheep </li></ul><ul><li>Passive-aggressive </li></ul><ul><li>Totally involved, loyal, supportive followership </li></ul>

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The Four Leadership Styles

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Leadership styles <ul><li>Leadership grid developed by Robert Blake and Jane Mouton , Source: wikipedia.org </li></ul>

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The Managerial Grid

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Linked Leadership-Followership Styles Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.

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Applying the Situational Leadership Model Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.

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Again, Leadership is… <ul><li>The act of making a difference . </li></ul><ul><li>The ability to achieve results through people. </li></ul><ul><li>Honoring the greatness--and the uniqueness in each person . </li></ul><ul><li>Knowing that from time to time you have to look backward to see forward . </li></ul>

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Once Again, Leadership is… <ul><li>Knowing that every day you have the same number of minutes as Lincoln, Galileo, Edison, da Vinci, King, Gandhi, Mother Teresa, Mandela. </li></ul><ul><li>Viewing life as a laboratory instead of a stage. </li></ul><ul><li>Challenging times are meant to be a test of spirit , not theatrics. </li></ul>

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Leadership Development <ul><li>Self-Assessment: </li></ul><ul><ul><li>Strengths; Weaknesses; Traits; Habits; Personality; Roles; etc. </li></ul></ul><ul><li>Communication: </li></ul><ul><ul><ul><li>Writing; Speaking; Giving directions; </li></ul></ul></ul><ul><ul><ul><li>Listening, seeking feedback </li></ul></ul></ul><ul><ul><ul><li>Working with the media; etc. </li></ul></ul></ul><ul><li>Competencies (skills): </li></ul><ul><ul><ul><li>Managing conflict; Selecting priorities </li></ul></ul></ul><ul><ul><ul><li>Managing time; Negotiating </li></ul></ul></ul><ul><ul><ul><li>Building teams; Writing grants; etc. </li></ul></ul></ul><ul><li>Knowledge: </li></ul><ul><ul><ul><li>Dynamics of groups; </li></ul></ul></ul><ul><ul><ul><li>Influence of gender and difference </li></ul></ul></ul><ul><ul><ul><li>Evaluation of leaders; Culture of lifelong learning; etc. </li></ul></ul></ul>

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Start with Self-Awareness Cattell’s 16 Personality Factors Source: Adapted from Gregory Northcraft and Margaret Neale, Organizational Behavior (Fort Worth, TX: Dryden Press, 1994), p. 87.

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Four Examples of MBTI Styles and Some Corresponding Occupations

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Next Step <ul><li>Maintain the process of sharpening the saw for effective leadership style: </li></ul><ul><li>2. Communication </li></ul><ul><li>3. Competencies </li></ul><ul><li>4. Knowledge </li></ul>

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<ul><li>Thank you indeed!! </li></ul><ul><li>Any further good comments? </li></ul>