4 -6 Leadership Paradigms SLP E Course International Section

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. International Section | Centre for Defence Leadership & Management | College of Management & Technology 3

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 • • 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 Hits International Section | Centre for Defence Leadership & Management | College of Management & Technology

Leadership ‘words’ Understands environment visionary team inspire example Understands people privileged Variety of styles situation personality and character understands him/herself no prescription persuasion compulsion 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 International Section | Centre for Defence Leadership & Management | College of Management & Technology 5

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. International Section | Centre for Defence Leadership & Management | College of Management & Technology

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. International Section | Centre for Defence Leadership & Management | College of Management & Technology

Command Authority LEADERSHIP Personal Power LEADERSHIP Positional Power MANAGEMENT • Stuff • Numbers International Section | Centre for Defence Leadership & Management | College of Management & Technology

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 International Section | Centre for Defence Leadership & Management | College of Management & Technology

“…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 340 BC. – 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 International Section | Centre for Defence Leadership & Management | College of Management & Technology 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 International Section | Centre for Defence Leadership & Management | College of Management & Technology

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 International Section | Centre for Defence Leadership & Management | College of Management & Technology

The Academics International Section | Centre for Defence Leadership & Management | College of Management & Technology

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 300 BC 1911 The Quantitive Perspective Human Relations Organisational. Management Operations Movement Behaviour Science Management 1933 1950 -60 s Henri Fayol Elton Mayo F W Taylor Maslow Mary Parker The Gilbreths Mc. Gregor Follett Gantt Likert Emerson Integrating Perspectives Systems Contingency Integrating Perspective Framework Leadership Theory Contemporary Management Thought Type Z Model Excellence Business process Re-engineering International Section | Centre for Defence Leadership & Management | College of Management & Technology

Evolution of Leadership theory The Great Man Theory Homer Asoka Confucius Plato Aristotle Machiavelli Thomas Carlyle 1850 s Sir Francis Galton 1869 Motivational Theory Trait Theory Universal Theories . . . Jenkins 1947 Stogdill 1948 Ohio State Research 1950’s Mayo’s Hawthorn Studies 1933 Goldbach 1985 Michigan State University-R Likert 1961/67 George Homans 1950 Blake & Moulton ‘Managerial Grid’ 1964 Maslow’s hierarchy of Needs 1954 Mc. Gregor’s X&Y Theory 1960 Fredrick Herzberg 1959/66 Chris Argyris 1970 The Contextual/Behavioural The Functional Factor Approach The Situational Approach Power & Influence Theory Servant leadership theory . . . Robert Greenleaf Hersey & Blanchard 1985 John Adair Stogdill R Tannenbaum & WH Schmidt 19 58/73 VH Vroom & PW Yetton 1973 Hersey & Blanchard 60’s - 93 Transformational Participative Leadership Contingency Charismatic & Decision Making Theory Leadership Theory G Yukl 1970/80 s RJ House 1976/77 F Fiedler 1970 s JRP French & BH Raven 1959 BM Bass 1960 A Edzoni 1961 JP Kotter 1982 Contemporary Thinking JM Burns 1978 BM Bass 80 s-90 s International Section | Centre for Defence Leadership & Management | College of Management & Technology

Great Man Theory International Section | Centre for Defence Leadership & Management | College of Management & Technology

Trait Theory International Section | Centre for Defence Leadership & Management | College of Management & Technology 12

Trait Theory Traits • • • • 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 • • • Clever (intelligent). Conceptually skilled. Creative. Diplomatic and tactful. Fluent in speaking. Knowledgeable about group task Organised (admin ability). Persuasive. Socially skilled. Stogdill | 1974

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 High Country Club Adequate performance possible by balancing work with maintaining moral at a satisfactory level. Impoverished Low Concern for people Universal Theories 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 International Section | Centre for Defence Leadership & Management | College of Management & Technology 34

Adair’s Functional Approach Areas of need Task Context Team Individual International Section | Centre for Defence Leadership & Management | College of Management & Technology

Transactional/Transformational Leadership • Transactional leaders: BUY followers. • Transformational leaders: INSPIRE followers. International Section | Centre for Defence Leadership & Management | College of Management & Technology

Transactional Leadership • An exchange of inducements between leader & led for fulfilment of tasks: – – – 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: – – – – 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 International Section | Centre for Defence Leadership & Management | College of Management & Technology

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. International Section | Centre for Defence Leadership & Management | College of Management & Technology

Goleman’s Leadership Styles • • • 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 | Centre for Defence Leadership & Management | College of Management & Technology 15

Authentic Leadership Psychological Self Philosophical Self Awareness Ethical Virtue Thoughts & values Authentic Leadership Self Regulation Ethical Actions & behaviours http: //www. keyleadership. com/Downloads/Authentic%20 Leadership%20 Devel International Section | Centre for Defence Leadership & Management | College of Management & Technology opment%20. pdf

International Section | Centre for Defence Leadership & Management | College of Management & Technology

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. International Section | Centre for Defence Leadership & Management | College of Management & Technology

Dealing with a toxic leader International Section | Centre for Defence Leadership & Management | College of Management & Technology

Sources of toxicity at work • • Intention: Incompetence: Infidelity: Insensitivity: Intrusiveness: Institutional: Inevitability: Malice. Weakness. Betrayal. Emotional unintelligence. Charismatic control. Policies & practices. Leadership | trauma | jolts. International Section | Centre for Defence Leadership & Management | College of Management & Technology

Political Behaviour Baddeley & James International Section | Centre for Defence Leadership & Management | College of Management & Technology

Trust The Trust Equation: Trustworthiness = Credibility x Reliability x Intimacy Self-Orientation International Section | Centre for Defence Leadership & Management | College of Management & Technology

Creating Trust Engage Commit Frame Listen Envision International Section | Centre for Defence Leadership & Management | College of Management & Technology

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. – 1 st Officer Roger Pettit – JUNIOR. International Section | Centre for Defence Leadership & Management | College of Management & Technology 27

Destructive Assent Take-off check list commences • Pettit: God, look at 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: Yes, there’s 80 • Pettit: I don’t know • Wheaton: V 1. (Lift off, but nose rises too quickly) Easy. V 2 Wheaton: It’s spooled. Real cold, real cold. 1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14 th Street Bridge; 6 survivors International Section | Centre for Defence Leadership & Management | College of Management & Technology 28

Destructive Assent Take-off check list commences • Pettit: God, look at 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: Yes, there’s 80 • Pettit: I don’t know • Wheaton: V 1. (Lift off, but nose rises too quickly) Easy. V 2 Wheaton: It’s spooled. Real cold, real cold. 1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14 th Street Bridge; 6 survivors International Section | Centre for Defence Leadership & Management | College of Management & Technology 29

Constructive Dissent • Winston Churchill (PM). • General Brooke (Chair of UK Chiefs of Staff) International Section | Centre for Defence Leadership & Management | College of Management & Technology 30

Constructive Dissent • Brooke on Churchill: ‘…genius mixed with an astonishing lack of vision – he is quite the most difficult man to work with…’ International Section | Centre for Defence Leadership & Management | College of Management & Technology 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!’ International Section | Centre for Defence Leadership & Management | College of Management & Technology 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). ” International Section | Centre for Defence Leadership & Management | College of Management & Technology 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 International Section | Centre for Defence Leadership & Management | College of Management & Technology

Effective Contemporary Leader IQ Political EQ Emotionally aware Ethical CQ Culturally attuned International Section | Centre for Defence Leadership & Management | College of Management & Technology

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