Developing Leadership skills By Dr. Rosie Cordova SAHRA’s II Annual Conference October 28, 2016 Copyright 2016 Rosalicia Cordova

Defining leadership The definition of leadership varies No set definition Debate exists regarding if leadership exists as the concept that most people understand as such Copyright 2016 Rosalicia Cordova

definition Leadership is guiding subordinates or followers toward reaching the vision and organizational goals by fueling their internal motivation and passion within them in such a way that each follower embraces the vision and goals as his/her own. (Cordova, 2016) Copyright 2016 Rosalicia Cordova

Leadership traits and behaviors High energy level and stress tolerance Internal locus of control orientation Emotional maturity Personal integrity Socialized power motivation Moderately high achievement orientation Moderately high self-confidence Moderately low need for affiliation (Yukl, 2012, p. 138) Copyright 2016 Rosalicia Cordova

Influence of the leader Improvement Efficiency and reliability of operational processes Human relations and human resource management innovation Adapting to the external environment (Yukl, 2013). Decisions Strategy Structure Administration (Yukl, 2013) Copyright 2016 Rosalicia Cordova

Communicating leadership Directly Written and oral communication Meetings Speeches Attending employee recognition events Indirectly Through delegation Modeling honesty, ethical behavior, and other values Copyright 2016 Rosalicia Cordova

Classification of leadership Scholars have classified leadership according to: Behavior Followers, Situations, Leadership Traits, Type of influence, abilities, power, and other methods (Yukl,  2013). Copyright 2016 Rosalicia Cordova

Born or made Theory of Big Men Some people are born with specific leadership qualities or abilities Charisma Passion Perseverance Leaders are made (they learn to be leaders) (Goleman, 2002). Leadership is an opportunity for all Leadership may be learned Copyright 2016 Rosalicia Cordova

Concern for people and concern for tasks Servant Leadership THEORY SCHOLAR DESCRIPTION Managerial Grid Blake and Mouton (1964) Concern for people and concern for tasks Servant Leadership Robert K. Greenleaf (1970) Leaders are servants first to their followers Path-Goal Robert House (1971) Leadership behavior complement skills and compensates for deficiencies of followers Hersey-Blanchard Situational Theory Paul Hersey and Ken Blanchard (1977) Best leadership style adapts to the maturity of subordinates (willingness and skills) Fiedler Contingency Model (Least Preferred Coworker) Fred Fiedler (1978) Optimal leadership depends on the situation Transformational Leadership Bass (1985) Leaders transform followers and become leaders themselves Charismatic Leadership Conger and Kanungo (1987) Leaders inspire and motivate followers (Yukl, 2013) Copyright 2016 Rosalicia Cordova

All managers want to be leaders all the time TEXTBOOK REALITY All managers want to be leaders all the time Managers want to lead when they can. Managerial tasks take most of the working time Managers apply leadership theories at work Managers may apply leadership theories without full awareness of the application Learning about leadership, improves leadership effectiveness Managers seek leadership improvement, but obstacles may discourage practical application Subordinates and superiors react to applied leadership as anticipated by the specific theory People are complex and their reactions may follow a combination of theories or no specific theory Copyright 2016 Rosalicia Cordova

Obstacles to leadership Every day operations and life interfere with good intentions Long hours/Limited time for planning Too many responsibilities and multiple priorities Constant interruptions Uncertain environment Internal/External pressures Managing constant crisis Distrust of subordinates (controlling attitude) Stress Health problems Personal life (family problems, financial situation, social life, spiritual life, etc.) Lonely at the top Copyright 2016 Rosalicia Cordova

First things first – Leadership Foundation Leadership is personal Knowing your leadership strengths (leadership self-assessment) Multifactor Leadership Questionnaire (MLQ) of Bass and Avolio (1995) www.mindgarden.com Reflect on your strengths and areas of improvement MLQ – leadership styles and leadership effectiveness Copyright 2016 Rosalicia Cordova

Leadership considerations Behavior patterns are complex Transformation leadership may be used in most situations (Yukl, 2013) Consider becoming a transformational leader Getting familiar with Bass (1985) theory of Transformational Leadership and the three leadership styles Transformational leadership – inspiring, motivating, and transforming followers to achieve vision and goals and create change Transactional leadership – managing with rewards and punishment to maintain status quo Laissez faire leadership – manager intervenes when needed Copyright 2016 Rosalicia Cordova

Aligning theory with practice TRANSFORMATIONAL THEORY (Four I’s) LEADERSHIP PRACTICE Idealized influence – refers to the behavior of the leader as a role model that encourages followers to imitate such behavior Be a role model – model the behaviors that represent the values you wish your employees to follow Intellectual Stimulation – refers to the leadership behavior that encourages followers to achieve a new creative perspective and to develop innovative solutions Encourage creativity and innovation – have tolerance for making mistakes when applying new ideas, encourage creativity, and celebrate successes Individualized Consideration – refers to leading and supporting followers with individual attention, training, and coaching Know your employees – provide individualized attention, training, and coaching Inspirational Motivation – refers to communicating an inspiring vision and motivating followers to achieve it Talk about the organizational vision and goals with enthusiasm and passion – use symbolism and reference vision to strategy, to planning, and to operations (Bass & Avolio,1990) Copyright 2016 Rosalicia Cordova

Transformational leadership guidelines Articulate a clear and appealing vision. Explain how the vision can be attained. Act confident and optimistic. Express confidence in followers. Use dramatic, symbolic actions to emphasize key values. Lead by example. (Yukl, 2013, p. 332) Copyright 2016 Rosalicia Cordova

practical recommendations Time management – reduces stress and may improve organizational and managerial effectiveness Employee empowerment and delegation – facilitates managing priorities, frees time for planning and other managerial and leadership functions Stress management – allows improved decision making, reduces health risks Healthy diet and exercise – builds resiliency to stress (Whetten & Cameron, 2011) Life and work balance – positive attitude and joyful disposition Copyright 2016 Rosalicia Cordova

Personal leadership improvement plan Develop a Personal Leadership Improvement Plan Reflect on personal leadership vision and long term goals Map major goals and required milestones for achieving your leadership improvement vision Detail objectives needed to achieve each major goal, including transformational leadership behaviors (four I’s) and life-work balance Reflect on the possible barriers and obstacles and how to overcome them Implement Leadership Improvement Plan Include a time frame and check progress by taking a leadership self- assessment or requesting feedback from subordinates and superiors. Modify plan as needed Copyright 2016 Rosalicia Cordova

Practical Leadership improvement model Leadership Improvement Plan Role Model Leadership Self-Assessment Encourage Creativity Time Management and Stress Management Individual Support Life and Work Balance, Healthy Diet, and Exercise Communicate Vision LEADER (Cordova, 2016) Copyright 2016 Rosalicia Cordova

Questions? Copyright 2016 Rosalicia Cordova

references Bass, B. M. & Avolio, B. J. (1995). Multifactor Leadership Questionnaire (MLQ). Retrieved from www.mindgarden.com Blake, R. & Mouton, J. (1964). The Managerial Grid: The Key to Leadership Excellence. Houston, TX: Gulf Publishing Co. Conger, J. A., & Kanungo, R. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637–647. Fiedler, F. E. (1978). The contingency model and the dynamics of the leadership process. In L. Berkowitz (Ed.), Advances in experimental social psychology. New York, NY: Academic Press. Copyright 2016 Rosalicia Cordova

References (cont.) Goleman, D., Boyatzis, R., & McKee A. (2002). Primal leadership : Realizing the power of emotional intelligence. Boston, Mass. :Harvard Business School Press. House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321–339. Whetton, D. & Cameron, K. (2011). Developing Management Skills (8th ed.). Upper Saddle River, NJ: Prentice Hall. Yukl, G. (2013). Leadership in Organizations. Pearson Education: Upper Saddle, NJ. Copyright 2016 Rosalicia Cordova