Leadership Definitions Leadership is the process of motivating other people to act in particular ways in order to achieve specific goals. Tim Hannagan (2002) The role of the leader is to take us on journeys to places we have never been before. Kevin Cashman You must be the change you wish to see in the World. Mahatma Ghandi Leadership: “one cannot eat fruit” (Hegel) …the leader’s singular job is to get results. Daniel Goleman

Leadership Definitions Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. Joseph Rost (1991) Influence Relationship Leader + Followers Change Mutual (Interdependence) Context Active ‘intend’ (ACTS OF LEADERSHIP)

Fundamentals of Leadership Follower Leader Relationships Must have followers to lead – consequences of losing followers – the power of followers Must know, respond to and even shape social identity of followers – if you hit the right mark you can lead Not too big an intelligence gap Respect and interpersonal trust needed (Johari?) Levels of Leadership Dyadic Team Organisational Strategic ( Transformational and EQ+IQ+MQ Operational Transactional Institutional Lacking freedom?

Fundamentals of Leadership ? Position or Choice Covey on Position or Choice

Characteristics of Leadership Third Sector Public Sector Pick any two and ascribe qualities or characteristics associated with them in terms of their success as a leader? Vladimir Putin Nelson Mandela Bill Gates Michael O’Leary

Leadership = EQ + IQ +MQ Leadership Equation With EQ+IQ+MQ a manager is more likely to be a good leader Higher the rank, more EQ needed EQ more important than IQ + MQ for leadership and performance More likely to be a good leader (in any situation) if manager has the four EQ dimensions /competences of: Motivation Intuition Conscientiousness Emotional resilience. Dulewicz, V., Dulewicz, C. & Young, M. (2005) The relevance of emotional intelligence for leadership performance. Journal of General Management, Vol. 30, No. 3, Spring 2005, p71-86

Leaders and Managers Managers push. Leaders pull. Management is getting people to do what needs to be done Leadership is getting people to want to do what needs to be done. Managers command. Leaders communicate. Managers push. Leaders pull. Bennis, Warren G. (1994) Leading Change: The Leaders as the Chief Transformation Officer. In J. Renesch Ed.), Leadership in a New Era: Visionary Approaches to the Biggest Crisis of Our Time, pp 102-110, San Francisco, New Leaders Press.

Leadership Approach Pull Results Push Time In command and out of control? Best style is authoritative (EI) and transformational (FRL) Contrast “Adaptive Change” Heifer and Laurie, HBR 1997 challenge and question identify and deal with conflict feel pressure for change.

Leader-Manager Spectrum Inward Looking Outward Looking Manager Leader Outcomes Outputs Throughputs Inputs Effectiveness Efficiency Economy Remember to take time out to lead!

Manager and Leader (Warren Bennis, 2003) Transactional Transformational doing things right administers maintains focuses on systems asks how and when watches bottom line doing the right things innovates develops focuses on people inspires trust asks what and why has a long-term view Routine + certain Change + uncertain Contingent reward Inspired Exchange of value Sacrifice self-interest Motivated by incentives Motivated to excel

Full Range Leadership Bass and Riggio, 2006) Effective Transformational Leadership Passive Act ive Transactional Management Laissez-faire Less Effective

Transformational Leadership Behaviours Organisational Results Intellectual Stimulation New ideas and empowerment Overcome resistance to change Motivate and encourage Confidence in Vision Change Oriented Leadership Inspirational Motivation Individualised Consideration Motivated by engagement and appeal; common purpose ; transcend self-interest Idealised Influence

Leadership Styles Tell Sell Empower Consult Adair – Shipwreck (p34) “…in any situation people will tend to follow the man or woman who knows what to do and how to do it” p 35 Leadership Styles

Managing Knowledge Workers Managing Ourselves “In a few hundred years, when the history of our time is written from a long-term perspective, it is likely that the most important event those historians will see is not technology, not the internet, not e-commerce. It is an unprecedented change in the human condition. For the first time – literally – substantial and rapidly growing numbers of people have choices. For the first time they will have to manage themselves. And society is totally unprepared for it” Managing Knowledge Workers Drucker, Peter, F. (Spring, 2000) Leader to Leader: Managing Knowledge Means Managing Oneself 16 pp8-10

Learning to Lead Kouzes and Posner (1987, p283) Their analysis (supported by two other major studies) of all responses suggests three major categories of opportunities for learning to lead. In order of importance they are : Trial and error (experience) Other People (role models) Education and formal training. “In pursuit of knowledge, everyday something is acquired In pursuit of wisdom, everyday something is dropped.” All Three is Best