Profile of a Leader

Definition of a Leader Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished. - Richards & Engle When the effective leader is finished with his work, the people say it happened naturally. - Lao Tse The task of the leader is to get his people from where they are to where they have not been. - Henry Kissinger

Characteristics of a Leader Leaders are willing to take risks. Leaders think in terms of do’s, not don’ts. Leaders see change as a constant, not an event. Leaders have a vision of the future. Leaders overcome adversity. Leaders value teamwork and bridge diversity.

Function of the Leader Create a vision. Foster commitment. Affirm and articulate values. Inspire trust. Integrate diverse views. Appreciate dialog. Help others exert their influence. Foster commitment. Involve others in decision making. Listen and explain. Facilitate, energize and sustain action. Serve as role models. Maintain community support.

Most Effective Leaders Know the interests of the members. Understand the hopes & limitations of community. Know concerns of members. Know how to motivate members. Without motivation, no action will take place. Know how to establish communication between members. Know how to conduct meetings. Know how to assess effectiveness. This can become a powerful motivating force for further action and commitment.

LEADERSHIP vs. MANAGEMENT A person can be a leader without being a manager. A person can be a manager without being a leader. What are the difference between leadership and management?

LEADERSHIP vs. MANAGEMENT The manager administers. The manager has a short-range view. The manager asks how and when. The manager has his/her eye on the bottom line. The manager accepts the status quo. The leader innovates. The leader has a long-range perspective. The leader asks what and why. The leader has his/her eye on the horizon The leader challenges it.

Shared Leadership Shared leadership is leadership that directs; it does not dictate. When shared leadership occurs, people approach problems in collaborative ways. They engage each other in defining: What is important What is to be done How best to do it

Characteristics of a Leader “A leader is best when people barely know he exists. Not so good when people obey and acclaim him. Worst when they despise him.” “Fail to honor the people, they fail to honor you. But of a good leader, who talks little, when his work is done, his aim fulfilled, they will say, ‘We did it ourselves.’” - Lao Tzu (Old Master) - Chinese Taoist Philosopher

What do leaders do? They talk… They talk about what’s important. They talk about where we’re headed. They talk about what we stand for. They talk about falling in love with risk. And they get people motivated. What’s Important Values drive organizations Values shape Attitudes, Policies, Procedures, Activities Values are always being demonstrated You can’t hide them. Values will create your organization’s culture You have values. When working with the others in your group, be clear about what you value. Once people agree on a set of mutual values, your group’s objectives will be more easily defined. Where we’re headed Visions need to be: Simple, Easily understood, Clearly desirable by all, Energizing Grabs Focuses Arouses passion Transforms purpose into action Compels Pulls people toward it Commits people to action Drives a stake in the ground Becomes a rallying point What we stand for It needs to clearly separate you from all others. It is your external rallying cry. You need to have a Credo or a strong, crisp, clean statement of what you believe in and what you stand for. Falling in Love With Risk When there’s no risks taken, you can almost bet that it will be just another day with expected results. Those who do not learn to love risk, close the door to leadership. Through risk, we gain a perspective on what it means to be alive, to try new things, to challenge, to accept the possibility of failure as well as success. Motivated A leader empowers people, pulls rather than pushes, attracts and energizes people to a vision of the future. A leader motivates by identification with the vision and helping the group to align with it.

Lewin’s Leadership Study Conducted in 1939 Used Schoolchildren in arts and crafts project Used three different leadership groups Leader dictated everything Leader allowed group input Leader let group do as they please Study established three Leadership styles Authoritarian Leadership (Autocratic) Participative Leadership (Democratic) Delegative Leadership (Laissez-Faire) In 1939, a group of researchers led by psychologist Kurt Lewin conducted a study on school children participating in an arts and crafts project under the supervision of three different leadership styles. There were significant differences between the groups. Today, those initial three styles have been expanded into six different styles.

Lewin’s Leadership Styles Authoritarian Leadership (Autocratic) Found decision-making was less creative Sometimes viewed as controlling, bossy and dictatorial Participative Leadership (Democratic) Most effective style Less productive, but contributions were higher quality More motivated and creative Delegative Leadership (Laissez-Faire) Little cooperation among each other and unable to work independently Effective when members are highly qualified in an area of expertise Leads to poorly defined roles and lack of motivation In 1939, a group of researchers led by psychologist Kurt Lewin conducted a study on school children participating in an arts and crafts project under the supervision of three different leadership styles. There were significant differences between the groups. Today, those initial three styles have been expanded into six different styles.

Taking Stock: What is your primary leadership style?

Coercive Style Good or Bad? Now referred to by Goleman as “Commanding” “Do what I say” Manipulative and Forceful Effective in a turnaround situation or in dealing with a problem employee Overall, is counter productive in most situations Daniel Goleman is one of the most renounced researcher in leadership styles

Authoritative Style Good or Bad? Now referred to by Goleman as “Visionary” “Come with Me” or “Here is where we are going” Gives people freedom to choose from a range of options or to apply creativity Overall is very productive in all climates

Affiliative Style Good or Bad? “People come first” Builds Team Harmony and increases overall morale Emphasis on people and their feelings over accomplishing tasks & goals Overall is good in most climates, rarely offers advice leaving many people perpetually confused or undirected

Democratic Style Good or Bad? “What do you guys think we should do?” Can build flexibility and give people responsibility Works best when leader is uncertain about what direction to take Overall good in most climates, but often leads to a leaderless organization

Pacesetting Style Good or Bad? “Follow Me!” Sets high performance standards Is effective with the self-motivated and competent Leaves others overwhelmed and scared Overall not good in any climate, should be used sparingly

Coaching Style Good or Bad? “Let me show you how” A focus on conversations—helps those willing to or even desiring change Little or no focus on task related accomplishments Overall good, but not seen as a “bottom-line” approach

Steps to Becoming a L-E-A-D-E-R Listen Don’t assume - ask Enthusiastic Be positive and optimistic Action Be creative and take risks Dependability Be ethical and with communities best interest at heart Educated Understand dynamics of community and lead by example Results Getting positive things accomplished Listen Speaking out and taking a stand is one thing, but keeping an open ear is essential. Don’t assume what citizens want. Go out and talk with all organization members.   Enthusiastic If you are passionate about local issues, the enthusiasm will radiate to the rest of the community. A positive attitude and optimism will also go a long way to make the task both fun and effective. Action Goals are important, but providing a comprehensive plan of action that explains how to reach those goals is even more so. Be creative and take risks in order to find new ways of accomplishing those goals. Dependability The community should be able to trust its leaders to operate ethically and with their best interests at heart. Educated A leader should have a good understanding of the dynamics of the community, and how its members operate. A leader should also lead by example. Results The motivation to be a leader should not be for an impressive resume or to satisfy the urge for attention – it should be about getting something positive done. There are true leaders, and then there are people who grab a leadership position as a stepping stone in their career.

Commonality of Great Leaders Magnitude of their impact Duration of their impact The number of followers Magnitude – great leaders will be judged by the vigor and growth of their teachings and the amount of influence that has on other leaders Duration – has the work and teaching of their leadership survived the test of time. Followers - how many have been impacted by their teachings and leadership and how long will their message influence the behavior of significant numbers of people.

Questions?