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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. Questions?
Copyright 2016 Rosalicia Cordova

20. references
Bass, B. M. & Avolio, B. J. (1995). Multifactor Leadership Questionnaire (MLQ). Retrieved from
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

21. 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