1. 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

2. 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)

3. 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?

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

5. 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

6. 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

7. 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 , San Francisco, New Leaders Press.

8. 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.

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

10. 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

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

12. 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

13. 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

14. 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

15. 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