7775 Leadership in Contemporary Organisations 2016

1. 7775 Leadership in Contemporary Organisations2016 Getting Personal Dr Heba Batainah

2. Objectives At the end of this session, you should be able to: • Identify major personality dimensions and understand how personality influences leadership and relationships within organisations. • Clarify your instrumental and end values, and recognise how values guide thoughts and behaviour. • Define attitudes and explain their relationship to leader behaviour. • Recognise individual differences in cognitive style and broaden your own thinking style to expand your leadership potential.

3. Objectives Practise aspects of charismatic leadership by pursuing a vision or idea that you care deeply about and want to share with others. Recognise the potential good and dark sides to charismatic leadership. Recognise how mental models guide your behaviour and relationships. Engage in independent thinking by staying mentally alert, thinking critically and being mindful rather than mindless.

4. Objectives • Break out of categorised thinking patterns and open your mind to new ideas and multiple perspectives. • Begin to apply systems thinking and personal mastery to your activities at school or work. • Exercise emotional intelligence, including being self-aware, managing your emotions, motivating yourself, displaying empathy and managing relationships. • Apply the difference between motivating others on the basis of fear and motivating others on the basis of love.

5. Objectives • Understand the differences between transactional and transformational leadership, and have a clearer idea of which style you generally prefer. • Apply the principles of stewardship and servant leadership. • Understand the importance of authenticity and apply the principles of authentic leadership. • Understand and use mechanisms that enhance an ethical organisational culture. • Recognise courage in others and unlock your own potential to live and act courageously.

6. Objectives • Recognise your followership style and take steps to become a more effective follower. • Understand the leader’s role in developing effective followers. • Understand what followers want and contribute to building a community among followers. • Apply the principles of effective followership, including responsibility, service, challenging authority, participating in change and knowing when to leave. • Implement the strategies for effective followership at school or work.

7. Task: • On a piece of paper describe your personality • (in full sentences or single words) • Add some information about what you value in life • Add some information about what you are doing to achieve your goals/actualise your values • Add some information about what might be frustrating your progress

8. Personality and leadership • General dimensions: • Extroversion • Agreeableness • Conscientiousness • Emotional stability • Openness to experience • Higher scores do not guarantee leadership effectiveness. • Helps leaders understand their own dimensions.

9. Locus of control and authoritarianism • High locus of control – believe their actions have a significant impact on their behaviour. • Low locus of control – whatever happens is the result of luck or chance or outside people and events. • Authoritarianism – the belief that power and status differences should exist in an organisation.

10. Values and attitudes • Values are fundamental beliefs that impact on attitudes behaviour. • End values (terminal values) are beliefs about the kind of goals or outcomes that are worth pursuing. • Instrumental values are beliefs about the types of behaviour that are appropriate for reaching goals. • Values are learned, not inherited.

11. Values and attitudes • A leader’s personal values affect his or her perception of situations and problems. • Values guide a leader’s choice and actions. • An attitude is an evaluation, either positive or negative, about people, events and things.

12. Values and attitudes • Cognitions (thoughts) • Leader’s knowledge about employee performance • Affect (feelings) • Leader resents having to help employee with task • Behaviour • Leader may avoid an employee

13. Values and attitudes Douglas McGregor identified two sets of assumptions about human nature: • Theory X reflects the assumption that people are basically lazy and not motivated to work and have a natural tendency to avoid responsibility. • Theory Y is based on the assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about.

14. Differences in cognitive style • Cognitive ability – how well individuals can think, reason and solve problems. • Cognitive style relates to how a person perceives, processes, interprets and uses information, e.g. left and right brain function. • Understanding styles can help in effective interaction.

15. Patterns of thinking

16. The role of charisma • Charisma: ‘A fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty’. - Klein and House (1995: pp 112) • Charismatic leaders have the ability to inspire and motivate people to do more than they would normally do despite obstacles and personal sacrifice. • Infuse leadership with their own passion.

17. Charismatic leaders • Personal power not position power • Influence based on personal qualities • Can be self-serving • Leading to deception, manipulation and exploitation of followers • Personalised charismatic leaders • Socialised charismatic leaders

18. Leader capacity versus competence • Competence • Is limited • Quantifiable • Capacity • Is unlimited • Is defined by the potential for growth • Means the potential each of us has to do more and be more than we are now

19. Mental models • Mental models are theories people hold about specific systems in the world and their expected behaviour. • Leaders should be aware of how their own and others’ mental models affect thinking and may cause blind spots that limit understanding and effectiveness.

20. Example of a mental model

21. Developing a leader’s mind • Moving to a new mental model • Independent thinking • Open-mindedness • Systems thinking • Personal mastery

22. Emotional intelligence • Eight categories or families of emotions • Anger, sadness, fear, enjoyment, love, surprise, disgust and shame • Self awareness • Self management • Social awareness • Relationship management

23. Components of emotional quotient

24. Leading with fear • Fear: • Powerful motivator • Often meets organisational needs • Lose the best people • Lose the knowledge they have • Creates avoidance behaviour • Inhibits growth and change • Weakens trust and communication • People feel powerless • No-one takes risk

25. Leading with love • A relationship in which one person feels a loyalty towards – genuinely wishes the best for – another. • Love as motivation. • Love as feelings. • Love as action.

26. Fear and love • Fear-based motivation (lower needs): • I need a job to pay for my basic needs. You give me a job, and I will give you just enough to keep my job. • Love-based motivation (higher needs): • If the job and the leader make me feel valued as a person and provide a sense of meaning and contribution to the community at large, then I will give you all I have to offer.

27. Transactional leadership • The basis of transactional leadership is a transaction or exchange process between leaders and followers. • Transactional leaders: • Focus on the present • Excel at smooth running and efficiency • Traditional management • Follow the rules • Maintain stability

28. Transformational leadership • Transformational leadership is characterised by the ability to bring about significant change. • Ability to lead change. • Promote innovation. • Focus on intangible qualities. • Providing common ground. • Based on personal values, beliefs and qualities.

29. Transformational leadership • Develops followers into leaders. • Elevates the concerns of followers from lower-level physical needs to higher-level psychological needs. • Inspires followers to go beyond their own self-interest for the good of the group.

30. Leadership continuum • Stage one - subordinates are passive • Stage two – subordinates are more active in their work • Stage three - stewardship • Servant leadership • Is a stage beyond stewardship • Leaders give up control • Make a choice to serve employees

31. Leadership continuum • Authoritarian management • Participative management • Stewardship • Partnership assumption. • Localise decisions and power. • Recognise and reward the value of labour. • Expect core work teams to build the organisation.

32. Servant leadership • Servant leadership • Put service before self-interest • Listen first to affirm others • Inspire trust by being trustworthy • Nourish others to help them become whole • Servant leadership can mean something as simple as encouraging others in their personal development and helping them understand the larger purpose in their work.

33. Authentic leadership • The best leaders • Have high moral integrity • Good self awareness • Good awareness of others’ strengths, weaknesses, needs and values • And a good awareness of their context • Authenticity is paramount • What about ‘EGO’? • How might ego interfere with authentic leadership?

34. Leadership courage • Courage is both a moral and a practical matter for leaders. • Step through learned fears and take responsibility. • Take risks. • Make changes. • Speak their minds. • Fight for what they believe in.

35. Courage • Courage: • Means accepting responsibility • Often means non-conformity • Means pushing beyond the comfort zone • Means asking for what you want and saying what you think • Fighting for what you believe in

36. Courage and moral leadership • Acting like a moral leader requires courage. • Opposing unethical conduct requires courage. • How do you develop? • Believe in a higher purpose. • Draw strength from others. • Develop a healthy perspective on failure. • Harness frustration and anger.

37. The role of followers • Leadership and followership are fundamental roles. • Leaders are influenced by the actions and attitudes of followers. • Many of the leaders’ qualities are possessed by effective followers.

38. Followership styles

39. Styles of followership • Alienated • The conformist • The pragmatic survivor • The passive follower • The effective follower

40. Effective followership • Courage • Know what they stand for • Willing to express their own ideas and opinions to their leaders • Risk losing their jobs, being demeaned or feeling inadequate

41. Demands of an effective follower • The will to assume responsibility • The will to serve • The will to challenge • The will to participate in transformation • The will to leave

42. The 7 Habits of Highly Effective People • Be proactive • Begin with the end in mind • Put first thingsfirst • Think win-win • Seek first to understand, then to be understood • Synergise • Sharpen the saw

43. Follower strategies

44. Desirable characteristics in a follower • Honest • Cooperative • Dependable • Competent

45. What followers want • Make regular feedback a habit. • Use elements of storytelling. • Be generous with positive feedback. • Train followers to view feedback as an opportunity for development.

46. Building a community of followers • Inclusivity • Positive culture • Conversation • Caring and trust • Shared leadership • Communities of practice

47. Summary • Personality and leadership • Locus of control • Values and attitudes • Cognitions • Affect • Behaviour • Cognitive Style • Charisma

48. Summary • Leader capacity versus competence. • Mental models. • Developing a leader’s mind. • Emotional intelligence – leading with heart and mind. • Leading with love versus leading with fear. • Transactional versus transformational leadership.

49. Summary Transformational leadership paints a vision of desired future state and communicates it in a way that makes the pain of change worth the effort. Leadership control versus service Authentic leadership Leadership courage

50. Summary • The stigma of followership • The role of followers • Developing personal potential • Sources of follower power • Strategies for managing up • What followers want • Building a community of followers