LEADERSHIP

“The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they don’t believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible.”

— Eric Gregory

The Function of Leaders

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leader’s Leader’s JobJob

Manager’s JobManager’s Job

Trust Confidence Respect Commitment Character Courage Passion

Communicator General

Knowledge Technical Skills Example Risk Taker

Honesty Integrity Equitable Moral

Emotional Rational Ethical

Autocratic. Determines all policies. Assigns work to group members. Uses people to reach goals.

Democratic. Encourages group to discuss policies. Allows members to work with whom they

choose. Objective and fair in praise & criticism

Laissez-Faire.Passive attitude.Offers help only when asked.No pressure toward achievement.

Charismatic.Natural born leaders. Arouse emotions within group.High energy, physical appearance,

independence, verbal

EFFECTIVINESS

17

More Successful Proposal Authoritarian

Team

Authoritarian

Country Club

Impoverished

Less Successful Proposal

Team

Country Club Impoverished

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive, punitive, or disciplined action

Fears conflict

Delegates and disappears

Detaches from team Lets team work out

power struggles Low commitment to

task accomplishment

“Blake & Mouton Managerial Guide,”& Don Clark

Authoritarian Team

Country Club

Task oriented Strong on schedules Expects directions to

be followed Intolerant of dissent

Task oriented Positive examples Fosters environment for

people to reach their highest potential

Works to strengthen bonds among team members

Uses rewards almost exclusively

Generally incapable of coercive, punitive, or disciplined action

Fears conflict

Distinguishes leaders from non-leaders on the basis of certain personality traits.

Often times “it’s in the blood,” like royalfamilies, even the Kennedy family.

A Modern Trait Profile: Leaders with Emotional Intelligence

Emotional Intelligence (EI): the ability to monitor and control one’s emotions and behavior in complex social settings.

Theory X and Theory Y is a set of assumptions made about people in general. Theory X (Authoritarian)

Most employees dislike work and will avoid it whenever possible.Because most people dislike work, they have to be pushed, closely supervised, andthreatened with punishment to get them to help achieve the objectives of the organization.

THEORY Y ( DEMOCRATIC)

Most people find work as natural as play or rest, and their attitude toward work is related to their experiences with it.

People don’t have to be threatened with punishment to be motivated to assist an organization to accomplish its goal.

MICHIGAN STUDIES

OHIO STUDIESHIGH CONSIDERATION

EMPLOYEE CENTEREDJOB CENTRED

INITIATING STRUCTURE

This is a model defined by Blake and Mouton in the early 1960s.

Telling

Selling

HighHigh

HighHigh LowLow

HighHigh

Task BehaviorTask Behavior

Delegating

Follower ReadinessFollower Readiness

Able and Able and unwillingunwilling

Able Able and and

willingwilling

Unable Unable and and willingwilling

Unable Unable and and unwillingunwilling

Partic

ipat

ing

Leaders = ‘Managers of Meaning’

Transactional LeadershipTransformational LeadershipCharismatic Leadership

Transformational leaders Are capable of charting new courses for

their organization. Are visionaries who challenge people to

do exceptional things, above and beyond the plan.

Serves to change the status quo.

Gives rewards in exchange for performance

Manages by looking for deviations from rules

Intervenes only if standards aren’t met Abdicates responsibilities Monitor people to see that they do the

expected, according to plan in order to maintain the status quo.

Develop visionary skillsDevelop visionary skills

Take Dramatic Action – Walk the walk

Take Dramatic Action – Walk the walk

Focus on Your FollowersFocus on Your Followers

Develop an enthusiastic, confident personality.

Develop an enthusiastic, confident personality.

AstraZeneca Leadership Capabilities

There are seven key capabilities, each with associated indicators/behaviours:

• Provides clarity about strategic direction • Ensures commitment • Focuses on delivery • Builds relationships • Develops people • Demonstrates personal conviction • Builds self-awareness

http://www.astrazeneca.co.uk/careers/developingyourself/leadership.asp

It is possible to fool yourself.

It is possible to fool the people you work for.

It is more difficult to fool the people you work with.

But it is almost impossible to fool the peoplewho work under you!