1. MATTHEW GONIWE SCHOOL OF LEADERSHIP AND GOVERNANCE Leadership Styles – Self Reflection Presentation at EMASA 2016 Conference by Dr. More Chakane CEO: MGSLG

2. 1. OVERVIEW  Introduction  HayGroup Theory of Leadership Styles  Current Situation in MGSLG  Application of HayGroup Leadership Theory to MGSLG Current Situation  Conclusion Slide 1

3. 2. INTRODUCTION  Theories of leadership are abound in both theoretical and empirical literature.  Amongst them include:  The transcendent leadership style theory (Gardiner, 2009)  The seven transformation of leadership style theory (Rooke and Torbert, 2009)  The Cynefin Framework Leadership style theory (Snowden and Boone, 2007)  Primal Leadership style (Rock, 2008)  Reflective practice theory (Coleman, Boyatzis and McKee, 20010)  HayGroup inventory of leadership styles theory (HayGroup, 2013)  This paper uses the last theory to determine the style of leadership currently needed in Matthew Goniwe School of Leadership (MGSLG) and future leadership style to achieve MGSLG’s vision, mission and strategic outcomes oriented goals.  It starts by describing the HayGroup Leadership Theory, expalin the situation in MGSLG and applies the HayGroup theory to determine the currently needed style of leadership.  It concludes by analysing the vision of MGSLG and proposing a future leadership style needed to achieve it. Slide 2

4. 3. 1. INTRODUCTION  Leadership style refers to the pattern of behaviour an individual leader uses across the full range of leadership situations.  Research shows that there are basically six such behavioural patterns or leadership styles leaders. These are:  The Coercive Style,  The Authoritative Style,  The Affiliative Style,  The Democratic Style,  The Pacesetting style, and  The Coaching Style.  All the styles are more or less effective depending on the characteristics of the situation such as the experience of the team, employee strengths and weaknesses, complexity of the task, time pressure, risk associated with deviation from performance and resources available Slide 3

5. 3.2. THE COERCEIVE STYLE  The primary objective of the coercive style is immediate compliance.  This style relies on ‘directives’ rather than “direction”.  The Coercive style is most effective when applied to relatively straightforward tasks, in crisis situations, when deviations from compliance will result in serious problems, and with problem employees when all else has failed.  It is least effective when applied to tasks that are not straightforward – the more complex the task, the more ineffective this style becomes, possibly provoking rebellion, over the long term, with self-motivated capable employees.  The coercive style augurs well when short and long-term standards are needed in an organization. Slide 4

6. 3.3. THE AUTHORITATIVE STYLE  The Authoritative style provides a long-term direction and vision.  This style relies on dialogue with others as well as the leader’s unique perspective on the business to establish a vision.  It is most effective with a new vision or clear direction and when standards are needed.  It is least effective when the leader does not develop employees.  The authoritative style is good in an organizational climate that requires responsibility, standards, rewards and clarity. Slide 5

7. 3.4. THE AFFILIATIVE STYLE  The primary objective of the Affiliative style is to create harmony and avoid conflict.  A leader utilizing the affiliative style spends a lot of time cultivating relationships with employees.  The Affiliative style is most effective when employees’ performance is inadequate.  It is least effective in crises when there is no time to hold meetings and when employees are incompetent, lack crucial information or need close supervision.  The affiliative style is good in an organizational climate that is flexible, requires responsibility and provides rewards not necessarily tied to performance. Slide 6

8. 3.5. THE DEMOCRATIC STYLE  The primary purpose of the Democratic style is to build commitment through consensus.  This style relies on the ability of team members to establish their own direction and to resolve their conflicts constructively.  It is typically characterised by a lot of meetings, a lot of listening, recognition of adequate performance, and little of low performance.  The Democratic style is most effective when employees are competent, when employees must be coordinated, and in instances when a leader is unclear about the best approach.  It is least effective in crises, when there is no time to hold meetings, and when employees are incompetent, lack crucial information, or need close supervision. Slide 7

9. 3.6. THE PACESETTING STYLE  The primary focus of the Pacesetting style is task accomplishment to high standards of excellence.  Leaders utilizing the Pacesetting style tend to lead by modelling.  They establish themselves as the standard and are apprehensive about delegating.  Their concern with the immediate task accomplishment makes them disinclined to collaborate with their peers, except when they need to obtain or exchange resources.  The Pacesetting style is most effective when employees are highly motivated, competent, and know their jobs.  It is least effective when the leader cannot do all his/her work personally, and when employees need direction, development and coordination.  The pacesetting style is good in an organizational climate that requires responsibility and short- and long-term standards. Slide 8

10. 3.7. THE COACHING STYLE  The primary objective of the Coaching style is the long-term development of others.  A leader using the Coaching style helps individuals identify their unique strengths and weaknesses.  This typically involves sitting down with the employee and conducting a candid, mutual assessment of the employee’s strengths and weaknesses in light of his or her aspirations.  The leader helps the employee to establish a development plan, and provides ongoing support and feedback.  The Coaching style is most effective when employees acknowledges a discrepancy between their current level of performance and were they ideally would like to be, and when employees are motivated to take initiative and seek professional development.  It is least effective when the leader lacks expertise, when employees require much direction and feedback, and when in crisis.  The coaching style is good in an organizational climate that is flexible, requires responsibility, standards, rewards and clarity. Slide 9

11. 4. THE CURRENT SITUATION IN MGSLG  The tasks, especially core business tasks in MGSLG are not straight forward.  The main tasks are planning, implementing and reporting a project in terms of the budget, expenditure, achievement of targets and quality of the training. These tasks are complex.  At this current moment there is a new vision for MGSLG, that is, to be the best institute of training in BRICS by 2020.  There is a need for standards of performance.  Employees’ performance in MGSLG can be regarded as adequate if the 2015/16 average performance measure of 3 (meaning performing as expected) achieved by the whole organization is anything to go by.  Employees in MGSLG cannot be regarded, in general, as highly competent.  Some of the employees need close supervision and must be coordinated.  The employees are not highly motivated, competent and know exactly their jobs.  Employees on average do not acknowledge and recognize the discrepancy between their current level of performance and where they ideally would like to be.  And are not motivated to take initiative and seek professional development. Slide 10

12. 5. APPLICATION OF HAYGROUP LEADERSHIP THEORY TO HEE CURRENT SITUATION IN MGSLG  The current situation in MGSLG requires an authoritative style. It requires an authoritative style because there is a new vision and there is a need for new standards, which is, benchmarking against BRICS.  The authoritative style needs to be coupled with the coaching style. There is a need to have candid mutual assessment of the employee’s strengths and weaknesses so that employees can acknowledge the discrepancy between their current level of performance and where they ideally would like to be. Slide 11

13. 6. CONCLUSION  Once the standards are achieved, and employees realizes their weaknesses and strengths and start to uplift themselves, there will be a need in future to change style to pacesetting because at that point employees will be highly motivated, competent and excellent in their jobs. Slide 12

14. THANK YOU FOR LISTENING Slide 13