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LEADERSHIP LEADERSHIP By Charles D. Little, Ph.D..

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1 LEADERSHIP LEADERSHIP By Charles D. Little, Ph.D.

2 LEADERSHIP  What is it?  Who does it?  How is it done? And What makes a good leader?  Can it be learned?

3 LEADERSHIP *What is it? A process whereby an individual – who has gained the loyalty of others – influences groups toward a common goal. “Recognize opportunities to lead and act like a leader to influence others to pursue goals for a better future.” Richard L. Daft, Ph.D. Richard L. Daft, Ph.D. Distinguished Professor Distinguished Professor Vanderbilt University Vanderbilt University

4 LEADERSHIP *What is it? Key words: Process – a set of transactional events that occur between leader and follower. Loyalty – intangibles that engender confidence and trust. Influence – associated with how leaders affect followers. Groups – the context in which leadership takes place. Common goal – the energy of a group of individuals to achieve something together.

5 LEADERSHIP *What is it?  An instrument of goal achievement.  A power relationship.  A skill. “ Leaders have the skills to develop strategy, engage followers, and set an example.” Colin Howard United Kingdom Office of Gov’t Commerce

6 LEADERSHIP *What is it? Question: Is there a difference between leaders and managers? YES? NO? YES? NO? “Leaders have a vision, take initiative, and move groups forward.” Renee’ E. Speitel Executive VP Executive VP Hewlitt-Packard Hewlitt-Packard

7 LEADERSHIP *What is it? Have vision Have vision In touch with the external environment In touch with the external environment Set policy and providing direction Set policy and providing direction Proactive Proactive Shape Ideas Shape Ideas Create organizational culture Create organizational culture Responsible for organizational success and/or failure Responsible for organizational success and/or failure Strategic problem solvers (long term) Strategic problem solvers (long term) top Note: From an organizational standpoint, we readily identify people at the top of their organizations as leaders. outward They are said to look outward:

8 LEADERSHIP *What is it? In touch with the internal environment In touch with the internal environment Translate policy into action Translate policy into action Reactive Reactive Coordinate activities (the process) Coordinate activities (the process) Problem solvers (short term) Problem solvers (short term) Coach Coach pivotal Note: From an organizational perspective, we readily identify people in pivotal positions as managers. inward They are said to look inward:

9 LEADERSHIP *What is it? Leaders Managers Leaders Managers Commonalities: Commonalities: > Transactional! Transactional! < > Gain Loyalty! Gain Loyalty! < > Influence Others! Influence Others! < > Transformational! Transformational! < > Work with Groups! Work with Groups! < > Common Goals! Common Goals! < Conclusion: There is a difference between leaders and managers, but there are some important commonalities, as well. “Anyone in a position of formal authority in an organization has a responsibility to lead.” W. Edwards Deming, Ph.D. Consultant

10 Leadership * How is it done? and What makes a good leader? “Leaders inspire and empower, which unleashes the potential, strength, and creativity among followers… to the benefit of the customer.” David James Regional Executive Regional ExecutiveIBM

11 Leadership * How is it done? and What makes a good leader? Two basic leadership styles: 1. Autocratic/Controlling/Directive 2. Democratic/Supporting/Participative “Analysis of leadership styles helps us to assess our behaviors and improve our leadership competencies and effectiveness.” Peter Northouse, Ph.D. Peter Northouse, Ph.D. Professor University of Denver Professor University of Denver

12 The Leadership Continuum * How is it done? and What makes a good leader? Autocratic Directive Consultative Participative Democratic Participative Democratic   Control-Centered Coaching Control-Centered Coaching Decision Making Supporting Decision Making Supporting “Leaders use a democratic style to build relationships, trust, and loyalty. They move to autocratic style in emergencies, time pressures, and with low skill levels.” Dorothy Roberts CEO Echo Scarves

13 Leadership * How is it done? and What makes a good leader? Achievements Achievements Energy, persistence, & assertiveness Energy, persistence, & assertiveness Integrity & honesty Integrity & honesty Intelligence Intelligence Commitments & determination Commitments & determination Consistency (in behavior and goals) Consistency (in behavior and goals) Confidence Confidence Knowledge (of their business or field) Knowledge (of their business or field) Social & communication skills Social & communication skills Charisma Charisma transformational Good leaders are transformational, as others subscribe to their unique traits:

14 Leadership * How is it done? and What makes a good leader? Arousing intense feelings Arousing intense feelings Inspiring Inspiring Creating a common vision Creating a common vision Heightening expectations Heightening expectations Generating excitement Generating excitement Raising awareness & commitment Raising awareness & commitment Building confidence & Self-esteem Building confidence & Self-esteem Uniting Uniting motivate Thus, transformational leaders motivate by: “Leaders understand how to close ‘the tension gap’.” Charlie D. Little, Ph.D.

15 Leadership * How is it done? and What makes a good leader? Empower Empower Communicate Communicate Provide resources Provide resources Involved Involved Reinforce positive behavior Reinforce positive behavior Understand socio- emotional behavior Understand socio- emotional behavior Support Support Facilitate Facilitate Participate Participate coachessituational Good leaders are coaches and they are situational. As coaches, they: “Leaders should cultivate relationships, respect others, be in touch with their organizations, seek to satisfy task and socio- emotional need, and build (do not betray) people’s trust.” Warren Bennis, Ph.D. Management Scientist

16 Leaders * How is it done? and What makes a good leader? Flexible Flexible Quick to diagnose the event Quick to diagnose the event Meeting the changing needs of groups and teams Meeting the changing needs of groups and teams Adaptable to the event or issue Adaptable to the event or issue Directive/Supportive Directive/Supportive Intuitive Intuitive As situational leaders, they are: “The secret ingredient to successful leadership is to sincerely care about your people. Be their champion; not just their commanding boss.” Radio Shack Len Roberts, CEO

17 Leadership *Can it be learned? YES? NO?

18 Leadership *Can it be learned? My Thoughts: “Leadership development cannot be perceived as a single training course. It is a continuous sequence of systematically organized learning and experience-building events.” Charles D. Little, Ph.D

19 Leadership *Can it be learned? Develop “Emotional Intelligence”: Emotional Intelligence is simply the ability to effectively manage individual emotions & relationships with others. 1. Awareness of personal emotions 2. Control - of positive and negative emotions 3. Motivate - toward long-term goals (avoid instant gratification) 4. Empathize and recognize - emotions in others (in tune with subtle social signals) 5. Interpersonal competence - read and manage the emotions of others “Emotional intelligence can be a key to building strong, trusting collaborative relationships and minimizing stress.” D. Goleman, Ph.D. Management Scientist

20 Leadership *Can it be learned? Have a clear vision & an interactive strategy Have a clear vision & an interactive strategy Build a knowledge base Build a knowledge base Develop & benchmark transformational traits Develop & benchmark transformational traits Follow models of behavior Follow models of behavior Identify personal strengths & build on them Identify personal strengths & build on them Identify personal weaknesses & develop them Identify personal weaknesses & develop them Become customer focused Become customer focused Be open to new ideas & innovations Be open to new ideas & innovations Be involved & caring Be involved & caring Be a servant leader Be a servant leader Promote teamwork Promote teamwork Develop leadership skills: “Leaders pursue learning and change and encourage the growth and development of others.” (sic) Peter Senge, Ph.D. Distinguished Professor, MIT

21 QUESTIONS?COMMENTS? Managers say, “Get going!” Leaders say, “Let’s go!” (Unknown)

22 THANK YOU! Charles D. Little, Ph.D. Seminars for Professional Development 817/ (office) 817/ (home) 817/ (cell) ( )


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