Presentation on theme: "Profile of a Leader. Definition of a Leader Leadership is about articulating visions, embodying values, and creating the environment within which things."— Presentation transcript:
Profile of a Leader
Definition of a Leader Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished. - Richards & Engle When the effective leader is finished with his work, the people say it happened naturally. - Lao Tse The task of the leader is to get his people from where they are to where they have not been. - Henry Kissinger
Characteristics of a Leader Leaders are willing to take risks. Leaders think in terms of do’s, not don’ts. Leaders see change as a constant, not an event. Leaders have a vision of the future. Leaders overcome adversity. Leaders value teamwork and bridge diversity.
Function of the Leader Foster commitment. Involve others in decision making. Listen and explain. Facilitate, energize and sustain action. Serve as role models. Maintain community support. Create a vision. Affirm and articulate values. Inspire trust. Integrate diverse views. Appreciate dialog. Help others exert their influence.
Most Effective Leaders Know the interests of the members. Understand the hopes & limitations of community. Know concerns of members. Know how to motivate members. – Without motivation, no action will take place. Know how to establish communication between members. Know how to conduct meetings. Know how to assess effectiveness. – This can become a powerful motivating force for further action and commitment.
LEADERSHIP vs. MANAGEMENT A person can be a leader without being a manager. A person can be a manager without being a leader. What are the difference between leadership and management?
LEADERSHIP vs. MANAGEMENT The manager administers. The manager has a short- range view. The manager asks how and when. The manager has his/her eye on the bottom line. The manager accepts the status quo. The leader innovates. The leader has a long- range perspective. The leader asks what and why. The leader has his/her eye on the horizon The leader challenges it.
Shared Leadership Shared leadership is leadership that directs; it does not dictate. When shared leadership occurs, people approach problems in collaborative ways. They engage each other in defining: – What is important – What is to be done – How best to do it
Characteristics of a Leader “A leader is best when people barely know he exists. Not so good when people obey and acclaim him. Worst when they despise him.” “Fail to honor the people, they fail to honor you. But of a good leader, who talks little, when his work is done, his aim fulfilled, they will say, ‘We did it ourselves.’” - Lao Tzu (Old Master) - Chinese Taoist Philosopher
What do leaders do? They talk… – They talk about what’s important. – They talk about where we’re headed. – They talk about what we stand for. – They talk about falling in love with risk. – And they get people motivated.
Lewin’s Leadership Study Conducted in 1939 Used Schoolchildren in arts and crafts project Used three different leadership groups – Leader dictated everything – Leader allowed group input – Leader let group do as they please Study established three Leadership styles – Authoritarian Leadership (Autocratic) – Participative Leadership (Democratic) – Delegative Leadership (Laissez-Faire)
Lewin’s Leadership Styles Authoritarian Leadership (Autocratic) – Found decision-making was less creative – Sometimes viewed as controlling, bossy and dictatorial Participative Leadership (Democratic) – Most effective style – Less productive, but contributions were higher quality – More motivated and creative Delegative Leadership (Laissez-Faire) – Little cooperation among each other and unable to work independently – Effective when members are highly qualified in an area of expertise – Leads to poorly defined roles and lack of motivation
Taking Stock: What is your primary leadership style?
Coercive Style Good or Bad? Now referred to by Goleman as “Commanding” “Do what I say” Manipulative and Forceful Effective in a turnaround situation or in dealing with a problem employee Overall, is counter productive in most situations
Authoritative Style Good or Bad? Now referred to by Goleman as “Visionary” “Come with Me” or “Here is where we are going” Gives people freedom to choose from a range of options or to apply creativity Overall is very productive in all climates
Affiliative Style Good or Bad? “People come first” Builds Team Harmony and increases overall morale Emphasis on people and their feelings over accomplishing tasks & goals Overall is good in most climates, rarely offers advice leaving many people perpetually confused or undirected
Democratic Style Good or Bad? “What do you guys think we should do?” Can build flexibility and give people responsibility Works best when leader is uncertain about what direction to take Overall good in most climates, but often leads to a leaderless organization
Pacesetting Style Good or Bad? “Follow Me!” Sets high performance standards Is effective with the self-motivated and competent Leaves others overwhelmed and scared Overall not good in any climate, should be used sparingly
Coaching Style Good or Bad? “Let me show you how” A focus on conversations—helps those willing to or even desiring change Little or no focus on task related accomplishments Overall good, but not seen as a “bottom-line” approach
Steps to Becoming a L-E-A-D-E-R Listen – Don’t assume - ask Enthusiastic – Be positive and optimistic Action – Be creative and take risks Dependability – Be ethical and with communities best interest at heart Educated – Understand dynamics of community and lead by example Results – Getting positive things accomplished
Commonality of Great Leaders Magnitude of their impact Duration of their impact The number of followers