1. BYU Engineering Leadership
Leadership: A Sample of Theory, Style and Methods by
Val Hawks

2. Trait Versus Process Trait (born) Process (made) Height Intelligence
Extroversion
Fluency
Communication
Self-confidence
Insight
Process (made)
Influence
Development
Concern for others
Concern for task
Learning
Persistence
Interaction with followers

3. Integrative Nature of Leadership
A leader must:
Be competent (technically):
But as important they must also:
Be humble
Be of high moral character
Live by a demanding ethic
Be mindful of individuals and broadly aware of the world condition
Have the ability to think innovatively about opportunities and solutions
Constantly learning and renewing
Have faith
Leadership is a broadly described, but integrated application of character, innovation, integrity, competence and other characteristics and skills.

4. Assumptions of Leadership
Incorrect
Management is leadership
The greatest characteristic is vision
Thrives on stability and structure
Leaders are born not made
Focus on metrics as the outcome
Correct
The primary work of leadership is building people (my work and glory)
Leadership is comprehensive (learn of kingdoms, countries, principalities and powers)
It is evidenced in many different ways (diversity of administration)
Can be learned
Focus on people as the outcome

5. Management versus Leadership
Managers focus on accomplishing things using people
Leaders focus on building people who then accomplish great things
For managers the task is the end, for leaders the task is the vehicle
Mindset “I’m not fixing a tractor, I am raising a son.”
It is all about building people. (Moses 1:39)

6. Elements of the Basic Theory
Leadership occurs only in a context
Must be practiced somewhere and somehow
Domains = home, church, work, society, class, project, etc.
Fundamentals are common
Simulations and analysis are interesting but of little value without practice or application

7. Good to Great theory
Source: jimcollins.com

8. Situational Leadership Theory1 1 1 1 1

9. Directive/Task Behavior
Involves:
Clearly Telling People
What to Do
How to Do It
Where to Do It
When to Do It
And Then Closely Supervising Their Performance

10. Supportive/Relationship Behavior
Involves:
Listening to People
Providing Support and Encouraging Their Efforts
Facilitating Their Involvement in
Problem Solving and Decision Making

11. S3 S1 S4 S2 D4 D1 D2 D3 THE FOUR LEADERSHIP STYLES (High)
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low) S U P O R T I V E B H A 8 18 18 18 18 18

12. Subordinate’s Development Level
Competence: Task, Knowledge and Skills
Commitment: Motivation and Confidence 9 19 19 19 19 19

13. Levels of Development D1 - “Enthusiastic Beginner”
D2 - “Disillusioned Learner”
D3 - “Reluctant Contributor”
D4 - “Peak Performer” 10 20 20 20 20 20

14. Low Competence, High Commitment
Levels of Development D1
Low Competence, High Commitment
“Enthusiastic Beginner” 11 21 21 21 21 21

15. Some Competence, Low Commitment
Levels of Development D2
Some Competence, Low Commitment
“Disillusioned Learner” 12 22 22 22 22 22

16. Moderate to High Competence
Levels of Development D3
Moderate to High Competence
Variable Commitment
“Reluctant Contributor” 13 23 23 23 23 23

17. High Competence, High Commitment
Levels of Development D4
High Competence, High Commitment
“Peak Performer” 14 24 24 24 24 24

18. Levels of Development
D1 - Low Competence, High Commitment “Enthusiastic Beginner”
D2 - Some Competence, Low Commitment “Disillusioned Learner”
D3 - Moderate to High Competence, Variable Commitment “Reluctant Contributor”
D4 - High Competence, High Commitment “Peak Performer” 15 25 25 25 25 25

19. Development Level is Task Specific!

20. S3 S1 S4 S2 THE FOUR LEADERSHIP STYLES D4 D1 D2 D3 (High)
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low) S U P O R T I V E B H A
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3 18 28 28 28 28 28

21. Directing High Directive, Low Supportive
Leader Defines Roles of Followers
Problem Solving and Decision Making Initiated by the Leader
One-way Communication 19 29 29 29 29 29

22. S3 S1 S4 S2 THE FOUR LEADERSHIP STYLES D4 D1 D2 D3 Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low) S U P O R T I V E B H A
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
DEVELOPMENT LEVEL OF FOLLOWER(S) 20 30 30 30 30 30

23. Coaching High Directive, High Supportive
Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions
Two-way Communication
Control Over Decision Making Remains With the Leader 21 31 31 31 31 31

24. S3 S1 S4 S2 THE FOUR LEADERSHIP STYLES D4 D1 D2 D3 (High)
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low) S U P O R T I V E B H A
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3 22 32 32 32 32 32

25. Supporting High Supportive, Low Directive
Focus of Control Shifts to Follower
Leader Actively Listens
Follower Has Ability and Knowledge to Do the Task 23 33 33 33 33 33

26. S3 S1 S4 S2 D4 D1 D2 D3 THE FOUR LEADERSHIP STYLES (High)
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low) S U P O R T I V E B H A 24 34 34 34 34 34

27. Delegating Low Supportive, Low Directive
Leader Discusses Problems With Followers
Seeks Joint Agreement on Problem Definitions
Decision Making Is Handled by the Subordinate
They “Run Their Own Show” 25 35 35 35 35 35

28. S3 S1 S4 S2 D4 D1 D2 D3 THE FOUR LEADERSHIP STYLES (High)
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low) S U P O R T I V E B H A 26 36 36 36 36 36

29. What Happens If We Have a Mismatch of Style With Development Level?

30. What About You? What type of follower do you want to be?
What type of leader will you become?
How will that happen?

31. What about you? What are your God-given characteristics?
How much do you really know about yourself?
What are your blind spots?
Use 360 instruments, honest self-evaluation, etc.
Read, ponder, observe, practice, then . . .
Read more, ponder more, observe more and practice more.