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

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

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.

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

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)

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

Good to Great theory Source: jimcollins.com

Situational Leadership Theory 1 1 1 1 1

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

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

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

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

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

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

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

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

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

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

Development Level is Task Specific!

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

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

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

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

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

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

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

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

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

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

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

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.