1. Respect Integrity Service Excellence Leadership Models

2. Respect Integrity Service Excellence “Leadership is one of the most observed and least understood phenomena on earth.” Prof James McGregor Burns

3. Respect Integrity Service Excellence “There are almost as many different definitions of leadership as there are persons who have attempted to define the concept.” Stodgill and Bass 1981

4. Respect Integrity Service Excellence Possible Definitions

5. Respect Integrity Service Excellence “Leadership is about getting extraordinary results from ordinary people.” Sir John Harvey-Jones

6. Respect Integrity Service Excellence “Leadership is the intelligent use of power.” Sir Winston Churchill

7. Respect Integrity Service Excellence “Leadership is that combination of example, persuasion and compulsion that makes men do what they don’t want to do; in effect it is the extension of personality.” Field Marshal Slim

8. Respect Integrity Service Excellence “Leadership is visionary; it is the projection of personality and character to inspire people to achieve the desired outcome.” Defence Leadership & Management Centre

9. Respect Integrity Service Excellence “Leaders there have to be, and these may appear to rise above their fellow men, but in their hearts they know only too well that what has been attributed to them is in fact the achievement of the team to which they belong.” Leonard Cheshire VC OM DSO** DFC

10. Respect Integrity Service Excellence Why do we need leadership?

11. Respect Integrity Service Excellence “In business, the difference between success and failure often rides on the strength of a single factor: leadership.” (Hayward 1997)

12. Respect Integrity Service Excellence So what makes a leader?

13. Respect Integrity Service Excellence The Qualities Approach What should our leaders ‘be?’

14. Respect Integrity Service Excellence Skills Approach What should our leaders ‘know?’

15. Respect Integrity Service Excellence Behavioural Theory. What should our leaders ‘do?’

16. Respect Integrity Service Excellence Leadership Skills Personal Qualities Values Beliefs Behaviours Benefitting the Task and Organisation Behaviours Benefitting Team and Individual Compassion, Empathy, Consulting, Inspiring, Setting example Developing team and individuals Communicating Creating vision, Designing strategy, Leading Change, Challenging performance, Setting goals, Communicating Personal Qualities Integrity Loyalty Moral courage Innovation Honesty Etc. Skills Communication Listening Decision-making Professional knowledge Emotional intelligence Motivation Relationships with team Organizing and controlling Planning Etc.

17. Respect Integrity Service Excellence Upwards & Downwards Looking Indicators

18. Respect Integrity Service Excellence Leadership attributes vary according to rank Inexperienced Leader Develop Develop

19. Respect Integrity Service Excellence Leadership attributes vary according to rank Intermediate Leader

20. Respect Integrity Service Excellence Leadership attributes vary according to rank Experienced Leader

21. Respect Integrity Service Excellence Leadership attributes vary according to rank Senior Leader Sustain

22. Respect Integrity Service Excellence Leadership attributes vary according to rank Senior Leader Sustain Inexperienced Leader Experienced Leader Develop Develop Subordinates View Superiors View

23. Respect Integrity Service Excellence Leadership attributes vary according to rank Senior Leader Sustain Inexperienced Leader Experienced Leader Develop Develop Subordinates View Superiors View

24. Respect Integrity Service Excellence Basic physiological needs Social belonging Safety and security Ego and self-esteem Self- actualisation Maslow’s Hierarchy of Needs Motivation

25. Respect Integrity Service Excellence ‘Hygiene’ factors include things such as organisational policy, supervision, work conditions and salary. If these are not dealt with in a satisfactory way, people produce poor results. Herzberg De-Motivation

26. Respect Integrity Service Excellence Needs of the Team Needs of the Individual Adair’s Model of the Functional Approach to Leadership Needs of the Task

27. Respect Integrity Service Excellence Leadership Models

28. Respect Integrity Service Excellence Amount of Follower Involvement Leader’s Control DemocraticAutocratic Tannenbaum-Schmitt DelegatesJoinsSellsTells

29. Respect Integrity Service Excellence Country Club 1.9 Team Management 9.9 Impoverished Manager 1.1 Authority- Obedience 9.1 Organisation Man Manager 5.5 Mouton-Blake Grid High 9 ConcernforPeople Concern for Task Low 1 High 9

30. Respect Integrity Service Excellence Joining Quadrant - 3 Selling Quadrant - 2 Delegating Quadrant - 4 Telling Quadrant - 1 Hersey-Blanchard Life Cycle Model High Relationship Behaviour Low Task Behaviour High Low

31. Respect Integrity Service Excellence RELATIONSHIP BETWEEN LEADERSHIP AND MANAGEMENT TRANSFORMATIONAL LEADERSHIP TRANSACTIONAL LEADERSHIP SYSTEMS AND PROCESSES Inspiration Organisation Control Empowerment Personal strength and sensitivity Recognition and support Team building Articulate vision and values Innovate and Challenge Example Planning Analysis Training Monitoring Evaluation MANAGEMENT BEHAVIOURS & STYLES

32. Respect Integrity Service Excellence 4 I’s CR MBE(A) MBE(P) LF PassiveActive Effective Ineffective Frequency Bass and Avolio’s Full Range Leadership Model

33. Respect Integrity Service Excellence 4 Is Inspirational AppealInspirational Appeal Idealised InfluenceIdealised Influence Intellectual StimulationIntellectual Stimulation Individual ConsiderationIndividual Consideration

34. Respect Integrity Service Excellence © Chime Communications From deference to reference

35. Respect Integrity Service Excellence Increasing uncertainty about solution to problem TAME WICKED CRITICAL CACULATIVE/ RATIONAL PROCEDURES NORMATIVE/ EMOTIONAL INFLUENCE COERCION/ PHYSICAL FORCE COMMAND: Provide Answer MANAGEMENT : Organize Process LEADERSHIP: Ask Questions Increasing requirement for collaborative compliance/ resolution A Typology of problems, Power and Authority A Typology of problems, Power and Authority

36. Respect Integrity Service Excellence Transactional Leadership Builds on a man’s need to get a job done and make a living.Builds on a man’s need to get a job done and make a living. Is preoccupied with power and position, politics and perks.Is preoccupied with power and position, politics and perks. Is mired in daily affairs.Is mired in daily affairs. Is short-term and hard data orientated, Focuses on tactical issues.Is short-term and hard data orientated, Focuses on tactical issues. Relies on human relations to lubricate human interactions.Relies on human relations to lubricate human interactions. Follows and fulfils role expectations by striving to work effectively within current systems.Follows and fulfils role expectations by striving to work effectively within current systems. Supports structures and systems that reinforce the bottom line, maximise efficiency and guarantee short-term profits. (Covey 1997)Supports structures and systems that reinforce the bottom line, maximise efficiency and guarantee short-term profits. (Covey 1997)

37. Respect Integrity Service Excellence Transformational Leadership Builds on a man’s need for meaning.Builds on a man’s need for meaning. Is preoccupied with purposes and values, morals and ethics.Is preoccupied with purposes and values, morals and ethics. Transcends daily affairs.Transcends daily affairs. Is orientated toward long-term goals without compromising human values and principles.Is orientated toward long-term goals without compromising human values and principles. Focuses more on missions and strategies.Focuses more on missions and strategies. Releases human potential – identifying and developing new talent.Releases human potential – identifying and developing new talent. Designs and redesigns jobs to make them meaningful and challenging.Designs and redesigns jobs to make them meaningful and challenging. Aligns internal structures and systems to reinforce overarching values and goals.Aligns internal structures and systems to reinforce overarching values and goals.

38. Respect Integrity Service Excellence Ethics “In general, we usually label leadership as “good” or “effective” when it moves people to a place in which both they and those who depend upon them are genuinely better off, and when it does so without trampling on the rights of others.” John Kotter

39. Respect Integrity Service Excellence

43. Attributes for RAF Leaders Warfighter, CourageousWarfighter, Courageous Emotionally IntelligentEmotionally Intelligent Flexible and ResponsiveFlexible and Responsive Willing to Take RisksWilling to Take Risks Able to Handle AmbiguityAble to Handle Ambiguity Mentally Agile - Physically RobustMentally Agile - Physically Robust Politically and Globally AstutePolitically and Globally Astute –Air Warfare Minded Technologically CompetentTechnologically Competent Able to Lead Tomorrow’s RecruitAble to Lead Tomorrow’s Recruit

44. Respect Integrity Service Excellence Warfighter/Courageous All our personnel, commissioned or non-commissioned must be, first and foremost, warfighters and second specialists, though they may be second to none in their specialisation. The distinction between the front line and the support area will become increasingly blurred and all of us need to be military minded and of a determined fighting spirit to overcome the adversity of circumstances that any of us may face in operations. Physical courage is expected of all leaders, as far as each is able to give, but we must nurture moral courage to do the right thing.

45. Respect Integrity Service Excellence Emotionally Intelligent Self-awareness is one of the key foundations of effective leadership. Leaders who know themselves will be able to develop self-control and subsequently understand the needs of others. This will enable them to manage relationships at all levels better and remain calm under pressure. Thus individuals will be able to function as part of a wider team, invariably multidisciplinary, increasingly joint and often multinational, in the delivery of military capability.

46. Respect Integrity Service Excellence The Conceptual Model The Conceptual Model Hay/McBer Awareness Action SelfOthers SelfAwareness SelfManagement SocialAwareness SocialSkills

47. Respect Integrity Service Excellence Flexible and Responsive In a world that is now changing faster than ever, where technology is advancing rapidly, the RAF needs leaders who are flexible in approach and able to consider new ways of doing things. RAF leaders must be open minded, responsive to change, constantly looking for the opportunities that change brings and be able to cope with the discomfort that is associated with change.

48. Respect Integrity Service Excellence Willing to Take Risks The RAF needs leaders who understand the difference between a gamble and a risk and are willing to take measured risks in appropriate areas without abrogating responsibility. This will be achieved if leaders at all levels fulfil 2 roles: they must themselves set the example in this regard and must develop an ethos where a failure to act is considered a more serious fault than making a mistake.

49. Respect Integrity Service Excellence Able to Handle Ambiguity Ambiguity pervades our lives and becomes prevalent with the Clauswitzian ‘friction’ that causes the fog of war. At the more junior levels of leadership there may be little ambiguity but at the highest levels it is considerable. Our leaders must be able to handle it and, if possible, turn it to their advantage.

50. Respect Integrity Service Excellence Mentally Agile - Physically Robust Our leaders need to be able to handle complex and multifarious problems and have the creativity and mental agility to move quickly between various concepts. Their thinking must be innovative and their minds receptive. They must be physically robust and able to withstand the strain of operations, so that their mental capacity does not fail them under stress.

51. Respect Integrity Service Excellence Politically and Globally Astute Leaders will be more effective depending upon their aptitude in two areas. The first is their ability to understand and thus cope with the politics of their immediate environment and, hence, their ability to influence those around them. Similarly, a leader’s awareness of much wider issues at a national and international level, and their ability to put their actions and decisions into the context of air power and air warfare, is crucial.

52. Respect Integrity Service Excellence Technologically Competent The RAF culture has always been to embrace new technology. It behoves all members of the RAF to be competent within their specialisation and many, at various stages of their career, will need to display considerable expertise. Yet, in the age of Network Enabled Capability, this may not be enough. Leaders must strive to keep pace with technological advances on a broad front, through a focus on continual personal development, so as to ensure its most effective application.

53. Respect Integrity Service Excellence Able to Lead Tomorrow’s Recruit As society develops, each new generation of recruits to the RAF is different. They have been seen by some as worse – Children today are tyrants. They contradict their parents, gobble their food, and tyrannize their teachers. (Socrates - 469 BC - 399 BC) – t’was always thus. Leaders must recognise the qualities the new generation brings and must learn the leadership skills that will allow them to maximise their potential. Everyone in the chain of command needs to understand the new generation, be able to lead and inspire them so that in their turn they will lead the RAF to new heights of excellence.

54. Respect Integrity Service Excellence Any Questions?