1. LEADERSHIP AT THE STRATEGIC LEVEL
4/22/2017
LEADERSHIP AT THE STRATEGIC LEVEL

2. INTRODUCTION…/1 7.1.1 DEFINITION
Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires.
Leadership is “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members."
Organizationally, leadership directly impacts the effectiveness of costs, revenue generation, service, satisfaction, earnings, market value, share price, social capital, motivation, engagement, and sustainability etc.

3. INTRODUCTION ……/2
7.1.2 HOW DO THEY DO IT?
Leaders lead by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills.
Although your position as a manager or supervisor gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss. Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around.
When a person is deciding if he/she respects you as a leader, he does not think about your attributes, rather, he observes what you do so that he can know who you really are.
The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well being.

4. INTRODUCTION……/3 What makes a person want to follow a leader?
People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.
They observe to tell if you are an honorable and trusted leader or a self serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers.
Respected leaders concentrate on what they are (such as beliefs and character), what they know (such as job, tasks, and human nature), and what they do (such as implementing, motivating, and provide direction).

5. 7.2 THEORIES OF LEADERSHIP
Bass' (1989 & 1990) theory of leadership states that there are three basic ways to explain how people become leaders. The first two explain the leadership development for a small number of people. These theories are:
Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today.

6. 7.3 Principles of Leadership..1
To help you be, know, and do; (U.S. Army, 1973) follow these eleven principles of leadership
Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.
Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.
Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later -- do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.
Make sound and timely decisions - Use good problem solving, decision making, and planning tools.
Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi

7. Principles of Leadership..2
Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.
Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.
Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities.
Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.
Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs.
Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

8. 7.4 Goals, Values, and Concepts
Leaders exert influence on the environment via three types of actions:
The goals and performance standards they establish.
The values they establish for the organization.
The business and people concepts they establish.
Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability.
Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted.
Concepts define what products or services the organization will offer and the methods and processes for conducting business.
These goals, values, and concepts make up the organization's "personality" or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place.

9. 7.5 Leadership Models
Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken. Two models will be discussed, the Four Framework Approach and the Managerial Grid.
7.5.1 Four Framework Approach
In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks:
Structural,
Human Resource,
Political, or
Symbolic.
The style can either be effective or ineffective, depending upon the chosen behavior in certain situations

10. Structural Framework In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation.
Human Resource Framework In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocate, and empowerment. while in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.

11. Political Framework In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation. Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary.
Symbolic Framework In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors. Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision.

12. Four Framework Approach :Notes
This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. Any one of these approaches alone would be inadequate, thus we should strive to be conscious of all four approaches, and not just rely on one or two. For example, during a major organization change, a structural leadership style may be more effective than a visionary leadership style; while during a period when strong growth is needed, the visionary approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of our favoring just one approach.

13. 7.5.2 Managerial Grid
The Blake and Mouton Managerial Grid (1985) uses two axis:
"Concern for people" is plotted using the vertical axis
"Concern for task" is along the horizontal axis.
They both have a range of o to 9. The notion that just two dimensions can describe a managerial behavior has the attraction of simplicity. These two dimensions can be drawn as a graph or grid:

14. CONCERN FOR TASK High Country Club Team Leader PEOPLE’S CONCERN
Low Impoverished Authoritarian
Low High
CONCERN FOR TASK

15. Most people fall somewhere near the middle of the two axis
Most people fall somewhere near the middle of the two axis. But, by going to the extremes, that is, people who score on the far end of the scales, we come up with four types of leaders
Authoritarian Leader (high task, low relationship) People who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of what they see as dissent (it may just be someone's creativity), so it is difficult for their subordinates to contribute or develop.
Team Leader (high task, high relationship) This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams.

16. Country Club Leader (low task, high relationship) This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members.
Impoverished Leader (low task, low relationship) A leader who uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles.

17. Notes on Managerial grid: THE DESIRABLE LEADER
The most desirable place for a leader to be along the two axis at most times would be a 9 on task and a 9 on people -- the Team Leader. However, do not entirely dismiss the other three. Certain situations might call for one of the other three to be used at times. For example, by playing the Impoverished Leader, you allow your team to gain self-reliance. Be an Authoritarian Leader to instill a sense of discipline in an unmotivated worker. By carefully studying the situation and the forces affecting it, you will know at what points along the axis you need to be in order to achieve the desired result.

18. 7.6 The Process of Great Leadership :
The road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders:
Challenge the process - First, find a process that you believe needs to be improved the most.
Inspire a shared vision - Next, share you vision in words that can be understood by your followers.
Enable others to act - Give them the tools and methods to solve the problem.
Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do...a leader shows that it can be done.
Encourage the heart - Share the glory with your followers' heart, while keeping the pains within your own.

19. 7.7 DEVELOPING SELF AWARENESS
The Trait theory (Introduced In Section 7.2) postulates that some personality traits may lead people naturally into leadership roles.
This section’s intention is to assist managers at the strategic level develop self awareness with an aim of nurturing leadership traits.
7.7.1: Developing Emotional Awareness:
THE EMOTIONAL INTELLIGENCE THEORY
Emotional Intelligence (EI), often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups. As a relatively new area of psychological research, the definition of EI is constantly changing

20. The first explicit application of the term "Emotional Intelligence" is mostly attributed to Wayne Payne's doctoral thesis, A study of emotion: Developing emotional intelligence from Payne, however, did not publish his theory, so the article published in 1990 by Peter Salovey and John D. Mayer (1990) is generally regarded as the first systematic theoretical account of the construct.
As a result of the growing recognition by professionals for the importance and relevance of emotions to work outcomes, the research on the topic continued to gain momentum, but it wasn’t until the publication of Daniel Goleman's best seller Emotional Intelligence: Why It Can Matter More Than IQ that the term became widely popularized.
Mayer and Salovey's conception of EI strives to define EI within the confines of the standard criteria for a new intelligence. They define EI as "The ability to perceive emotion, integrate emotion to facilitate thought, understand emotions, and to regulate emotions to promote personal growth".

21. i): THE ABILITY BASED MODEL
The ability based model views emotions as useful sources of information that help one to make sense of and navigate the social environment. The model proposes that individuals vary in their ability to process information of an emotional nature and in their ability to relate emotional processing to a wider cognition. This ability is seen to manifest itself in certain adaptive behaviors. The model proposes that EI includes 4 types of abilities:
Perceiving emotions - the ability to detect and decipher emotions in faces, pictures, voices, and cultural artifacts- including the ability to identify one’s own emotions. Perceiving emotions represents a basic aspect of emotional intelligence, as it makes all other processing of emotional information possible.
Using emotions - the ability to harness emotions to facilitate various cognitive activities, such as thinking and problem solving. The emotionally intelligent person can capitalize fully upon his or her changing moods in order to best fit the task at hand.
Understanding emotions - the ability to comprehend emotion language and to appreciate complicated relationships among emotions. For example, understanding emotions encompasses the ability to be sensitive to slight variations between emotions, and the ability to recognize and describe how emotions evolve over time.
Managing emotions - the ability to regulate emotions in both ourselves and in others. Therefore, the emotionally intelligent person can harness emotions, even negative ones, and manage them to achieve intended goals.

22. ii) The Emotional Competencies (Goleman) model
The EI model introduced by Daniel Goleman [14] focuses on EI as a wide array of competencies and skills that drive managerial performance, measured by multi-rater assessment and self-assessment (Bradberry and Greaves, 2005).
In Working with Emotional Intelligence (1998), Goleman explored the function of EI on the job, and claimed EI to be the largest single predictor of success in the workplace, with more recent confirmation of these findings on a worldwide sample seen in Bradberry and Greaves, "The Emotional Intelligence Quick Book" (2005)..
Goleman's model outlines four main EI constructs: [14]
Self-awareness - the ability to read one's emotions and recognize their impact while using gut feelings to guide decisions.
Self-management - involves controlling one's emotions and impulses and adapting to changing circumstances.
Social awareness - the ability to sense, understand, and react to other's emotions while comprehending social networks.
Relationship management - the ability to inspire, influence, and develop others while managing conflict.
Goleman includes a set of emotional competencies within each construct of EI. Emotional competencies are not innate talents, but rather learned capabilities that must be worked on and developed to achieve outstanding performance. Goleman posits that individuals are born with a general emotional intelligence that determines their potential for learning emotional competencies.[15]

23. 7.7.2 : JOHN C.MAXWELL(1999) 21 QUALITIES OF A LEADER
Character:
Charisma:
Commitment:
Communication:
Competence:
Courage:
Discernment:
Focus:
Generosity:
Initiative:

24. 11/21 :
Listening:
Passion:
Positive attitude:
Problem solving:
Relationships:
Responsibility:
Security:
Self discipline:
Servant hood:
Teachability:
Vision:

25. 7.7.2.1Character “ Be a piece of the rock”
What should we know of character
Character is more than talk. Character determines who you are. Who you are determines what you see. What you see determines what you do. Therefore character = actions.
Talent is a gift, but character is a choice.
True leadership involves people. “if you think you are leading and no one is following, then you are only taking a walk”.
Leaders cannot rise above the limitations of their character.
How to improve character.
Search for the cracks
Look for patterns for weakness.
Face the music: by repairing flaws, apologizing and dealing with consequences.
Rebuild new future

26. 7.7.2.2 Charisma “They say first impression can seal the deal “
What should we know of charisma
Charisma is the ability to draw people to you
Roadblocks to charisma include: pride, insecurity, moodiness, perfectionism, cynicism( people who see clouds in every silver lining)
How to improve charisma. You must personify these pointers.
Love life. People love leaders who love life. Think of people you want to spend time with. Are they grumpy? Bitter, depressed, of course not. They are celebrators not complainers. They are passionate about life.
Put a 10 on every person’s head. This means expect the best of them. The best varies from person to person. They will think highly of themselves and in turn of you.
Give people hope. Napoleone Bonarpate once said “ leaders are dealers in hope”
Share yourself: share wisdom, resources and time or special occasions.
Play the first impression game.

27. 7.7.2.3 Commitment “ it separates doers from dreamers”
What should we know of commitment. Commitment is interpreted differently by different people e.g.
To the boxer “getting off the mat one time more than you’ve been knocked down”
To the marathoner “is running another mile when your strength is gone”
To the solder “ is going over the hill not knowing what’s waiting on the other side”
To the missionary “is a saying good bye to your own comfort to make life better for others”
To the leader “ is all the above and more coz everyone depends on you”
How to improve commitment. You must personify these pointers.
Commitment starts in heart.
Commitment is tested by action.
Commitment opens door for achievement.
Four types of people:
Cop-outs: no goals, do not commit
Hold-outs: people who do not know if they can reach their goal and so do not commit.
Drop-outs: people who start toward a goal but quit when the going get tough.
All-outs: people who set goals, commit to them and play the price to reach them.

28. 7.7.2.4 Communication “without it you travel alone”
What should we know of Communication
People will not follow you if they don’t know what you want or where you are going. A chicken makes noise after laying an egg, a duck doesn’t. A cow moos depending on circumstance. A dog makes all sorts of noise hence a better friend to man.
How to improve COMMUNICATION. You must personify these pointers.
Simplify your message.
See the person. Importance is you can answer: who is your audience?, what are their question?, what needs to be accomplished?, how much time with them?
Show the truth. Credibility precedes great communication.
Seek a response. Goal of communication is action. Do not dump information.
Be as clear as clear as bell in your communication.
Refocus your attention.
Live your message: no discrepancies between what you do and what you say.

29. 7.7.2.5 Competence “If you build it, they will come”
What should we know of Competence
The society that scorns excellence in plumbing and tolerates shoddiness in philosophy will have neither good plumbing nor good philosophies, hence neither its pipes nor its theories will hold water.
Competence is the ability of the leader to say it, plan it and do it in such a way that others know that you know how.
How to improve COMPETENCE. You must personify these pointers.
Show up every day. Show up when expected, not only in body, but ready to play- no matter what you feel, circumstances you face or difficultness of the game.
Keep improving. Search methods, learn, grow, improve.
“The person who knows HOW always has the job, but the one who knows WHY is always the boss.
Follow through with excellence. Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution.
Accomplish more than expected
Inspire others.
Three types of people:
Those that can see what needs to happen
Those that can make it happen
Those that can make it happen when it really counts.

30. 7.7.2.6 Courage “one person with courage is a majority”
What should we know of Courage
Courage is esteemed as the first human quality because it guarantees all the others. It is fear that has said its prayers.
Courage begins with an inward battle.
Courage is making things right not just smoothing them over.
Courage in a leader inspires commitment from followers.
Your life expands in proportion to your courage.
A courageous act often brings unexpected positive results.
How to improve COURAGE. You must personify these pointers.
Face the music. Do something that causes a genuine fear. Seek higher and challenging positions, go sky diving, climb mountains etc
Talk to confrontational colleagues. Speak the truth in love.
Take giant steps towards something.

31. 7.7.2.7 Discernment “Put an end to unsolved mysteries”
What should we know of discernment
Smart leaders believe only half of what they hear. Discerning leaders know which half to believe.
This is an indispensable quality for any leader who desires to maximize effectiveness.
Discernment helps us do several things.
Discover the root issues
Enhance your problem solving
Evaluate your options for maximum impact
Multiply your opportunities.
How to improve DISCERNMENT. You must personify these pointers.
Analyze past success.
Learn how others think.
Listen to your heart. Is there a pattern that gives insights.

32. 7.7.2.8 FOCUS “The sharper it is, the sharper you are”
What should we know of focus
The key to focus for effective leadership are PRIORITIES & CONCENTRATION
How to improve FOCUS. You must personify these pointers.
A leader who knows his priorities but lacks concentration knows what to do but never gets it done. If he has concentration but no priorities, he has excellence without progress.
Do not major in minors
Focus your time and energy.
Use these rules of thumb to focus time and energy:
Focus 70% on strengths, 25% on new areas and 5% on areas of weakness. New areas are necessary for growth.
Work on your self- you are your own greatest asset;
Work at your priorities- you will have to fight for them.
Work with your strengths- you can reach your potential.
Work with your contemporaries- you cant be effective alone.
Divided attention always works against you.

33. 7.7.2.9 GENEROSITY “Your candle looses nothing by lighting another”
“ No person has ever been honored for what they received but what they gave.”
What should we know of Generosity
Nothing from a leader speaks louder to others than his generosity. They say the easiest way to reach a man’s heart is through the mouth/stomach”.
How to CULTIVATE GENEROSITY in your life. You must personify these pointers.
Be grateful for what ever you have.
Put people first.
Don’t allow the desire for possessions to control you.
Regard money as a resource. Don’t be materialistic, miser, spendthrift or un-ambitious. Be generous with it to accomplish things of value
Develop habit of giving. e.g. find someone to mentor.

34. 7.7.2.10 INITIATIVE “You wont leave home without it”
“ Of all things a leader should fear, complacency should head the list.”
What should we know of initiative
Leaders should initiate a connection with their followers.
Leaders must continually look for opportunities and take action.
How to CULTIVATE INITIATIVENESS in your life. You must personify these pointers.
Know what you want. The starting point of all achievement is desire- you will recognize opportunity.
Push yourself to act. “you can if you will”.
Take risks if you must. John F. Kennedy is quoted saying “there are risks and costs to a program of action, but they are far less than the long range risks and cost of comfortable inaction”
Don’t fear mistakes but prepare for consequences.