1. International Section | Leadership & Management Division | College of Management and Technology Strategic Leadership MDWSC Georgia Nov/Dec 2011 Colonel Andrew Cliffe 1

2. International Section | Leadership & Management Division | College of Management and Technology Leadership Contents What is leadership? Leadership models. Personality & leadership. Teams & leadership. Strategic leadership. UK Leadership Centre. 2

3. International Section | Leadership & Management Division | College of Management and Technology What is leadership? “One of the most observed & least understood phenomena on earth” James Burns (1978). "A leader shapes and shares a vision which gives point to the work of others." Charles Handy (1992). "A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be." Rosalynn Carter, US First Lady (b.1927). "Be willing to make decisions. That's the most important quality in a good leader." General George S. Patton Jr. "As we look ahead into the next century, leaders will be those who empower others." Bill Gates. 3

4. International Section | Leadership & Management Division | College of Management and Technology MANAGEMENT Leadership Authority Command Power LEADERSHIP Discipline Influence 4

5. International Section | Leadership & Management Division | College of Management and Technology Command, Leadership & Management Command Leadership Management Relationship? 5

6. International Section | Leadership & Management Division | College of Management and Technology Command, Leadership & Management Command: –Legally appointed position of authority. Leadership: –Combination of example, persuasion & compulsion. –Projection of personality & character to inspire a team to achieve the desired outcome. –Visionary. Management: –Allocation & control of resources (human, materiel and financial) to achieve objectives. –Planning, organisation & execution of the business of Defence. 6

7. International Section | Leadership & Management Division | College of Management and Technology “…Managers are necessary: Leaders are essential…. Leadership is of the spirit, compounded of personality & vision…… Management is of the mind, more a matter of accurate calculation, statistics, timetables & routine…” Field Marshall Bill Slim (1944) About People About Things 7

8. International Section | Leadership & Management Division | College of Management and Technology Leadership Development Leadership is a skill. Some people have more natural talent, but… Skills can be developed through practise. What to practise & how? –Leadership Models 8

9. International Section | Leadership & Management Division | College of Management and Technology Leadership Models 9

10. International Section | Leadership & Management Division | College of Management and Technology Evolution of Leadership theory Motivational Theory Mayo’s Hawthorn Studies 1933 George Homans 1950 Maslow’s hierarchy of Needs 1954 McGregor’s X&Y Theory 1960 Fredrick Herzberg 1959/66 Chris Argyris1970 The Great Man Theory Trait TheoryUniversal Theories Ohio State Research 1950’s Michigan State University-R Likert 1961/67 Blake & Moulton ‘Managerial Grid’ 1964 The Contextual/Behavioural Factor Hersey & Blanchard 1985 The Functional Approach John Adair The Situational Approach Stogdill R Tannenbaum & WH Schmidt19 58/73 VH Vroom & PW Yetton 1973 Hersey & Blanchard 60’s - 93 Power & Influence Theory JRP French & BH Raven 1959 BM Bass 1960 A Edzoni 1961 JP Kotter 1982 Participative Leadership & Decision Making Theory G Yukl 1970/80s Charismatic Leadership Theory RJ House 1976/77 Transformational Theory JM Burns 1978 BM Bass 80s-90s Contemporary Thinking Thomas Carlyle 1850s Sir Francis Galton 1869 Jenkins 1947 Stogdill 1948 Goldbach 1985 Homer Asoka Confucius Plato Aristotle Machiavelli Contingency Theory F Fiedler 1970s Servant leadership theory Robert Greenleaf... 10

11. International Section | Leadership & Management Division | College of Management and Technology Great Man Theory 11

12. International Section | Leadership & Management Division | College of Management and Technology Trait Theory 12

13. International Section | Leadership & Management Division | College of Management and Technology Trait Theory Integrity Vision Communications Decision-making Humility Innovation Professional knowledge Courage Sense of humour Intelligence Sensitivity Character Personality Charisma Shouting & waving your arms about 13

14. International Section | Leadership & Management Division | College of Management and Technology Adair’s Functional Approach Task Team Individual Context Areas of need 14

15. International Section | Leadership & Management Division | College of Management and Technology Goleman’s Leadership Styles Coercive Authoritative Affiliative Democratic Pace-setting Coaching Use the ‘style’ to meet the challenge Crisis Change Heal rifts Get buy-in Quick results Improve performance 15

16. International Section | Leadership & Management Division | College of Management and Technology Burn’s Transactional/Transformational Leadership Transactional leaders: BUY followers. Transformational leaders: INSPIRE followers. 16

17. International Section | Leadership & Management Division | College of Management and Technology Personality & Leadership 17

18. International Section | Leadership & Management Division | College of Management and Technology Personality & leadership The Five Factor Model: –Neuroticism (sensitivity). –Extraversion (expressive). –Agreeableness. –Openness to experience. –Conscientiousness. Digman, 1990 18

19. International Section | Leadership & Management Division | College of Management and Technology Personality & leadership Myers-Briggs Type Indicator (MBTI): –Focus of attention & energy: EXTRAVERT – INTROVERT –Source of information & perspective: SENSING – INTUITIVE –Decision making: THINKING – FEELING –Approach to life: JUDGING – PERCEIVING Dominant function. 19

20. International Section | Leadership & Management Division | College of Management and Technology Personality & leadership Myers-Briggs Type Indicator (MBTI): ISTJISFJINFJINTJISTPISFPINFPINTPESTPESFPENFPENTPESTJENTJESFJENFJ 20

21. College of Management and Technology INTJ – ‘The Scientist’ INTJs live in the world of ideas and strategic planning. They value intelligence, knowledge, and competence, and typically have high standards in these regards, which they continuously strive to fulfill. To a somewhat lesser extent, they have similar expectations of others. 21

22. International Section | Leadership & Management Division | College of Management and Technology 360 Degree Reporting Boss Subordinates Peers You 22

23. International Section | Leadership & Management Division | College of Management and Technology Psychometric testing Things that you learn: –More about yourself & what you need to improve. –More about other people: They’re not just doing it to annoy you! Strengths & weaknesses in your team. –What is happening when things go wrong: The Dark side! Reluctance amongst military. 23

24. International Section | Leadership & Management Division | College of Management and Technology Teams & Leadership 24

25. International Section | Leadership & Management Division | College of Management and Technology Team Psychometrics Belbin’s 8 Team Roles: –Chairman: best use of resources. –Shaper: sets objectives & priorities. –Plant: new ideas & strategies. –Company Worker: ideas & practical suggestions. –Team Worker: communications & team spirit. –Monitor-evaluator: analysis. –Resource Investigator: outside the team. –Completer: attention & urgency. 25

26. International Section | Leadership & Management Division | College of Management and Technology Toxic Leadership “ Destructive leaders are focused on short-term mission accomplishment. They provide superiors with impressive articulate presentations and enthusiastic responses to missions. But they are unconcerned about, or oblivious to, staff or troop morale and/or climate. They are seen as self serving” Anon, Staff College Discussion 26

27. International Section | Leadership & Management Division | College of Management and Technology Destructive Assent Situation: January 13 1982, a freezing-cold day. Air Florida 90 (‘Palm 90’), due out from Washington DC at 1415 hrs. Crew: – Captain Larry Wheaton – SENIOR. – 1st Officer Roger Pettit – JUNIOR. 27

28. International Section | Leadership & Management Division | College of Management and Technology Destructive Assent Take-off check list commences Pettit: Air conditioning & pressurization? Wheaton: Set Pettit: Engine anti-ice? Wheaton: Off 1559 Cleared for take off & throttles open Pettit: ‘It’s real cold, real cold’ Wheaton: It’s spooled. Real cold, real cold. Pettit: God, look at that thing. That doesn’t seem right, does it? Uh, that’s not right. Wheaton: Yes, there’s 80 Pettit: Naw, I don’t think that’s right. Ah, maybe it is. Wheaton: 120 Pettit: I don’t know Wheaton: V1. (Lift off, but nose rises too quickly) Easy. V2 1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14th Street Bridge; 6 survivors 28

29. International Section | Leadership & Management Division | College of Management and Technology Destructive Assent Take-off check list commences Pettit: Air conditioning & pressurization? Wheaton: Set Pettit: Engine anti-ice? Wheaton: Off 1559 Cleared for take off & throttles open Pettit: ‘It’s real cold, real cold’ Wheaton: It’s spooled. Real cold, real cold. Pettit: God, look at that thing. That doesn’t seem right, does it? Uh, that’s not right. Wheaton: Yes, there’s 80 Pettit: Naw, I don’t think that’s right. Ah, maybe it is. Wheaton: 120 Pettit: I don’t know Wheaton: V1. (Lift off, but nose rises too quickly) Easy. V2 1601 Palm 90 crashes into bridge over Potomac: 78 killed, including four motorists on the 14th Street Bridge; 6 survivors 29

30. International Section | Leadership & Management Division | College of Management and Technology Constructive Dissent Winston Churchill (PM). General Brooke (Chair of UK Chiefs of Staff) 30

31. International Section | Leadership & Management Division | College of Management and Technology Constructive Dissent Brooke on Churchill: ‘…genius mixed with an astonishing lack of vision – he is quite the most difficult man to work with…’ 31

32. International Section | Leadership & Management Division | College of Management and Technology Constructive Dissent Churchill on Brooke: –‘When I hit the table & push my face towards him, what does he do? He hits the table harder & glares back at me!’ 32

33. International Section | Leadership & Management Division | College of Management and Technology Emotional Intelligence “The capacity for recognising our own feelings and those of others, for motivating ourselves and for managing emotions well in ourselves and in our relationships. Abilities distinct from but complementary to academic intelligence, the purely cognitive capacity measured by IQ (Intelligence).” 33

34. International Section | Leadership & Management Division | College of Management and Technology Strategic Leadership 34

35. International Section | Leadership & Management Division | College of Management and Technology Strategic/senior leadership What is the challenge? What changes? Why is ‘senior’ leadership important? 35

36. International Section | Leadership & Management Division | College of Management and Technology Leader(ship) Development Tactical Operational Strategic Specialist competence to deliver task success Responsibility for organizational success ? 36

37. International Section | Leadership & Management Division | College of Management and Technology Tactical Operational Strategic Changing Environment – Changing Skills? 37

38. College of Management and Technology What changes? Communication: from inward to upwards & outwards. Shape environment. Cross silo. Uncertainty: increasing ambiguity & complexity. Timescales. Risks: from physical to organisational. Decision-making: increasing proportion of ethical decisions. Strategic leaders do not need to know all the answers – they need to ask the right questions. 38

39. College of Management and Technology Strategic Leadership Theory: Vision Understanding complexity. Produce results. A strong motive. Develop a value-based vision. Develop Policies, strategies & programmes for achieving the vision. Engage in personal practises & behaviours that reflect the values that underlie the vision. M Sashkin, 1995, The Visionary Leader

40. College of Management and Technology Strategic Leadership Theory Providing Direction: Purpose | Vision for whole organisation. Getting Strategy & Policy right: Strategic thinking. Organise/Reorganise: Making the organisation fit for purpose. Release the Corporate Spirit: Energy | morale | confidence | Esprit de Corps. Relate the organisation to wider environment: Allies, partners, stakeholders. Develop today & tomorrow’s leaders: Succession planning | long term view. John Adair – Effective Strategic Leadership 2002

41. International Section | Leadership & Management Division | College of Management and Technology Leadership and Management Division M eeting the needs of strategic managers and leaders across defence. 39

42. International Section | Leadership & Management Division | College of Management and Technology Leadership & Management Division Established in 2000. Three tasks: –Develop a leadership Model. –Prepare & issue a Leadership Book. –Deliver a programme of courses. 40

43. International Section | Leadership & Management Division | College of Management and Technology The Leadership Helix Model Integrity Vision Communication Decision Taking Innovation Professional Knowledge Focussed on Development Humility 41

44. International Section | Leadership & Management Division | College of Management and Technology Course Pyramid Executive Strategic 2/3/4* 1* Tm Member Deputy PTL Proj Tm Ldr (PTL) Board Member Intermediate Defence Executive Leadership Programme Defence Senior Leaders Programme Defence Leadership Education Programme Advanced Command & Staff Course Leadership & Management Development Programme Senior Responsible Owners Defence Strategic Management Programme Through Life Capability Management Masters Programmes 42

45. International Section | Leadership & Management Division | College of Management and Technology Through Life Development Distributed & Just-In-Time Training Higher Command & Staff Course 30 Offrs Brigadiers Advanced Command & Staff Course 350 Offrs Lt Cols Intermediate Command & Staff Course 2000 Offrs Majs RAFC RNC RMAS Officer Cadets 43

46. International Section | Leadership & Management Division | College of Management and Technology Academic Intelligence Emotional Intelligence Cultural Intelligence The Effective Contemporary Leader 44

47. International Section | Leadership & Management Division | College of Management and Technology Summary Leadership is widely studied. Commanders have to be both managers & leaders. Leadership is a skill & can be developed. Considered: –leadership & personality. –teams & leadership. Leadership challenges change as move up to strategic level. UK Leadership Centre. 45

48. International Section | Leadership & Management Division | College of Management and Technology Strategic Leadership MDWSC Georgia Nov/Dec 2011 Colonel Andrew Cliffe 46