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EFFECTIVE LEADERSHIP SKILLS - Coggle Diagram
EFFECTIVE LEADERSHIP SKILLS
What is leadership?
It is not:
has nothing to do with
seniority
or one's position in the
hierarchy
of a company
nothing to do with
titles
has nothing to do with (naturally acquired)
personal attributes
management
- not about control or being condescending / micromanaging
Bad Leaders:
Blames others
never personally acknowledges their role or contribution to any mistake/failure
Selfish and Self-serving
regularly acts out of self-interest and brings a sense of entitlement to their role
Uncivil and Mean
routinely mistreats, demeans and insults others, usually in public
Inept and Incompetent
makes bad decisions, resulting in a trail of disaster behind them. i guess them also not taking responsibility after
Lack of Initiative
lazy and unwilling to work hard, look for easy way out by deflecting responsibility. team
loses direction
as team members mirror the leader's attitude. the leader sets the 'lazy' tone, so things don't get done
Definitions:
a
process
of
social influence
, which maximizes the efforts of others, towards the achievement of a goal
stems from social
influence
, being a guide, convincing teammates. NOT authority/power, being possessive or forceful. Being more intentional with the position, more than just "following given instructions"
requires others
- about bringing the team together to improve and grow and reach that goal
no mention of
personality traits, attributes, or titles
has
purpose
and
intention
, includes a
goal
(not influence with no intended outcome)
maximizing
efforts, not just organizing/delegating it
Qualities of a Leader
Qualities/Characteristics
A leader
can
:
assume responsibility
take initiative
A leader
is
:
achievement orientated
adaptable to situations
alert to social environments
assertive - competent
cooperative
courageous (risk-taker)
decisive (good judgement)
dedicated (committed)
dependable
energetic
enthusiastic
honest (high integrity)
optimistic
persistent
confident
resilient (handles stress and anxiety well)
Skills/Abilities
A leader
can
:
communicate well
listen openly to others
resolve conflict
A leader
is
:
broad-minded (seeks diversity)
clever/intelligent
conceptually skilled (have holistic views)
creative/imaginative
diplomatic and tactful (skill and sensitivity in dealing with others/ with difficult issues)
extroverted/outgoing
fair-minded/just
forward-looking
knowledgeable about team tasks
motivational/inspirational
organized
persuasive/influential
socially skilled
technically skilled
well-spoken
Core Leadership Theories
"Great Man" Theories
leaders a exceptional people, born with innate qualities, destined to lead
the term "Man" was intentional - the concept of a leader was primarily male, military and Western
Trait Theories
based on research on
traits and qualities
associated with leadership
traits are
hard to measure
: how do we measure one's honesty or integrity? (not quantitative, therefore difficult to asses/compare abilities)
identify with particular
personality
or
behavioral
characteristics common to leaders
Functional Theories
Leader is concerned with the interaction of
task, team, and individual
(Adair, 1970) - Action Centered Leadership
TASK
goal setting, methods and process
TEAM
effective interaction/communication, clarify roles, team morale
INDIVIDUAL
attention to behaviour, feelings, coaching, CPD (continual professional dev)
Behaviorist Theories
Blake and Mouton, 1964 (Managerial Grid)
focuses more on leaders'
behaviour and actions
(more within their range of control and is changeable), rather than their traits and skills
[e.g. production orientated or people orientated]
different leadership behaviors categorized as
'leadership styles'
:
autocratic
controls every decision according to their own beliefs, with minimal team input/suggestions/advice
persuasive
sim. to autocratic but invites questions/opinions/suggestions rather than adopting the 'do this or else' attitude
consultative
team player, consulting all members and guide them to make strategic decisions, team building, in this together
democratic
asks for input and feedback before making decisions
doesn't provide guide to effective leadership in different situations
Situational/Contingency Theory
Hersey-Blanchard, 1982
Leadership style changes according to the
situation
and in response to the
individuals
being managed (competency and motivation)
Style --> competency + motivation
DIRECTIVE (telling) ---> low competence + low commitment, unwilling, unable, insecure
COACHING (selling) ---> some competence + variable commitment, unable but willing/motivated
SUPPORTIVE (participating) ---> high competence + variable commitment, able but unwilling or insecure
Transactional Theories
based on a system of rewards and punishment, strong focus on results
PROS
performance is rewarded
- employees who deliver results are rewarded, good behaviour is promoted and encouraged
productive
- short-term goals can be achieved quickly, high productivity in repetitive processes
order and structure
- instructions, expectations, roles, measurements and rewards are clear
CONS
limited creativity
- strict and rigid system discourages creativity and innovation, maybe the desire of just obtaining the reward discourages people to make mistakes and try new things.
punishment
- e.g. lack of bonuses, demotions, blame, negative criticism ... results in low engagement (as a reward is on the line, everything just becomes serious and people stray away from the original goal.
motivation problems
- some need other motivation than performance related rewards
Transformational Theories (Bass & Avolio, 1994)
inspire
individuals, develop
trust
,
encourage
individual creativity and personal growth
individuals develop a
sense of purpose
to benefit the group, organisation or society.
intention and purpose goes beyond their self-interests and an exchange for rewards or recognition for effort / loyalty
Leadership Styles
Visionary
mobilize people toward a vision
"come with me"
provide clarity on shared vision and info, let people find the best way to get there
may not motivate more experienced peers
best for when new direction is needed
Coaching
develop people for the future, works best when helping people build long term strength/capabilities
"try this"
connect personal dreams with organisation goals and build abilities and loyalties
may appear like micromanaging if done poorly
Affiliative
create emotional bonds and harmony
works best to heal rifts (break/cracks) in teams or motivate people in stressful times
"people come first"
build relationships between people, create harmony and collaboration
may neglect goals for relationships
Democratic
build consensus through participation
works best to create consensus or get input when there's no other way forward
"what do you think?"
get buy-in by involving people, leverage others' expertise
may cause indecision due to conflicting opinions
Pacesetting
expect excellence and self-direction
works best to get quick results form a highly competent teams
"do as I do now"
uphold high standard and achieve tough goals
may cause fatigue and burn-out competent/motivated
Commanding
demand immediate compliance
works best in crisis or with problematic people
"do what i tell you"
clear and decisive directions, expecting full and instant compliance
easy to seem cold and distant, and lack buy-in