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Business Leadership and Management Fundamentals Unit 2: Leadership -…
Business Leadership and Management Fundamentals
Unit 2: Leadership
2.1 Personality Assessments
Types of Personality Tests
Animal Personality Test
Our human zoo is made up of almost fifty different animal personality types. While each animal personality is unique, they also fall into one of five broad categories: carnivores, herbivores, rodents, birds and reptiles.
Type A and Type B
Type A
Competitive
Achiever (over-achiever?)
Aggressive
Fast Worker
Impatient
Restless
Hyper-Alert
Tense Face Muscles
Feeling of Being Under Pressure
Type B
Moves and speaks slower
Not pre-occupied with social achievement
Seldom lack time
Works steadily
Not easily irritated
Seldom impatient
Easy going
Relaxed
Myers Briggs Type Indicator
Developed by Carl Jung
A self questionnaire used to indicate an individual's perception and judgement of the world around them
Helps to understand why people behave the way they do in one’s personal and/or work life
Based on four categories
Information: Sensing (S) or Intuition (N).
Decisions: Thinking (T) or Feeling (F).
Structure: Judging (J) or Perceiving (P).
Favorite world: Extravert (E) or Introvert (I).
True Colours
Each colour is reflective of your personality…that means that we all have each of the colours, just in a different way, and some stronger than others...
Gold Attributes
Follow the rules and respect authority; loyal, dependable, prepared
Strong sense of what is right and wrong in life; thorough, sensible, punctual
Need to be useful and belong; faithful, stable, organised
What does this mean when:
AT WORK/SCHOOL: like routines, structure, one topic at a time, clear expectations;
WITH FRIENDS: like to plan ahead, careful with money, need reassurance;
WITH FAMILY: stability, security, traditions, like to spend holidays with family.
Green Attributes
Seek knowledge and understanding; analytical, global, conceptual
Value intelligence, insight, integrity and justice; abstract, hypothetical, investigative
Are a natural non-conformist, a visionary and a problem solver
What does this mean when:
AT WORK/SCHOOL: love to work alone & achieve understanding, many interests;
WITH FRIENDS: seem reserved, uneasy with emotional displays, high integrity;
WITH FAMILY: prefer to be alone, enjoy private time to think, love sharing ideas and interests.
Orange Attributes
Act on a moment’s notice; witty charming spontaneous, direct
Need fun, variety, stimulation and excitement; optimistic, eager, courageous
Are a natural trouble-shooter, a performer and a competitor
Act on a moment’s notice; witty charming spontaneous, direct
Need fun, variety, stimulation and excitement; optimistic, eager, courageous
Are a natural trouble-shooter, a performer and a competitor
What does this mean when:
AT WORK/SCHOOL: ‘hands-on’, flexibility, variety, difficulty with structure, arts, sports;
WITH FRIENDS: bored by planning ahead, excited by new and different things;
WITH FAMILY: need space/freedom, desire fun, rules are hard.
Blue Attributes
Look for meaning and significance in life; authentic,
Need to contribute, encourage and care; idealistic, spiritual, sincere
Value relationships; a natural romantic, a poet and a nurturer
What does this mean when:
AT WORK/SCHOOL: with people, inspire, share, care. Co-operation is important to you;
WITH FRIENDS: want perfect love, thoughtful, affectionate, good listener;
WITH FAMILY: happy, loving, sensitive to rejection and conflict.
Conclusion
Different personality types succeed in different tasks.
Different personality types work better in different settings
When workers understand their personality type they approach work in a manner that best suits them; this can make people more comfortable and efficient.
2.2 Emotional Intelligence
What is It?
The capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judicially and empathetically.
IQ vs EQ
Importance
It’s not the smartest people that are the most successful or most fulfilled in life. People can be academically brilliant and yet are still socially inept and unsuccessful at work or in their personal relationships.
4 Areas Emotional Intelligence can Affect
Performance at Work
Navigate social complexities of the workplace
Lead and motivate others, and excel in your career
Companies now view emotional intelligence as important as technical ability and require EQ testing before hiring
Physical Health
Learn to control stress! Uncontrolled stress can :
raise blood pressure
increase the risk of heart attack and stroke
contribute to infertility
speed up the aging process
Mental Health
Uncontrolled stress can impact your mental health
Vulnerable to anxiety and depression.
Without Emotional Intelligence, you’ll be open to mood swings
Inability to form strong relationships can leave you feeling lonely and isolated.
Relationships
By understanding your emotions, you’re better able to express how you feel and understand how others are feeling.
This allows you to communicate more
effectively and forge stronger relationships,
both at work and in your personal life.
Measuring Emotional Intelligence
A strong emotional vocabulary
Accurately identify your emotions. The more specific your word choice, the better insight you have into exactly how you are feeling, what caused it, and what you should do about it.
A good judge of character
Read other people, know what they’re about, and understand their motivations.
Difficult to offend
Emotionally intelligent people are self confident and open minded which creates a thick skin.
You’re able to mentally draw the line between humor and degradation.
2.4 Power
Power is the ability to affect the behaviour of others
Six Types of Power:
Legitimate Power – is granted through the organizational hierarchy
Reward Power – is the power to give or withhold rewards
Coercive Power – the power to implement negative consequences for noncompliance (could include physical or emotional threats)
Expert Power - is derived from information or expertise
Political Power - comes from the support of a group and networks of influence
Referent Power - is based on identification with, imitation of, loyalty to, and charm of the leader
Power should be used to influence and control others for the common good rather than seeking to exercise control for personal satisfaction.
Difference Between
Power and Leadership
Credibility is needed in leadership but not necessarily in power.
Power is derived from a position of authority. Leadership is a personal attribute.
Leadership requires power in order to be effective (to successfully inspire subordinates). However, power does not depend on leadership.
2.5 Leadership Theories
Approaches to Effective Leadership
Leadership theories focus on the characteristics of leaders, and attempt to identify the behaviors that people can adopt to improve their own leadership abilities in different situations
Important to adapt your leadership style to each unique situation or task to meet the needs of the team or team members.
Leadership Theories vs Leadership Styles
Leadership Theories
Hersey-Blanchard Situational Leadership Model
Leaders should vary their approach based on the people they are leading, and the circumstances that surround the task at hand.
Based on the readiness of your team and the difficulty of the tasks
how able, willing and confident are the followers in performing the tasks?
Vroom-Jago Leadership Participation Theory
Used by leaders to determine whether they should make a decision alone or involve a group, and to what extent the group should be involved.
Three Options:
Authority decision
Vroom-Jago: Authority-oriented decisions
Use authority-oriented decision methods when …
The leader has greater expertise
The leader is confident and capable of acting alone
Others are likely to accept and implement the decision.
Little or no time is available for discussion.
Consultative decision
Group decision
Vroom-Jago: Group-oriented decisions
Use group-oriented and participative decision methods when …
The leader lacks sufficient information to solve a problem
The problem is unclear and help is needed to clarify
Acceptance of the decision and commitment by others is necessary for implementation
Adequate time is available for true participation
2.6 Teamwork
Lessons from Geese
When geese fly, they fly in a V formation. As each goose flaps its wings it provides uplift for the geese that are behind making git easier for them to fly longer distances.
When a goose falls out of formation it feels the drag as it is no longer feeling the benefit of the lift described in lesson one. It works hard to get back into the formation to get the full benefit once again and rejoin the group.
When the lead goose gets tired it moves to the back of the formation and another goose takes over the lead.
Geese honk to encourage those in front to maintain the speed and work rate.
If a goose gets sick or wounded, two geese drop out of the formation and follow the bird to the ground. They do this to provide protection. They stay with that member until they are well enough to fly again or dies. They then head out on their own or join another formation or catch up with their own flock.
Types of Groups/Teams
Functional Groups – used to accomplish a number of purposes with an unspecified time horizon
Task Groups - used to accomplish a narrow range of purposes within a stated time horizon. They function with little supervision
Informal Groups – created by the members of the groups themselves for purposes that may or may not be relevant to organizational goals.
Stages of Group and Team Development
Forming
Members get acquainted, test interpersonal behaviour
Storming
Members develop group structure and patterns of interaction
Norming
Members determine their roles in the organization
Performing
Members enact their roles
What Effective Teams Do
Share and build on other’s ideas
Openly examine and resolve differences
Discuss objectives and tasks until understood and accepted
Reach decisions through examination of differences and alternatives
Positive Team Terms
Synergy - A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise
Cohesiveness - the degree to which members are attracted to and motivated to remain part of a team
Dysfunctional team issues
Groupthink sets in when group members are more concerned with consensus (often due to rushing, need for pleasing other members, or lack of caring)
members try to minimize conflict and reach consensus without critically testing, analyzing, and evaluating ideas
Individual creativity, uniqueness, and independent thinking are lost
Groupthink is defined as a way of deliberating that group members use when their desire for unanimity overrides their motivation to assess all available plans of action.
2.3 Leadership Styles
What is Leadership?
The process of inspiring others to work hard to accomplish important tasks.
What are Leadership Styles?
Refers to a leader’s methods, characteristics, and behaviors when directing, motivating, and managing their teams.
Shaped by personality, values, skills, and experiences.
Determines how leaders develop their strategy, implement plans and respond to changes while managing stakeholders’ expectations and their team’s well-being.
What Type of Leader are You?
Leaders often express a wide-range of leadership styles but they usually have one pre-eminent style that they tend to express more often.
Different styles work in different situations.
A team will be a stronger with a variety of different leadership styles.
Types of Leaders
Autocratic Leadership
An autocratic/ authoritarian leader controls all decisions and takes very little input from others. These leaders use their own ideas and take power over others.
Democratic Leadership
Democratic Leadership also known as participative leadership is one of the most effective styles of leadership.
Comes for the word democracy which means run by the people.
Welcome and value others’ input and rely heavily on group participation.
Studies have shown that democratic leadership generates high levels of productivity, creativity, team engagement, and a more collaborative, inviting work environment.
It can take a good amount of time and effort to get others’ input, reach a consensus, and facilitate collaboration. In situations where a decision needs to be made quickly or these discussions aren’t time- or cost-effective, this tactic may not be efficient.
Laissez-Faire Leadership
Laissez-faire leaders are leaders that tend to have trust and rely on their followers by letting them make their own decisions and handle tasks with little to no direction. Only offering their team support and training if deemed necessary. By not micromanaging every situation, employees are able to use their full creativity and resources to reach desired goals
Visionary Leadership
Vision is the ability to think about or plan the future with imagination or wisdom. Defining leadership - it is a style of leadership in which leaders strategically plan the present events keeping in mind the bigger picture of the future and inspiring others to pursue a long-term vision. The major foundation of visionary leadership is goal setting.
Affiliative Leadership
Affiliative leadership revolves around the idea of putting others first by promoting a positive and supportive work environment. Leaders, that take the affiliative approach, strive to prioritize emotional intelligence and collaboration in order to build a sense of belonging within a group or organization.
Emergent Leadership
Emergent leadership refers to a leadership style that naturally happens within a group or team. It's when someone takes the lead without being assigned or designated as the leader.
