Tag Archives: Leadership Theories

Leadership

Leadership in Two Words: Discovery and Service

Leadership suffers inadequacy of reliable theories. The existing leadership theories, as many may argue, do not lead to an accurate leadership practice. Normally, a theory should serve as a roadmap to guide our actions and adapt new challenges. Theory is a paper work, while practice is a practical walk. In leadership there is a famous saying, “think the talk, talk the talk and walk the talk.” Metaphorically, this saying may help us how to materialize a thought into a practice.

Certainly, a reliable theory can pass a test of time and uncertainties. However, if we look back in history, we may learn that leadership theories are impractical. There might be a number of reasons for that, but one reason could be lack of a definite understanding about the essence of leadership. I once asked a government official, “What is the essence of leadership?” “Leadership is nothing, but a means to fulfill a national interest,” he replied. If all political leaders are like him, then there will be no hope for humanity to flourish. The essence of leadership has lost somewhere and subjected into petty national interests. Nowadays, nations spend a chunk of time and money to amend historical mistakes than future development. When the past outweighs the future, leadership misses its essential meaning.

Some leadership authors gallop freely and come up with whatever their mind dictates them. Leadership is not a game of mind, or a game that begins with a thought and ends with a word. It is not a belief, either. It is the most practical field and far beyond religious, political or ideological concepts. Unfortunately, our current leadership practices are entangled religiously, politically and ideologically.

Leadership is an action. Most leaders, however, are not writers and researchers. They read and apply whatsoever books are available in the market place. They may learn from consequences as in the case of wars, financial deficit and social chaos, but true leaders learn before running into an action. In fact, as many say, history repeats itself. What has been done a century ago, repeats itself in the modern era. This implies that history has a little lesson to teach us unless we learn how to discover our leadership talent and put it into a service.

Leadership in two words simplifies problems and ambiguities. It is true that leadership has been defined differently by different authors. There are a number of verbs, nouns and adjectives that directly or indirectly explain the essence of leadership. For instance, John Maxwell, the author of many leadership books, highlights a number of leadership qualities. I have read some of his books, but I could not figure out his profound philosophy. In some cases, he addressed leadership as a combination of indefinite personal and interpersonal skills. Nonetheless, personal and interpersonal skills are bizarre with situations. They cannot last long. Leadership skills may differ from time to time, but the core idea, which is the nucleus, cannot be altered under any circumstance.

Leadership is not a word, but a two action words: discovery and service. Discovery and service are action words that a student of leadership should wonder about before jumping to act as a leader. Discovery is the greatest leadership adventure towards the truest and limitless nature of your inherent leader. It is a personal journey within oneself to explore and understand what lies within. It might take a number of years, and thus commitment and unwavering patience and confidence are indispensable, whereas service is byproduct of successful potential discovery. When the leader within you exploded, service comes quite naturally. Service is like a reaped fruit which is available to the world irrespective of race, religion, nationality or ideology.

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Leadership

Motivation – A Transformational Leadership Skill

How many times have you awakened in the morning and did not want to go to work? But you went in anyway, not because you wanted to or had to, but because your commitment to the organizational goal and the leadership was important. That is the effect of transformational leadership, it motivates you not only to believe in the vision, but also to commit and stay the course until the goal has been attained. The ability to motivate, inspire, and coach followers to want to go the extra mile and find the energy to attain or maintain competitive advantage in this global economy is not an anomaly, but a necessity. Combine these characteristics with the ability to set a clear direction and create an organizational culture where everyone is aware of their contribution, and you have a recipe for success.

How do we define transformational leaders?

Over the last two decades there has been an emergence of a relatively new leadership theory known as “transformational” leadership. A transformational leader not only formulates and articulates a vision, he/she also delegates responsibility, assigns accountability and develops their followers. Researchers such as Titchy and Devanna identified transformational leadership as “when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals”. Lewin’s study on leadership shows that this leadership style is the most practical, because the leader not only transforms the organization, but the followers and themselves. A Transformational leader offers guidance to followers, participates in the group as a follower and requests input from members, As a result, followers are more engaged in the process, better motivated and creative.

Shamir, House and Arthur in their article for the Journal of Organization Science concurs with Titchy and Devane, but adds that a transformational leader enhances follower emotions with respect to the vision and goal, instills an emotional attachment through trust and confidence in their leadership. Transformational leaders are leaders as well as colleagues that collaborate with their team and disseminate information and communicate feedback on a timely basis because their focus is on changing “the needs, values, preferences and aspirations of followers from self interests to collective interests”, continues Shamir, House and Arthur on the development of the different ways in which transformational leaders strive to refocus followers intrinsic motivation.

Motivation: What motivates people?

Motivation is a collection of learned attitudes and beliefs suggests Success Performance Solutions, a Consulting firm in Lancaster, PA. Or the manner in which an individual is driven towards a goal, what keeps one going even in the face of adversity, the reason one sticks to a leader or gives a little more to a project. Psychologists often refer to the motivators as the initiators of behavior because they give us a sense of satisfaction and accomplishment. They add depth and breadth to behaviors by providing insight into “why we do what we do.” While, most behavioral theories include motivation as a function of primary drives such as hunger, sex, sleep, or comfort. Weiner points out that behavioral theories tend to focus on either intrinsic (fundamental) or extrinsic (inessential) motivators which have also been associated with arousal, attention, anxiety, and feedback/reinforcement.

Motivation is commonly defined as getting people to do what you want them to do, either through persuasion (getting their cooperation) or incentive (monetary reward). There are a multitude of positive and negative motivators and it is a pivotal concept in most leadership theories. Traditionally, leaders use power as a form of motivation either through coercion or influence. Transactional leaders on the other hand use more than rewards to motivate employees. This leadership style is not a style that has a blame factor when goals are not attained or plans go wrong; rather this style is useful when leaders trust and have a high level of confidence in his/her followers.

Individuals and corporations use motivators for goal setting, leadership development and organizational culture. The incentives are seen in Ames and Ames’ cognitive theories which deal with intrinsic motivation such as goal-setting acts and goals (personal or organizational).

Studies indicate that motivators are flexible and vary depending on the structure and culture of the organization. As a result this allows employees to adapt to the motivational system of an organization. Alderfer’s ERG Theory, states that the motivation for achievement is a function of an individual’s self actualization.

The types of motivators (financial or status) are clearly defined by Hull’s drive reduction theory. Tolman states that an individual’s crucial drive is an intrinsic motivation creating an internal state such as wants or needs. The rewards and recognition (monetary and nonfinancial) persuade individuals to pursue their goals by aligning their personal goals with the goals of the organization. Transformational leaders need to be aware that, motivators are not only in the form of monetary rewards; they also encompass the goals that people want to attain including experience benefits, organizational position (title), and career opportunities such as coaching and mentoring. McClelland’s Theory explains that motivators are a reflection of personality characteristics that are acquired through experiences, expectancies, and achievements. Thus, as individuals grow and change, the motivators use by the leadership must also change in order to satisfy their needs and wants.

The fit: leadership style and organizational structure

William Quisenberry wrote in Helium that “Motivation is essentially described by the textbook as ‘the extent to which persistent effort is directed towards a goal.'” Essentially, it is important for leaders to understand the different forms and characteristic values of motivation theories, and how to properly implement them in their organization. He defines four approaches to motivation and their emphasis on management practice: paternalistic approach, scientific management approach, participative management, and the combination approach.

A leader will find him/herself instinctively switching between styles and motivators in accordance to not only the people but also the organization. This is often referred to as “situational leadership” indicates Gary Neilson and Bruce Pasternack of Booz Allen Hamilton, a global consulting firm. They continue that there is a reason some companies succeed and others do not and that the ability to achieve results is not an accident but the combination of the correct leadership style for the organizational structure and culture. The combination discussed motivation and behavior in work organizations, which includes; drives, needs, outcomes, satisfaction, extrinsic rewards, performance, and influences.

Results: the combination of a transformational leader and the right motives?

During their tenure leaders must confront one of the most important issues asking an important practical question, “What leadership style(s) work best for me and my organization?” The answer to this question lies in the understanding that there are many styles and theories to choose from. A major factor in leadership development is to consider developing a new leadership style which combines more than one style in order to deal with not only the culture, but also the high level of diversity of employees.

Followers do not automatically accept new leaders. One reason is the element of the unknown. There have been countless examples of leaders taking over a new organization or group and their failures because they did not take into account the current culture and needs of the people within the organization. Edward Liddy’s failure at AIG is one such example. He thought that the leadership style he had developed at Allstate could be transferred to AIG without any problems. It is not the easiest of tasks to expect individuals to be creative, improve work quality, perform as a team, work more with less and provide outstanding customer service; while not taking into account the right motivations for these people and the need for him as a leader to build trust, adapt his leadership style and overall transform the people and the organization toward a prosperous direction. Liddy assumed that he could take the helm of the organization and transform it without him changing or making any adaptation.

Although the Transformation Leadership approach is often highly effective, there is no “right” method that fits all situations. According to Booz Allen Hamilton in choosing the most effective approach one must consider:

o The skill levels and experience of the members of your team

o The work involved

o The organizational environment

Building consensus for change is easy; implementing these changes, however, is next to impossible without a compelling vision and mission from the top as well as a strong foundation of common values at the base. An organization headed by a transformational leader seems destined for greatness. It is a well balanced organization infused with the right motives from a leadership with the correct style tends to react quickly to market developments. And often long term global opportunities without losing sight of the big picture (the goals of both the organization and its people). Just-in-Time organizations, as they are tagged, can turn on a dime because the leadership inspires creative outbursts, innovative processes and maintains competitive advantage due to the fact that everyone knows his or her role and implements it diligently in this organization, creating the overall effect of flawless effectiveness and consistent execution.

“The right people-imbued with the right values, armed with the right information, and motivated by the right incentives-are the driving force behind a winning organization” states Neilson and Pasternack. The challenge for leaders has always been to align all of these factors so that individual self-interests are in accord with the organization’s goals; otherwise, you will never get out of that bed and get to work.

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Leadership

Leadership Theories – What Does it Take to Be an Effective Leader?

There are more leadership theories than you can shake a stick at. Theories have evolved from “Great Man” and “Trait” theories to “Transformational” leadership – each with a different set of dynamics, contexts and focus.

Early theories tend to focus upon the characteristics and behaviours of successful leaders, whereas the later theories consider the role of followers and the contextual nature of leadership.

Here is an overview of leadership theories – but first here are 2 quick questions for you: (1) see if you can spot which applies to Genghis Khan and which applies to Mother Theresa; and (2) try to figure out which of these theories best describes the style you feel would be most appropriate for leading your change initiative?

(1) The Great Man theory – this was based on the belief that leaders are exceptional people, born with leadership qualities and are destined to lead. This theory reflects the male-oriented view of leadership which has predominated until the late 20th century.

(2) Trait Theory – is based around an extensive list of all of the qualities or traits associated with leadership.

(3) Behaviourist Theories – focus on what leaders actually do rather than on their qualities. Their different patterns of behaviour are observed and categorised as leadership styles.

(4) Situational Leadership – sees leadership as situation specific – where the style of leadership is adapted to the requirements of the context in which it is exercised.

(5) Contingency Theory – is a development of the situational theory – focusing on the situational variables which will determine the most appropriate or effective leadership style to fit the specific circumstances at that time.

(6) Transactional Theory – emphasises the importance of the transaction – or relationship – that takes place between the leader and the led. It focuses on the perceived mutual benefits derived from that relationship whereby the leader dispenses favours in the form of tangible and intangible rewards in return for the commitment, loyalty or [at least] compliance of his or her followers.

(7) Transformational Theory – The central concept here is change and the role of leadership in envisioning and implementing the transformation of organisational performance

(8) Servant Leadership – emphasises the leaders’ duty to serve his/her followers – leadership thus arises out of a desire to serve rather than a desire to lead. It is a practical philosophy which supports people who choose to serve first, and then lead as a way of expanding service to individuals and institutions. It encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment.

(9) Dispersed Leadership – an ‘informal’, ’emergent’ or ‘dispersed’ leadership, this approach argues a less formalised model of leadership where the leaders’ role is dissociated from the organisational hierarchy. Individuals at all levels in the organisation and in all roles can exert leadership influence over their colleagues and thus influence the overall leadership of the organisation.

(10) Primal Leadership – refers to the emotional dimension of leadership. The articulation of a message that resonates with their followers’ emotional reality, with their sense of purpose-and so to move people in a positive direction.

I know it is now fashionable and politically correct to vote for theories 6 – 10, and that for many years it has been fashionable to assume that inherited traits were far less important than learned and situational factors in those people fulfilling leadership roles. However, the science and study of behavioural genetics is gradually refocusing attention on the fact that far more is to do with our genes and our inherited traits and characteristics than has been assumed or accepted for several decades.

So I have to say that the latest research on genetics does appear to indicate what I have long believed – namely that leaders are born not made – so I would go for an element of theory 1 with Genghis Khan. I am not sure how appropriate the Mother Theresa number 8 style is for a business environment? But maybe elements of this are covered in 7 and 10?

Clearly, there are strengths in all of the types of leadership – but in the present turbulent climate, I personally will nail my colours to the mast and select a combination of type 7 and 10 – because transformational and primal leadership qualities applied in a change management context are ideally suited to the holistic and wide view perspective of a programme based approach to change management and, as such, would form key elements of successful strategies for managing change.

And, to ensure that you are employing successful strategies for managing change – that are appropriate to your organisation – you need to know how to apply: (a) these transformational and primal leadership styles, AND (b) how to apply the supporting programme management based processes – that will ensure that you avoid the catastrophic failure rate of ALL business change initiatives.

For more on this: “What is effective leadership?”

Equip yourself to avoid the 70% failure rate of all change initiatives with the “Practitioners’ Masterclass – Leading your people through change, putting it all together and managing the whole messy business.”

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

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Leadership

Leadership Exposed: Things You Thought You Knew About Leadership

Much has been written about leadership: rules, pointers, styles, and biographies of inspiring leaders throughout world history. But there are certain leadership ideas that we ourselves fail to recognize and realize in the course of reading books. Here is a short list of things you thought you knew about leadership.

1. Leaders come in different flavors.

There are different types of leaders and you will probably encounter more than one type in your lifetime. Formal leaders are those we elect into positions or offices such as the senators, congressmen, and presidents of the local clubs. Informal leaders or those we look up to by virtue of their wisdom and experience such as in the case of the elders of a tribe, or our grandparents; or by virtue of their expertise and contribution on a given field such as Albert Einstein in the field of Theoretical Physics and Leonardo da Vinci in the field of the Arts. Both formal and informal leaders practice a combination of leadership styles.

o Lewin’s three basic leadership styles – authoritative, participative, and delegative

o Likert’s four leadership styles – exploitive authoritative, benevolent authoritative, consultative, and participative

o Goleman’s six emotional leadership styles – visionary, coaching, affiliative, democratic, pacesetting, and commanding.

2. Leadership is a process of becoming.

Although certain people seem to be born with innate leadership qualities, without the right environment and exposure, they may fail to develop their full potential. So like learning how to ride a bicycle, you can also learn how to become a leader and hone your leadership abilities. Knowledge on leadership theories and skills may be formally gained by enrolling in leadership seminars, workshops, and conferences. Daily interactions with people provide the opportunity to observe and practice leadership theories. Together, formal and informal learning will help you gain leadership attitudes, gain leadership insights, and thus furthering the cycle of learning. You do not become a leader in one day and just stop. Life-long learning is important in becoming a good leader for each day brings new experiences that put your knowledge, skills, and attitude to a test.

3. Leadership starts with you.

The best way to develop leadership qualities is to apply it to your own life. As an adage goes “action speaks louder than words.” Leaders are always in the limelight. Keep in mind that your credibility as a leader depends much on your actions: your interaction with your family, friends, and co-workers; your way of managing your personal and organizational responsibilities; and even the way you talk with the newspaper vendor across the street. Repeated actions become habits. Habits in turn form a person’s character. Steven Covey’s book entitled 7 Habits of Highly Effective People provides good insights on how you can achieve personal leadership.

4. Leadership is shared.

Leadership is not the sole responsibility of one person, but rather a shared responsibility among members of an emerging team. A leader belongs to a group. Each member has responsibilities to fulfill. Formal leadership positions are merely added responsibilities aside from their responsibilities as members of the team. Effective leadership requires members to do their share of work. Starting as a mere group of individuals, members and leaders work towards the formation of an effective team. In this light, social interaction plays a major role in leadership. To learn how to work together requires a great deal of trust between and among leaders and members of an emerging team. Trust is built upon actions and not merely on words. When mutual respect exists, trust is fostered and confidence is built.

5. Leadership styles depend on the situation.

How come dictatorship works for Singapore but not in the United States of America? Aside from culture, beliefs, value system, and form of government, the current situation of a nation also affects the leadership styles used by its formal leaders. There is no rule that only one style can be used. Most of the time, leaders employ a combination of leadership styles depending on the situation. In emergency situations such as periods of war and calamity, decision-making is a matter of life and death. Thus, a nation’s leader cannot afford to consult with all departments to arrive at crucial decisions. The case is of course different in times of peace and order—different sectors and other branches of government can freely interact and participate in governance. Another case in point is in leading organizations. When the staffs are highly motivated and competent, a combination of high delegative and moderate participative styles of leadership is most appropriate. But if the staffs have low competence and low commitment, a combination of high coaching, high supporting, and high directing behavior from organizational leaders is required.

Now that you are reminded of these things, keep in mind that there are always ideas that we think we already know; concepts we take for granted, but are actually the most useful insights on leadership.

Tim Maher is interested in personal development in all its facets and has read many books on this topic. It is an interest that is fed and nurtured by listening to audio books and seminars when possible. To assist your own personal growth journey get your audio resources at ==> [http://www.magillaudiobooks.com/list.aspx?catId=137]

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