The leadership development context today: key principles & ideas

2. The leadership development context today: key principles & ideas Dr. Ilona Tandzegolskienė, lecturer, Vytautas Magnus University (Lithuania) Birutė Taraskevičiūtė, MA student, Vytautas Magnus University, (Lithuania)

3. What makes a good leader?What it means to be a good leader? • Let‘s see some examples! http://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors?language=lt • While watching a video, please, mark features of leadership which you find in it.

4. Paauglių savaiminis ir savivaldus mokymasis internalizuojant vertybes artimoje socialinėje ir medijų aplinkoje Birutė Taraskevičiūtė Leadership development: behavioural theories of leadership • In the middle of the twentieth century, the focus of leadership theory shifted from trying to identify personal characteristics of leaders to studying the behaviour as demonstrated by leaders. • This can partially be explained by the failure of the trait theory of leadership to identify a clear and unique set of personal characteristics that would identify great leaders.

5. Modern leadership demands collaboration with many people, each of whom has special knowledge, skills and expertise that generate unique insights and perspectives.

6. Leader-follower interaction • Leaders must demonstrate that they welcome viewpoints that challenge their own. • This requires that they treat others as collaborators, rather than reflexive or reactive followers, and be willing to share thought leadership, admitting that their associates may have better ideas than they do. • Leaders encourage open dialogue (Ryan and Oestreich 1998).

7. There are two distinct dimensions of leadership behaviour: • the focus on tasks and performance Initiation structure behaviour (IB) focuses on the tasks to be accomplished. Leaders who score high in this dimension structure tasks and schedules, clarify roles and responsibilities, and set and control standards for work completion. 2. the concern for people and the relationship Considerationbehaviour (CB) emphasizes the relationship aspect of leadership behaviour.Considerate leaders support their followers, include them inthe decission-making processes, treat them as equal, and foster opencommunication and teamwork.

8. TRUST: YOU SAY, YOU DO • Modern leadershiprequires that they be willing to consider radically new ways of thinking and accept failure as a cost of experimentation. This is not an easy approach to take. It requires personal courage, psychological hardiness and a strong sense of purpose. • A key part of a leader’s job is to establish an effective organizationalculture that supports the values that leaderespouses (Schein 1985). People learn to trust that the leader means what he/she says only when there is evidence of it in practice, when the values are operationalized in policies, procedures and reward systems that are verified by collective experience.

9. AUTHORITY • Carter suggests that authority is the antithesis of force (1979: 17) and implies the capacity to command respect and elicit a variety of forms of voluntary compliance or ‘followership’. • Too much authority becomes authoritarianism, encouraging submission and the projection of frustrated aggression onto others who are perceived to be weaker (Adorno et al. 1964). • Too little authority is said to provide no strength or solidity against which to react (Lasch 1977, 1979).

10. SELF MASTERY • Leaders of groups, organizations and countries may be distinguished by their more-than-usual influence on the sensemaking process and the shared identities that emerge from it. • Many courses on ‘change leadership’ include a significant focus on self-awareness, reflection and priority-setting in one’s own life, on the assumption that ‘self-mastery’ is a necessary corollary to leading change in a group.

11. CHARISMA • For years, social scientists have analysed and debated the concept of charisma and why people gravitate toward charismatic leaders. • ‘Charisma’ is a quality of a person that is so extraordinary that it leads others to believe that he has powers or abilities that are supernatural, superhuman or at least exceedingly rare; OR that he is sent by God; OR that he is worthy of emulation; OR, that as a result of these beliefs, he is accepted as their ‘leader’.

12. Burns (1978) and Bass (1988) quickly advocated the need for charisma in every leader to transform and revitalize organizations.

13. CREATIVITY is the generation of new ideas – either new ways of looking at existing problems, or of seeing new opportunities, perhaps by exploiting emerging technologies or changes in markets’ (Cox 2005: 2).

14. POWER and EMPOWERMENT • Powerful people influence others who follow them. • Power operates at three fundamental levels, these being interpersonal, organizational and societal (Watson 2002). These three levels are always interrelated, but their common feature is the capacity to affect outcomes. • Leadership can be defined as an influencing process. • Empowerment is a multi-dimensional social process that helps people gain control over their own lives. • Thus, charismatic leadersare thought to have important relationships with their followers; theyyield significant influence through their commitment to the followers,their aura of competence, their inspiration and motivation and theiremotional expressiveness.

15. EMOTIONAL INTELLIGENCE • requires relational skills, empathy – those capabilities associated with emotional intelligence. • a set of abilities relating to emotional identification perception, assimilation of emotions, understanding emotions and managing emotions.

16. EFFECTIVENESS • For anindividual leader, contingency theory assumes that leadership is changeable and should be variable for different situations. • It meansusing different styles of leadership appropriate to the needs created by different organizational situations. • The responsibility of the leader is to observe and understand the situation and choose appropriate leadership styles and actions (paths) depending upon goals of subordinates and leader. The responsibilities of the leader, to offer rewards for achievement of performance goals, to clarify paths towards these goals, and to remove obstacles, are accomplished by adopting certain leadership styles according to the situation.

17. Leadership is • a term applied to a very diverse set of human actions – perhaps evenly spread between those that seem to be initiating and managing change, and those that provide continuity and direction in spite of change. • Let’s come back to your notes!

18. LEADERSHIP: Managerial Transactional Transformational Distributed Quiet Hero Participative Moral

19. Managerial leadership assumes that focus of leaders ought to be on functions, tasks and behaviours and that if these functions are carried out competently the work of others in the organisation will be facilitated.

20. Transactional leadership is most often explained as a cost-benefitexchange between leaders and their followers(Kuhnert and Lewis, 1987). The transaction or exchange involves something of valuebetween what the leader possesses or controls and what the followerwants in return for his/her services (Yukl and Van Fleet 1992).

21. Transformational leaders inspire followers through charisma, meet their emotional needs through individual consideration and stimulate them intellectually by stearing their awareness of problems (Pierce and Newstrom 1994).

22. Distributed leadership It happens most effectively when people at all levels engage in action, accepting leadership in their particular areas of expertise (Jones, Harvey, Lefoe, Ryland. 2013). • It is a leadership approach in which collaborative working is undertaken between individuals who trust and respect each other’s contribution. It occurs as a result of an open culture within and across an institution. It is an approach in which reflective practice is an integral part enabling actions.

23. Quiet leader Admiral Horatio Nelson (1758-1805) Instead of taking forceful, direct action, these quiet leaders worked behind the scenes—quietly, carefully and patiently.

24. Heroic leader Heroic leaders do teach us important lessons—about courage, high ideals and determination. The common portrayal of great leaders shows them confronting great challenges.

25. Participative leadership assumes that the decission-making processes of the group ought to be the central focus of the group (Leithwood et al.1992)

26. Moral leadership The critical focus of leadership ought to be on the values, beliefs and ethics of leaders themselves. Leader styles could be directive, supportive, participative and achievement-oriented, depending on subordinate needs and abilities.

27. Andrius Mamontovas Lithuanian 46 years old Musician, producer, actor Famous Example: has own philosophy Not publish personal life Cultural authority

28. Think about the leader you know and shortly tell about his/her style of leadership.

29. Any questions?Thank you a lot for your attention!

30. References:1. Bush T. (2008). Leadership and Management Development in Education. Cornwall: SAGE.2. Marturano A., Gosling J. (2008). Leadership: The Key Concepts. London and New York: Routledge.3. Brooks W., Johnson K. (2010). LeadershipThe five things that make the biggest difference. Hemsley Fraser.4. Lysø I.H., Stensaker B., et al.(2012). Led to leadership development. NIFU.5.http://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors?language=lt [2014 06 06]