Developing Effective Leaders

1. Developing Effective Leaders Understanding Leadership

2. Objectives • As a result of participating in this module, you will learn: • The new definition of leadership. • Characteristics of outstanding leaders. • Popular approaches to leadership. • How to develop a personal leadership style.

3. A New Definition of Leadership • The idea of leadership has evolved over time. • It is no longer considered an inborn characteristic. • People are capable of developing themselves as leaders through knowledge, understanding, and practice.

4. A New Definition of Leadership (Cont.) • Recent research about leadership reflects four main themes: • Getting things done. • Building relationships. • Creating a “Can Do” environment. • Teaching leadership to anyone with a desire to learn.

5. Common Misconceptions about Leadership • A leader must be in a formal position of power. • Leaders should be leaders in all of their endeavors. • A leader possesses technical knowledge and resources. • Leaders are born, not made. • It is solely the responsibility of the leader to take leadership action. • Leadership behaviors by others are a threat to the power of the leader.

6. Characteristics of Leaders Activity: What characteristics do you consider the most important for a leader?

7. Successful Leaders • Tolerate frustration. • Encourage participation. • Question themselves. • Compete cleanly. • Keep impulses under control. • Win without exulting. • Lose without moping.

8. Successful Leaders (Cont.) • Recognize legal restrictions. • Acknowledge personal loyalties. • Set realistic goals. • Absorb risks taken by subordinates. • Accept half-developed ideas. • Make quick decisions when necessary. • Listen effectively.

9. Successful Leaders (Cont.) • Move on after a mistake. • Enjoy their work. • Demonstrate resiliency. • “Always view defeat as nothing more than the temporary postponement of success.” Understanding the characteristics of leaders is a major step towards understanding how leadership works.

10. Studying Leadership Two types of literature about leadership: • Anecdotal evidence from success stories and the opinions of experts. • Scientifically researched theory. • For understanding the relationships between cause and effect, or the results of leadership actions. • Evolves over time.

11. Popular Approaches to Leadership • Situational Leadership • Transformational Leadership • Servant Leadership • Exemplary Leadership

12. Situational Leadership • Focus on behavior, rather than trait or characteristic. • Emphasis on leader and follower interacting in various situations. • Leader’s style depends on the follower’s maturity level – knowledge and confidence – for a specific task.

13. Situational Leadership (Cont.) • Four leadership styles: • Telling • Selling • Participating • Delegating • Style depends on a combination of: • Task Behavior (giving directions, one-way communication). • Relationship Behavior (two-way communication).

14. Situational Leadership (Cont.) Telling Selling Participating Delegating More Task Behavior More Relationship Behavior Low Maturity High Maturity

15. Transformational Leadership • Serves to change the status quo - a transformation. • Appeals to follower’s values and sense of higher purpose. • Engages leader with followers; raises motivation & morality in both. • Reframes issues in view of end values.

16. Transformational Leadership (Cont.) • Motivates followers to exceed expectations by: • Raising consciousness about the value of goals. • Getting people to transcend self-interest for the sake of the organization. • Moving people to address higher-level needs.

17. Servant Leadership • Leaders serve first, and then lead. • Servant leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment.

18. Listening Empathy Healing Persuasion Awareness Foresight Conceptualization Commitment to the growth of people Stewardship Building community Servant Leadership (Cont.)

19. Servant Leadership (Cont.) • Increased service to others. • A holistic approach to work. • A sense of community. • Shared power in decision making. • Respect, trust, challenge, and commitment. • Developing the best in people. • A shared vision. • Dealing with change in a positive way, focusing on human values.

20. Exemplary Leadership • A model of leadership; a guide for others to follow. • Focus on leadership practices rather than personality. • Sees leadership as first a personal journey of exploration, then a rally of others.

21. Exemplary Leadership (Cont.) • The Five Practices of Exemplary Leadership • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart

22. Practice 1. Model the Way • Find your voice by clarifying your personal values. • Set the example by aligning actions with shared values.

23. Model the Way: Activity How will you “Model the Way?”

24. Developing a Personal Leadership Style: Summary • Reflection – How has your thinking changed and broadened related to each practice? • Intention – How do you intend to implement each exemplary leadership practice as you move into a community leadership role? • Action – What specific actions will you take to demonstrate each of the five practices?

25. Practice 2. Inspire a Shared Vision • Envision the future by imagining exciting and ennobling possibilities. • Enlist others in a common vision by appealing to shared aspirations.

26. Inspire a Shared Vision: Activity How will you “Inspire a Shared Vision?”

27. Practice 3. Challenge the Process • Search for opportunities by seeking innovative ways to change, grow, and Improve. • Experiment and take risks by constantly generating small wins and learning from mistakes.

28. Challenge the Process: Activity How can you “Challenge the Process” in your community?

29. Practice 4. Enable Others to Act • Foster collaboration by promoting cooperative goals and building trust. • Strengthen others by sharing power and discretion.

30. Enable Others to Act: Activity How can you “Enable Others to Act?”

31. Practice 5. Encourage the Heart • Recognize contributions by showing appreciation for individual excellence. • Celebrate the values and victories by creating a spirit of community.

32. Encourage the Heart: Activity How can you “Encourage the Hearts” of your group?

33. Final Thought: Lessons from Geese • Find a common direction. • Be willing to accept help. • Share leadership responsibilities. • Encourage; don’t complain. • Stick together during rough times.