Leadership styles in the “Kings Speech”

1. Leadership styles in the “Kings Speech” By :Shassha Loftman Student №: 100336396 Submitted in partial fulfillment of the requirements for EDUC 5201G Foundations in Leadership October 21st 2012

2. Why this film ?“Option E” • Won the Academy Award for Best Picture, Best Director, Best Actor, and Best Original Screenplay . The film had received 12 Oscar nominations, more than any other film in 2011. (http://en.wikipedia.org/wiki/The_King's_Speech ) • Also won seven awards, in 64th British Academy Film Awards. (http://en.wikipedia.org/wiki/The_King's_Speech )

3. Why this film ? • A great leadership journey is depicted here. The potential leader who doesn’t feel adequate and is at some level afraid of the responsibility. The commitment to serve a cause larger than himself. The struggle to find his unique voice. The willingness to be vulnerable and accept support. The hours of practice and dedication it takes to refine your skills . The ability to get past the issues of power and control that surround leadership and just be a catalyst for change .

4. The King’s Speech touches on many enduring themes, but among the most salient are leadership and the behaviours of those who mentor and enable leaders.

5. Plot Summary • The King’s Speech tells the true story of Prince Albert, known as ‘Bertie’ but known to history as King George VI. He is a reluctant leader thrust on the throne after his brother’s abdication. Bertie’s challenges are magnified by a debilitating ‘stammer,’ a speech impediment widely perceived as rendering him unfit to be King.This film is far more driven by character than by plot. The film focuses on Bertie's transformation from a reluctant, struggling navy officer to King George VI, an inspirational leader of wartime Britain. • See website for the movie trailer and further information: http://www.kingsspeech.com/

6. Analyzing leadership challenges and opportunities using various leadership frameworks

7. Monarchs as Leaders • The principal advantage of hereditary monarchy is the immediate continuity of leadership. This usually means that the heir to the throne is known well in advance of becoming a monarch to ensure a smooth succession. ( sdfdfd) • This is indifference to the fact that the individual may or may not have the abilities to perform the duties. • It is expected that they will have the leadership traits because of their inherited blood line. • In essence it is the “great man theory” at it’s finest .

8. The Leadership Team

9. “Bertie” the Protagonist

10. “Bertie” the Protagonist • Much like the inner workings of a monarchy. It’s still not uncommon for people to be promoted into leadership roles based on their subject or technical competence rather than their leadership potential. It’s not surprising, therefore, that “Bertie” felt ill-prepared. • This is the situation in which Bertie (the future King George VI, played by Colin Firth) finds himself. He’s a man faced with one of the most challenging leadership jobs of all – becoming king.

11. Bertie’s Positive Behavioural Traits in Leadership Humility • The best leaders realise there’s always something they don’t know, and that they can’t do everything on their own. As a leader, Bertie eventually realises he can’t conquer his stammering alone, and is able to show the humility to go back to Logue and ask for help. This show humility and a sense of team work.

12. Bertie’s Challenges in Leadership • “Bertie” had the desire, integrity humility and intelligence to lead England. But like most great leaders, he still had noticeable flaws and areas for improvement to master before he could be the King her needed to be. • Rather than viewing his flaws as a hopeless impediment to leadership, he bravely admitted it, addressed it, and improved it. It is my opinion that great leaders seek out help to overcome or manage their flaws; they don’t ignore it or let it control their leadership progression.

13. Bertie’s Challenges in Leadership • Bertie’s had many flaws but the most pronounced flaw was that of communication .This was the flaw the interfered the most with his ability to become and effective king. • Bertie’s communication deficit manifested it’s self in the form of a stammer. This would interfere with his ability to give speeches and or give orders in a timely manner.

14. “Effective leadership is still largely a matter of communication.” - Alan Axelrod. Elizabeth I, CEO:

15. The Power of Communication in Leadership • Communication is the transmission of meaning from one person to another or to many people, whether verbally or non-verbally. (Barret 2006 ) .This is extremely important for a king when preparing his kingdom and country for war. • Good communication skills enable, foster, and create the understanding and trust necessary to encourage others to follow a leader. Without effective communication, a manager is not an effective leader.( Barret 2006 )

16. The Power of Communication in Leadership • Being able to communicate effectively is what allows a manager to move into a leadership position. .( Barret 2006 ) Thus illustrating the main conflict in the King’s Speech. • Bertie is self aware of this problem and expresses his frustration in his inability to effectively communicate. “ If I'm King, where's my power? Can I form a government? Can I levy a tax, declare a war? No! And yet I am the seat of all authority. Why? Because the nation believes that when I speak, I speak for them. But I can't speak.”

17. The Image of a Leader • Bertie was constantly pressured by his family to act like royalty. • He was a stammering, tongue-tied isolated man embarrassed by his own deficiencies. • He did not convey confidence and did not have the “image” of a leader . • “Bertie earned his “presence” when he remove these obstacles and allowed his talents to surface above his insecurities.

18. Lionel LogueThe second protagonist

19. Lionel LogueThe second protagonist Building Trust • When faced with a cynical and reluctant patient, Lionel builds early confidence with a quick win. While Bertie initially dismisses his own efforts to read Shakespeare while listening to music as ‘hopeless’, he soon realises his reading has, in fact, been flawless. This early success encourages him to return to Logue for further sessions.

20. Lionel LogueThe second protagonist Embrace creativity • Bertie fails to see how Lionel creativity is apart of his plan to leading him to his own kingship. Bertie dismisses Logue’s unusual practices and insisting on being taught on his own terms. • Over time, he realises that those same creative ideas have merits, and gradually opens his mind to embrace them. • These exercises are what eventually leads Bertie t feel confident and start to tackle his psychological aspect of flaws

21. Differentiating between a variety of established and emerging positions, models, and theories of leadership

22. Juxtaposition of Leadership styles Who is leading who? .

23. Bertie as an Inspirational Leader • As a role model Bertie struggles to communicate without stammering. • However, he must trust that he can find his own authentic voice. That is the voice that inspires and empowers others, the voice of true authority. The voice that will lead and inspires his country with his words and with his own personal struggles . • War is eminent and Inspirational leaders are people that literally inspire those around them to achieve great things such as preparing for war.

24. Bertie and Emotional Intelligence • By the end of the film Bertie was able to make significant growth and development in the area of his emotional intelligence. He was able to: 1. Understand, and express himself, 2. Be aware of, understand, and relate to his country, 3. Deal with strong emotions and control his impulses, and anger 4. Adapt to change and to solve problems of a personal or a social nature (Bar-on & Parker 2000). • This resulted in increased confidence when addressing the crowd for the first time as king .

25. Lionel as aTransformational Leader • Transformational leadership implies changing the individuals enable leaders and followers to reach high accomplishment and self motivation. (Fairholm, 2008). • Mr. Logue had a very intentional sense of purpose and vision and remained faithful to it “I meet with clients here, nowhere else; I will call you Bertie; call me Lionel; we will meet everyday”. • This helped to even out the playing field and to show that every one is equal and power and status has no place in this relationship

26. Lionel as aTransformational Leader • He exhibited an extremely high level of empathy. He was an attentive listener and he used what he heard to increase his effectiveness and care for his famous client. His fidelity to his vision grew out of his love and concern for others and a belief that straying from that vision just so people would feel safe and comfortable would not serve them in the long run.

27. Lionel as aTransformational Leader • The theory of charismatic/transformational leadership suggests that such leaders raise followers’ aspirations and activate their higher-order values (e.g., altruism)(Avolio 1999). • This is seen when Bertie give his final speech with out stammering he was finally able to give his country the leader they demanded and needed.

28. Lionel as aServant Leader • Logue first began treating King George when he was the Duke of York, before the Duke’s brother abdicated the throne, making him the king. It was during this period Logue displayed especially strong servant leadership attributes.

29. Lionel as aServant Leader • Therapist =servant leadership • I argue that by definition a therapist has the all the same qualities as a servant leader . • It is important to serve first and find that, through serving, your greatest contribution is leading those who need you most through difficult times . • Logue became a confidant, friend and advocate for the king .

30. Lionel as aServant Leader Work with Veterans • One of Logue’s distinctions that caught the attention of royalty, stemmed from his work with war veterans. Known for his stage presence and clear enunciation, he took his speech therapy tactics to help war veterans. The speech therapist was able to help many war veterans whose post-traumatic stress disorders (PTSDs) resulted in speech impediments. In this effort, Logue did not seek fame or fortune, but where he could be of the greatest service.

31. Lionel as aServant Leader Personal Risk • As a successful speech therapist, Logue knew some of the common causes of speech impediments were stress and pressure. As a result, he needed to disarm and often calm his clients. At personal risk, early in their relationship, Logue insisted on referring to Duke Albert as “Bertie”. This was to calm the Duke by removing airs of formality, position and expectations. Although the Duke protested in the beginning, he eventually accepted the nickname. Logue’s insistence was in direct opposition to the Duke’s orders.

32. Lionel as aServant Leader Building Others • As the Duke of York, Albert never wanted the king’s throne. In fact, he dreaded it. His fear of public speech and lack of confidence in himself was so strong he fought to keep his older brother from abdicating the throne. Through all the self-denial and doubt, Lionel protested and reassured his friend, Bertie, that he had all he needed to be a great king. Through these actions, Logue displayed his dedication to building others and serving his country.

33. Lionel as aServant Leader Persistence • Bertie was know to have frequent outbursts and a poor temper. But this did not deter Lionel. Through good times and bad, Logue remained by the King’s side. In fact, he was present at almost all of the King’s major speeches from the time they began working together the king.

34. Applying diverse leadership ideas, models, and theories of leadership to a wide range of contextual circumstances and problems/dilemmas

35. Leadership Lessons in the King’s Speech • No one is born a leader - one must tap into their leadership potential . • Assess your weakness and address them head on. • Leadership is about self growth. • No leader can ever do it alone. • Growing as a leader will make the constituents more eager to follow your lead .

36. Themes Qualifications aren’t everything • Professional qualifications and training have their place, but they’re not the only indicator of performance or potential. Though Lionel has deceived no one, his lack of qualifications nearly results in his dismissal. He has, Bertie says, ‘no training, no qualifications, just a great deal of nerve’. ‘I can’t show you a certificate,’ Lionel responds. ‘Everything I know comes from experience, and that war was some experience.’ • When recruitment or promotion is based solely on qualifications, we can miss the potential of others who have just as much to contribute. • Conversely this point is also seen when Prince David was called to the throne only because he was next in line not because he has the most leadership qualification.

37. Final Thoughts….. • The King’s Speech reminds us, that all real change in human systems, is personal change. Even a king, has to do the hard personal work to shift something inside – and create a new future for himself and his constituents. This is the real work of leadership.”

38. Final Thoughts….. • Many people think that being a great leader is about doing things independently, making decisions, and the results may be fine. But by reaching out, listening, seeing who supports you, leaders may well achieve the best version of themselves, one that wouldn’t be possible alone.

39. Self Reflection • I found this movie extremely inspiring and began to ask myself : • What flaws are am I trying to hide as a leader? • Is this a conscious or sub-conscious thing I that I do ?

40. What flaws are am I trying to hide as a leader? • My poor writing skills • The fact I’m a very task orientated person • That fact that I don’t like to accept praise and am extremely hard on myself to out perform myself • I make a conscious decision to hide these flaws because I believe they make me weak as a leader but are they are also things I’m currently working to fix

41. References Avolio BJ. 1999. Full Leadership Development: Building the Vital Forces in Organizations. Thousand Oaks, CA: Sage. 234 pp. Barrett, D.J. (2006). Leadership Communication: A communication Approach for Senior-Level Managers. Handbook of Business Strategy Emerald Group Publishing, Pages 385-390 Bar-On, R.& Parker, J.D.A. (Eds.) (2000). Handbook of Emotional Intelligence. San Francisco: Jossey-Bass. Fairholm, G. W.(2008) Understanding Leadership Perspectives : Theoretical and Practical Approaches. : Springer, . p 35