Personal Development as a strategic manager

This unit is about the leadership skills required by a manager to operate effectively at a strategic level. 1. 2. 3. 4. Be able to identify personal skills to achieve strategic ambitions. Be able to manage personal leadership development to support achievement of strategic ambitions. Be able to evaluate the effectiveness of the leadership development p p plan. Be able to promote a healthy and safe environment that supports a culture of quality.

Assessment criteria
At the end of the session the learner can: session, 1.1 Analyze the strategic direction of the organization 1.2 Evaluate the strategic skills required of the leader to achieve the strategic ambitions g

Leadership in organization
Research and Theory

Definition D fi i i
Leadership is the influential increment over and above mechanical compliance with the routine directives of the organization (Katz & Kahn, 1978). Leadership is the process of influencing the activities of an organized group towards goal achievement (Rauch & Behling, 1984) Behling 1984). Leadership is defined in terms of a process of social influence whereby a leader steers members of a group towards a goal (Bryman, 1992).

Definition D fi i i
Leadership is L d hi i an i fl influence process affecting the ff ti th interpretation of events for followers, the choice of objectives for the group or organization, the organization of work activities to accomplish the objectives, the motivation of followers to achieve the objectives, and the enlistment of support and cooperation from people outside the group or organization (Yukl,1998). Leadership is concerned with changing peoples mindsets, altering the way they behave, and being able to mobilize ideas and values that energize other people (Noel Tichy, 1998).

Definition D fi i i
Leadership is the ability of an individual to motivate Leadership others to forego self interest in the interest of a collective vision and to contribute to the attainment of that vision by making significant personal sacrifices over and above the call of duty, willingly (House & Shamir 1993). duty willingly Shamir, 1993) Leadership is the exercise of power; it can be defined as f g g pp the act of making something happen that would not otherwise occur (Warner Burke, 2002).

Leadership Perspectives eade s p e spect es

The concept of leader and leadership (Burns 1978; and (Burns, Rost, 1998) The person: personal characteristics i.e. skills, abilities, personality, styles and behavior ,p y, y The position: formal position i.e. CEO The process: processes occurring among individuals, groups and organizations Leadership requires follower ship ( W. Burke, 2002) Without a follower a person is not a leader Leadership and power & influence (French & Raven, 1959) Influence over followers is the essence of leadership Sources of power include reward power, coercive power, legitimate referent power legitimate, referent, and expert power

Leadership Perspectives L d hi P ti
Conceptual Perspectives ( Zaccaro, 2001)

Conceptual complexity

Leaders require significant conceptual capacities to navigate successfully within complex environments i t Behavioral complexity Leaders behavior in terms of multiple roles in a variety of situations Strategic decision making Leaders to monitor the environment, analyze p potential p problems, seek opportunities, and form , pp , an d implement policies and strategies Visionary and inspirational Leaders to develop a vision that will focus and motivate collective moti ate collecti e action by followers in the b follo ers organization

Leadership Versus Management

Leadership is of the spirit, compounded of personality and vision; its presence is an art. Management is of the mind, more a matter of accounts calculation, of statistics, of methods, timetables and routines; its presence is a science. Managers are necessary, leaders are essential. A good system will produce efficient managers, but more than that is needed. We must find managers who are not only skilled o ganize s, organizers, but who are also inspired and inspiring leaders ae inspi ed inspi ing leade s (Field Marshall Bill Slim) Managers tend to rely on hard Skills, strategy, structure and system, system whereas leaders are inclined to rely on soft Ss style Ss, style, staff, skills, shared goals, of 7-S Organization Framework (C. M. Watson)

7-s Framework(Mckinsey Framework(Mckinsey)

Leadership Versus Management (The following comparison is adopted from Robinson, G. Leadership versus management. British journal of administrative d hi ii hj l f d i i i management, Jan/ Feb, 1999).

Thinking process Originates

Thinking process Initiates

Focuses on people Looks outward Direction setting Vision Creates the future Sees forest

Focuses on things Looks inward Direction setting Operational plans Improves the present Sees trees

Leadership Versus Management

Employee relations
Empowers Associates Trusts and develops Employee relations Tightly controls Subordinates Directs and coordinates Method of operation Efficiency (does things right) Manages change Serves top managers

Method of operation
Effectiveness (does the right things) Creates change Serves clients and customers

Approaches to leadership
The Trait Approach (post second world war) A great man approach; A hero Assumes leaders are born than made Leadership consists of certain characteristics or personality traits Main categories of personal characteristics include physical features, ability characteristics, and personality traits The Functional or Group Approach (early 1970s; made
popular by the works of Ralph Stogdill and John Adair)

Assumes leadership skills can be developed Attention is focused on the responsibilities and functions of leadership, and what the leader actually does

Approaches to leadership
Leadership as a Behavioral Category (early 1980s; 1980 s; made popular by the work of Tannenbaum and Schmidt) The kinds of behavior of people in leadership positions and the influence on good performance d th i fl d f The Style Approach (late 1940s to late 1960s; made popular by the work of Mc Gregor Blake Mouton, and Blake, Mouton Likert) Concerned with the effects of leadership on those being led Effectiveness has to do with how the leaders behave The Contingency Theory (late 1960s to early 1980s; made popular by Fielder and Vroom) Effectiveness of l d hi is affected by the Eff ti f leadership i ff t d b th situation/context

Approaches to leadership
The Situational Approach (1988; featured the work of Hersey and Blanchard) There is no single style of leadership appropriate to all situations Transformational Leadership Approach (1990; featured the work of Bernard Bass) A process of engaging the commitment of employees in the context of shared vision shared values and vision, shared goals The Learning Organization Approach (1990; featured the work Peter Senge) How leaders can develop effective learning organizations The Composite Approach (1980s to present) Leadership is L d hi i not learned from one particular tl df ti l leadership model

Leadership Styles
Command, Consign, Consult, Conquer, Command Consign Consult Conquer and Change style (Zand, 1997) Telling, Selling Participating, Telling Selling, Participating and Delegating style (Hersey and Blanchard, 1969) Decide, Decide Consult individual, Consult team, Facilitate, individual team Facilitate and Delegate style (Vroom & Jago, 1988) Collaborative, Consultative Directive Collaborative Consultative, Directive, and Coercive style (Dunphy & Stace, 1993)

The New Leadership

Charismatic Leadership Dominance, self-confidence, need for influence, and a strong conviction of the integrity of ones own one s beliefs Leaders are viewed by their followers as being special Physical characteristics, psychological characteristics, ability characteristics (House, 1977) Transactional Leadership An exchange between leader and follower, political, economical, or psychological (Burns, 1978) Leaders take actions when things go wrong i e i.e. management by exception (Bass, 1985, 1997)

The New Leadership

Transformational Leadership
Inspires followers to go beyond expectations Emotional and motivational arousal as a consequence of leader s behaviour leaders By defining the need for change, creating new vision and mobilizing commitment to these vision, leaders transforms the organization Leaders can both be transactional and transformational, where the latter builds on the formal but not vice versa Transformational leaders have four dimensions; charisma, inspiration, individual consideration, and intellectual stimulation (Bass, 1985, 1990)

Change Leadership Ch L d hi
Change leadership can be defined as altering groups to the need for changes; mobilizing and energizing groups; and tapping fully into the potential and the capacity of the organization. It involves taking the responsibility to champion the change initiative through building and maintaining commitment and support. In any major change program, there are many leaders because there are many people at many levels in the hierarchy who play different critical roles during the change process The purpose of change leadership is process. about building and sustaining a people centric vision; leading the investment in the change effort; and the management of time and resources. The role of the top leader is to ensure that all leaders are aligned and engaged with a shared vision (Olu Ajayi, 2002).

Characteristics of Change Leaders

Commitment to excellence Courage to challenge existing power bases and norms Personal initiative to go beyond defined boundaries Motivation of themselves and others Effective Stakeholder management Caring about how people are treated and enabled to perform A sense of humor about themselves and situations Ability to create visions Skills to read the situation Ability to manage complexity Strong desire to learning and development g g p Ability to manage the speed of change Ability to build effective teams Open to challenges and be challenged (John Katzenbach et. al., al 1997)

Leading Change
The Pre-launch Phase: Pl Th P l h Ph Planning i

Leader Self Examination g g Establishing the Need for Change Providing Clarity of Vision and Direction Ensure Top management Support and Commitment to Mission C it t t Mi i Build Internal and External Support y g g Identify Change Agents Set Priorities

Leading Change
The Launch Phase: Implementation
Preparing the Ground for Operationalizing Change g Communicating The Need Provide a Plan Provide Resources Initial Activities Dealing with Resistance Implement the Change Program

Leading Change
Post-launch: Post launch: Sustaining the Change
Taking the Heart y, , Consistency, Perseverance, and Resilience Repeating the Message Pursue Comprehensive Change Momentum Institutionalize Change Choosing Successors Launching Yet Again New Initiatives

Leading Change is not about Star Trekking and ordering the Trekkies to make it so so. In the words of Tom Peters

Loosening the reins and allowing a thousand fl h d flowers to bloom is the best bl i h b way to sustain vigor in perilous times And yes, it is still a jungle out there !

Assignment
Evaluate the strategic skills required of a leader to achieve the strategic ambitions