Foundations of

Leadership

Presented
by
Judith Morrain-Webb

Focus of the Course

Leadership is about character it is not
just a superficial question of style. It has
to do with who we are as human beings
and with the forces that have shaped
usThe process of becoming a leader is
much the same as the process of
becoming an integrated human being.
Source: Bennis & Smith (2003) Learning to Lead

Underlying Assumptions
There is no one formula for leadership what is
effective in one situation may not be effective in
another.
Leadership is not differentiated by setting.
There is no one definition of leadership that captures
all of its essence.

Underlying
Assumptions
Leadership complements
management, it does not
replace it.
Good leaders are good
followers.
The only leadership is
ethical leadership.

Leadership Definition Evolution

1920s
Leadership is the ability to impress the will of the
leader on those led and induce obedience, respect,
loyalty and cooperation.

1930s
Leadership is a process in which the activities of many
are organized to move in a specific direction by one.

1940s
Leadership is the results of an ability to persuade or
direct men, apart from the prestige or power that
comes from the position.

1950s
LeadershipRost,
isJoseph.
whatLeadership
people
do in groups. The leaders
for the Twenty-First Century, 1991
authority is spontaneously accorded him by his fellow
group members.

Leadership Definition Evolution

1960s
Leadership is acts by a person which influence other persons
in a shared direction.

1970s
Leadership is defined in terms of discretionary influence.
Discretionary influence refers to those leader behaviors under
the control of the leader which he may vary from individual to
individual.

1980s
Regardless of the complexities involved in the study of
leadership, its meaning is relatively simple. Leadership
means to inspire others to undertake some form of purposeful
action as determined by the leader.

1990s
Leadership is an influence relationship between leaders and
Rost, Joseph.
Leadership
for the that
Twenty-First
Century,
1991 mutual
followers who intend
real
changes
reflect
their
purposes.

Leadership
21st Century Perspective
LEADERSHIP is a dynamic relationship
based on mutual influence and common
purpose between leaders and
collaborators in which both are moved to
higher levels of motivation and moral
development as they affect real,
intended change. *

* Approach to the study of 21 st Century Leadership

(Kevin Freiberg and Jackie Freiberg, NUTS! Southwest Airlines' Crazy Recipe for Business and Personal Success, Bard
Press, 1996, p. 298)

Some questions
What do you expect from

leaders?

What do you think differentiates

effective leaders from less

effective leaders?

What do you responses tell you

about yourself?

Paradigms in Action
Who the hell wants to hear actors talk.
O Harry Warner, Warner Brothers Pictures, 1927

There is no likelihood man can ever tap

the power of the atom.
O Robert Millikan, Nobel Prize winner in physics, 1920

I think there is a world market for about

five computers.
O Thomas J. Watson, chairman of IBM, 1943

Barker, J. The Business of Paradigms Fieldbook, 2001.

Conflicting Paradigms
Hummer

Vs
.

The Electric Car

Glass half full

Vs
.

Glass half empty

Step 1: Developing Your

Leadership Philosophy

Do I view myself as a leader? If so,

what is my goal?
What do I value? How will these

values assist me or hinder me in

how I carry out/will carry out my
leadership role?
What is one of my most

fundamental beliefs about

leadership?

Social Determinism
The great leader
only plays a unique
and decisive role when
the historical situation
permits major
alternative paths of
development.
In other words, leaders
simply play out roles
designed for them by
broad social forces

The Debate:
Are Leaders: Born or Made?
NATURE
Leadership
effectiveness and
success is due to
traits and dispositions
that individuals are
endowed with at birth
or that they develop
very early in life.

NURTURE
Leadership
effectiveness and
success is due to
abilities and behaviors
that can be learned
and developed. Those
who are exceptional
leaders make
themselves; they are
not made.

Competing Leadership Roles

Flexibility -- Transformational

Motivator
Domain: The Organization
Demand: People

Vision Setter
Domain: The Future
Demand: Innovation

Internal
Focus

External
Focus

Analyzer
Domain: The Operating System
Demand: Efficiency

Taskmaster
Domain: The Market
Demand: Performance

Stability -- Transactional

Five Essential Leadership

Practices
Envision the Future
Communicate and Model the Way
Challenge the Present State
Enable Others to Act
Recognize Contributions

Five Essential Leadership

Practices
1. Envision the Future [The Vision Thing!!]
Create a compelling vision that moves people
beyond
their present vision to new possibilities. Then develop
it into a common vision by appealing to shared hopes
and goals.
2. Communicate and Model the Way
Communicate the meaning and goals of the vision.
Behave in ways that are consistent with the visions
message and intent.
3. Challenge the Present State
Seek innovative ways to change and improve how

Five Essential Leadership

Practices
4. Enable Others to Act
Foster collaboration by promoting cooperative goals
and building trust. Develop others by sharing power
and responsibility

5. Recognize Contributions
Give feedback and show appreciation for individual
excellence. Celebrate successes and build a spirit of
community.
Adapted from: KouzesJ.M. and B.Z.Posners (2003) The Leadership
Challenge & Bennis, W. (2003) On Becoming a Leader

Leadership Requires...
...balancing a
present-centered
orientation with
understanding the
broader and longer
term challenges
and changing
needs facing
organizations.

Paradigms
O from the Greek paradeigma

meaning model, pattern or example

O Paradigms are common and functional
O Paradigms reverse common sense

relationship between seeing and

believing
O Paradigms, too strongly held, may lead
to a terminal disease of certainty
O Paradigm pliancy is essential in times
of turbulent change
O People can choose to change their
paradigms
Barker, J. The Business of Paradigms Fieldbook, 2001.

Paradigms
Upside Downside

O Help us navigate our

day-to-day lives

O Filter out useless

information

O Make assumptions

about how to
behave in different
situations and
settings

O Help verify the

results of scientific
information

Rigid adherence limits

our thinking
Act as a psychological
filter
We may overlook or
dismiss ideas and
facts outside of our
paradigm

Success under a
specific paradigm may
Barker, J. The Business of Paradigms Fieldbook, 2001.lead us to resist
challenges to it, no
matter how valid they
are

Reference
O Source: Bennis & Smith (2003) Learning

to Lead
O Barker, J. The Business of Paradigms Fieldbook,

2001

O Rost, Joseph. Leadership for the Twenty-

First Century, 1991

Approach to the study of 21st Century Leadership

(Kevin Freiberg and Jackie Freiberg,, Bard Press, 1996, p.

298)

Questions and Answers

Thank you