LEADERSHIP AND LEADERSHIP THEORIES

RONALD REAGAN T. ALONZO BULACAN STATE UNIVERSITY GRADUATE SCHOOL April 6, 2013

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Leadership

Introduction
Leadership is one of the most important skills that a person should have. This skill is especially important to those in the business field. In order for a business to run and continue to generate profits, the leaders should be able to delegate tasks well and perform their other duties as the heads of the company. However, a lot of business owners fail to perform as they should that eventually lead to the malfunction of their business as well. Leadership management is something not to be taken for granted because a lack of understanding of this skill would contribute to a business' breakdown. In order to be successful in the business field, the leaders should be able to have the right training in handling even the most complicated of situations. If a leader is not able to deal with difficult situations involving the company, the possibility of it crumbling down would be much greater. 4/6/2013 Leadership 2

What is Leadership
Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal. Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals. Keith Davis (motivational speaker)

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Importance of Leadership
Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. The following points justify the importance of leadership in a concern. Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts. Motivation- A leader proves to be playing an incentive role in the concerns working. He motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates. Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently.

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Importance of Leadership

Creating confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems. Building morale- Morale denotes willing co-operation of the employees towards their work and getting them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals.
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Importance of Leadership

Builds work environment- Management is getting things done from people. An efficient work environment helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms. Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader.
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Leadership versus Management

Management Promotes stability, order and problem solving within existing organizational structure and Management systems Leadership Promotes vision, creativity, and change

Leadership

Takes care of where you are

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Takes you to a new place

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Leadership versus Management Leadership and management are the terms that are often considered
synonymous. It is essential to understand that leadership is an essential part of effective management. As a crucial component of management, Management Leadership remarkable leadership behaviour stresses upon building an environment in which each and every employee develops and excels. Leadership is defined as the potential to influence and drive the group efforts towards the accomplishment of goals. This influence may originate from formal sources, such as that provided by acquisition of managerial position in an organization. A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders develop and begin strategies that build and sustain competitive advantage. Organizations require robust leadership and robust management for optimal organizational efficiency. While managers lay down the structure and delegates authority and responsibility, leaders provides direction by developing the organizational vision and communicating it to the employees and inspiring them to achieve it. 4/6/2013 Leadership

Leadership and Management Relationship & Differences

Leaders and Managers can be compared on the following basis: Manager Leader
A person becomes a A person becomes a leader manager by virtue of his on basis of his personal position. qualities. Manager has got formal Rights are not available to a rights in an organization leader. because of his status. The group of employees The subordinates are the whom the leaders leads are followers of managers. his followers.
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Basis
Origin

Formal Rights

Followers

Leadership and Management Relationship & Differences (cont)

Leaders and Managers can be compared on the following basis: Basis Manager Leader
Necessity A leader is required to A manager is very essential create cordial relation to a concern. between person working in and for organization. It is more stable. Leadership is temporary.

Stability

Mutual All managers are leaders. Relationship

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All leaders managers.

Leadership

are

not

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Leadership and Management Relationship & Differences (cont)

Leaders and Managers can be compared on the following basis: Basis Manager Leader
Manager is accountable for Accountabili self and subordinates Leaders have no well ty behaviour and defined accountability. performance. Concern A leaders concern is group A managers concern is goals and members organizational goals. satisfaction. People follow manager by People follow them on virtue of job description. voluntary basis.
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Followers

Leadership and Management Relationship & Differences (cont)

Leaders and Managers can be compared on the following basis: Basis Manager Leader
A manager can continue in office till he performs his A leader can maintain his Role duties satisfactorily in position only through day continuation congruence with to day wishes of followers. organizational goals. A leader has command over different sanctions Manager has command and related task records. Sanctions over allocation and These sanctions are distribution of sanctions. essentially of informal nature.
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Qualities of a Good Leader

A leader has got multidimensional traits in him which makes him appealing and effective in behavior. The following are the requisites to be present in a good leader: Physical appearance- A leader must have a pleasing appearance. Physique and health are very important for a good leader. Vision and foresight- A leader cannot maintain influence unless he exhibits that he is forward looking. He has to visualize situations and thereby has to frame logical programmes. Intelligence- A leader should be intelligent enough to examine problems and difficult situations. He should be analytical who weighs pros and cons and then summarizes the situation. Therefore, a positive bent of mind and mature
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Qualities of a Good Leader

Communicative skills- A leader must be able to communicate the policies and procedures clearly, precisely and effectively. This can be helpful in persuasion and stimulation. Objective- A leader has to be having a fair outlook which is free from bias and which does not reflects his willingness towards a particular individual. He should develop his own opinion and should base his judgment on facts and logic. Knowledge of work- A leader should be very precisely knowing the nature of work of his subordinates because it is then he can win the trust and confidence of his subordinates.
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Qualities of a Good Leader

Sense of responsibility- Responsibility and accountability towards an individuals work is very important to bring a sense of influence. A leader must have a sense of responsibility towards organizational goals because only then he can get maximum of capabilities exploited in a real sense. For this, he has to motivate himself and arouse and urge to give best of his abilities. Only then he can motivate the subordinates to the best. Self-confidence and will-power- Confidence in himself is important to earn the confidence of the subordinates. He should be trustworthy and should handle the situations with full will power.
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Qualities of a Good Leader

Humanist-This trait to be present in a leader is essential because he deals with human beings and is in personal contact with them. He has to handle the personal problems of his subordinates with great care and attention. Therefore, treating the human beings on humanitarian grounds is essential for building a congenial environment. Empathy- It is an old adage Stepping into the shoes of others. This is very important because fair judgment and objectivity comes only then. A leader should understand the problems and complaints of employees and should also have a complete view of the needs and aspirations of the employees. This helps in improving human relations and personal contacts with the employees. From the above qualities present in a leader, one can understand the scope of leadership and its importance for 4/6/2013 Leadership scope of business. A leader cannot have all traits at one time. 16

Leadership Styles
All leaders do not possess same attitude or same perspective. As discussed earlier, few leaders adopt the carrot approach and a few adopt the stick approach. Thus, all of the leaders do not get the things done in the same manner. Their style varies. The leadership style varies with the kind of people the leader interacts and deals with. A perfect/standard leadership style is one which assists a leader in getting the best out of the people who follow him. Autocratic Laissez Faire Democratic /Participative 4/6/2013 Leadership 17

Leadership Styles

Autocratic leadership style: In this style of leadership, a leader has complete command and hold over their employees/team. The team cannot put forward their views even if they are best for the teams or organizational interests. They cannot criticize or question the leaders way of getting things done. The leader himself gets the things done. The advantage of this style is that it leads to speedy decision-making and greater productivity under leaders supervision. Drawbacks of this leadership style are that it leads to greater employee absenteeism and turnover. This leadership style works only when the leader is the best in performing or when the job is monotonous, unskilled and routine in nature or where the project is short-term 4/6/2013 Leadership 18 and risky.

Leadership Styles

The Laissez Faire Leadership Style: Here, the leader totally trusts their employees/team to perform the job themselves. He just concentrates on the intellectual/rational aspect of his work and does not focus on the management aspect of his work. The team/employees are welcomed to share their views and provide suggestions which are best for organizational interests. This leadership style works only when the employees are skilled, loyal, experienced and intellectual.

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Leadership Styles (cont)

Democratic/Participative leadership style: The leaders invite and encourage the team members to play an important role in decision-making process, though the ultimate decision-making power rests with the leader. The leader guides the employees on what to perform and how to perform, while the employees communicate to the leader their experience and the suggestions if any. The advantages of this leadership style are that it leads to satisfied, motivated and more skilled employees. It leads to an optimistic work environment and also encourages creativity. This leadership style has the only drawback that it is timeconsuming. 4/6/2013 Leadership

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Leadership Styles (cont)

Bureaucratic leadership: Here the leaders strictly adhere to the organizational rules and policies. Also, they make sure that the employees/team also strictly follows the rules and procedures. Promotions take place on the basis of employees ability to adhere to organizational rules. This leadership style gradually develops over time. This leadership style is more suitable when safe work conditions and quality are required. But this leadership style discourages creativity and does not make employees selfcontented.
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Theories and Concept of Leadership

1.

2.
3. 4. 5. 6. 7.

Trait Theory (Theory X and Y) Behavioral Theory (Leadership Grid) Contingency Theory (Fiedlers Theory) Situational Leadership Transformational Leadership Servant Leadership Stewardship
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Trait Theory

Trait theory basically states that leaders are born. Most of the time the traits are considered to be naturally part of a persons personality from birth. Based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness.
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Traits w/ Leader Emergence

Physiological (appearance, height, and weight) Demographic (age, education and socioeconomic background), Personality (self-confidence, and aggressiveness) Intellective (intelligence, decisiveness, judgment, and knowledge) Task-related (achievement drive, initiative, and persistence) Social characteristics (sociability and cooperativeness)
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McGregors Theory X and Theory Y

Theory X and Theory Y have to do with the perceptions managers hold on their employees, not the way they generally behave. It is attitude not attributes. Theory X presents a pessimistic view of employees nature and behavior at work, while Theory Y presents an optimistic view of the employees nature and behavior at work.

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McGregors Theory X and Theory Y

Assumptions

Theory X Humans inherently dislike working and will try to avoid if they can.

Theory Y
People view work as being as natural as play and rest. Humans expend the same amount of physical and mental effort in their work as in their private lives. Provided people are motivated, they will be self-directing to the aims of the organization. Control and punishment are not only the mechanisms to let people perform.
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Assumptions

Because people dislike work they have to be coerced or controlled by management and threatened so they work had enough.
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Leadership

McGregors Theory X and Theory Y

Assumptions

Theory X Average employees want to be directed.

Theory Y Job satisfaction is key to engaging employees and ensuring their commitment.
People learn to accept responsibility and seek responsibility. Average humans, under the proper conditions, will not only accept, but even naturally seek responsibility.
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Assumptions

People dont like responsibility.

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McGregors Theory X and Theory Y

Theory X Assumptions Average humans are clear and unambiguous and want to feel secure at work.
Application

Shop Floor, Mass Manufacturing. Production workers.

Theory Y People are imaginative and creative. Their ingenuity should be used to solve problems at work. Professional Services, Knowledge Workers. Managers and Professional.
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Leadership

McGregors Theory X and Theory Y

Theory X
Conducive to

Large scale efficient operations.

Theory Y Management of Professionals, Participative Complex Problem Solving.

Management Style

Authoritarian, Hard Management.

Participative, Soft Management

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Implications of Theory X and Theory Y

Theory X managers creates dependent and reluctant workers.

Theory Y managers creates workers who perform as expected with initiative and high performance (central to notions of empowerment)
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Implications of Theory X and Theory Y

Quite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation. Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and selfdirection. Employees should be given opportunities to contribute to organizational well-being. Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. It harmonizes and matches employees needs and
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Behavioral Theories of Leadership

Focus on the study of specific behaviors of a leader A leader behavior is the best predictor of his leadership influences Is the best determinant of his or her leadership success

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Behavioral Approaches : Ohio State Studies

As leadership studies that were aimed at identifying the appropriate traits didn't yield any conclusive results, a group of people from Ohio State University developed a list of 150 statements from their generated responses that included 1,800 hundred statements. The list was designed to measure nine different behavioral leadership dimensions. The resulting questionnaire is now well-known as the LBDQ or the Leaders Behavior Description Questionnaire. As part of the study, the LBDQ was administered to various groups of individuals ranging from college students and their administrators, private companies including military personnel. One of the primary purposes of the study was to identify common leadership behaviors. After compiling and analyzing the results, the study led to the conclusion that there were two groups of behaviors that were strongly correlated. These were defined as Consideration (People Oriented behavioral Leaders) and Initiating Structure (Task Oriented Leaders).
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Behavioral Approaches : Ohio State Studies The Ohio State Dimensions of Leadership:
Consideration (People Oriented) Leader behavior indicative of mutual trust, friendship, support, respect, and warmth. Example: The leader is friendly and approachable. Initiating structure (Task Oriented) Leader behavior by which the person organizes the work to be done and defines relationships or roles, the channels of communication, and ways of getting jobs done. Leadership member Example: The leader 4/6/2013 lets group

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Behavioral Approaches: Ohio State Studies

Consideration: - people-oriented behavior Is mindful of subordinates Establishes mutual trust Provides open communication Develops teamwork Initiating Structure: task-oriented behavior Directs subordinate work activities toward goal attainment Typically gives instructions, spends time planning, and emphasizes deadlines Provides explicit schedules of work activities
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Behavioral Approaches: Michigan Studies

At about the same time as Ohio State Studies

University of Michigan compared the behavior of effective and ineffective supervisors

Employee-oriented Leader
A leader who focuses on the needs of employees and emphasizes building good interpersonal relationships.

Job-centered Leader
A leader who focuses on production and on a jobs technical aspects.
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The Leadership Grid

Blake and Mouton

Two-dimensional leadership theory that measures the leaders concern for people and for production
Builds on the work of Ohio State and Michigan studies

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The Leadership Grid

High

Leadership Grid
Concern for People
1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.

9,9 Team Management Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect.

Low

5,5 Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Impoverished Authority-Compliance Management Efficiency in operations results Exertion of minimum effort from arranging conditions of to get required work done work in such a way that is appropriate to sustain human elements interfere to a organization membership. minimum degree. 1,1 9,1

Low

Concern for Production

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High
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Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

The Leadership Grid Indifferent of impoverished

These leaders have minimal concern for people and production. Their priority is to fly under the radar while they content to seek solutions that won't bring any negative focus to themselves or their department. Preserving their employment, position as well as their seniority is what drives their elusive and evading behaviors. In short, the indifferent leaders are ineffective and are sorely lacking in any of the traits that can be attributed to successful and effective leaders. Impact on employees: Employees have a high degree of dissatisfaction No harmony within the group High turn over Impact on organization: 4/6/2013 Leadership 39 Inefficient operation

The Leadership Grid country club or accommodating

These leaders will go above and beyond to ensure that the needs and desires of his employees are met. These leaders are making the assumption that their staff will yield maximum results as they are likely to be self-motivated when they are lead in such environment. These leaders will have behaviours that will yield and comply with the needs of their staff. The productivity of the group however, can suffer from the lack of attention on tasks. Impact on employees: Employees are Happy Good team harmony Impact on organization: Low productivity
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The Leadership Grid middle of the road

The Status Quo or Middle-of-the-Road (5, 5) These leaders balance out the needs of their staff with those of the organization, while not adequately achieving either. These leaders will balance and compromise their decisions, often endorsing the most popular one. They dedicate minimal efforts towards facilitating the achievements of their staff or the production results in average or below average levels. Impact on employees: Employees are not really discontent nor are they happy Good harmony within the group Impact on organization: Average performance
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The Leadership Grid Authority Compliance

The Dictatorial or Produce, Perish or Control (9, 1) These leaders focus all of their attention to productionrelated matters and very little towards the needs of their employees. These leaders will direct and dominate while holding the belief that efficiency gains can only be achieved through rigid disciplines especially those that don't require human interaction. Employees are considered expendable resources. Productivity is usually short lived as high employee attrition is unavoidable.. Impact on employees: Employees experience a high level of dissatisfaction High level of conflict within the group Impact on organization: High employee turnover 4/6/2013 Leadership 42 Peak performance is short lived

The Leadership Grid Team Management

The Sound or Team (9, 9) the sound leader is the most effective leadership style. These leaders will contribute and are committed, can motivate and are motivated while holding the belief that trust, respect, commitment and employee empowerment are essential for fostering a team environment where team members are motivated, thus resulting in maximum employee satisfaction as well as the most efficient productivity. This sound leadership style is also inspired by the McGregor Y theory. Impact on employees: Employees are forming a highly cohesive team Employees are satisfied Employees are motivated and work as a team Impact on organization: Low employee turnover Attracts highly skills employees Efficient organization
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Contingency Theory of Leadership

Relationship between leadership style and situation

Focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation No leadership style is best in all situations Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation
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Fiedlers Contingency Theory of Leadership

Fielder (1964) came up with this approach to leadership after realizing that leaders could function well if they changed their styles to suit the situation at hand. This is where the name contingency originates. Fielder conducted several studies of effective and ineffective leaders. Thereafter he concluded that the most successful approach would be to match organizational settings with leadership styles. These two parameters form the basis of the contingency theory of leadership.

Fiedlers Contingency Theory of Leadership

Fielder came up with a method for categorizing leadership styles. He used the Least Preferred Coworker Scale (LPC). The Scale is applied only to leaders; the latter are asked to rate the person they feel has worked very poorly with them. The scale starts from one to eight and may be a classification of a co-worker from the past or the present depending on which worker was the worst.

Fiedlers Contingency Theory of Leadership

Least Preferred Co-worker (LPC) Scale Leaders who describe their least preferred coworker favorably (pleasant, smart, and so on) are high LPC and are considered more peopleoriented. Low LPCs describe least preferred coworkers unfavorably; theyre less people-oriented and more task-oriented.

Fiedlers LPC Leadership Scale

Source: Fred E. Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1967), p. 41.

Fiedlers Contingency Theory of Leadership

Appropriateness of a high-LPC or lowLPC leadership style depends upon:

Position power
The degree to which the position itself enables the leader to get group members to comply with and accept his or her decisions and leadership

Task structure
How routine and predictable the work groups task is.

Leader-member relations
The extent to which the leader gets along with workers and the extent to which they have confidence in and are loyal to him or her.

How the Style of Effective Leadership Varies with the Situation

Source: Adapted and reprinted by permission of the Harvard Business Review. How the Style of Effective Leadership Varies with the Situation from Engineer the Job to Fit the Manager by Fred E. Fiedler, September October 1965. Copyright 1965 by the President and Fellows of Harvard College; all rights reserved.

Hersey-Blanchards Situational Leadership Theory

Links leaders behavioral style with subordinates task readiness Follower Characteristics Appropriate Leader Style Low Readiness Level
Low Readiness Level

Telling
Selling Participating Delegating
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Moderate Readiness Level

High Readiness Level

Very High Readiness Level

Hersey-Blanchards Situational Leadership Theory

S1: Telling - Telling style is associated with leaders who minutely supervise their followers, constantly instructing them about why, how and when of the tasks that need to be performed. S2: Selling - Selling style is when a leader provide controlled direction and is a little more open and allows two way communication between him/herself and the followers thus ensuring that the followers buy in the process and work towards the desired goals. S3: Participating - This style is characterized when the leaders seeks opinion and participation of the followers to establish how a task should be performed. The leader in this case tries creating relationship with the followers S4: Delegating - In this case, the leader plays a role in decisions that are taken but passes on or delegates the responsibilities of carrying out tasks to his followers. The leader however monitors and reviews the process.
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Summary of the Situational Leadership Model

Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996).

New Concept of Leadership: Transformational Leadership

May be found at all levels of the organization: teams, departments, divisions, and organization as a whole Transformational leaders are visionary, inspiring, daring, risk-takers, and thoughtful thinkers Transformational leaders have a charismatic appeal

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Transformational Leadership
Transformational Leaders must exhibit these four factors

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Transformational Leadership
Inspirational Motivation: The foundation of transformational leadership is the promotion of consistent vision, mission, and a set of values to the members. Their vision is so compelling that they know what they want from every interaction. Transformational leaders guide followers by providing them with a sense of meaning and challenge. They work enthusiastically and optimistically to foster the spirit of teamwork and commitment.

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Transformational Leadership
Intellectual Stimulation: Such leaders encourage their followers to be innovative and creative. They encourage new ideas from their followers and never criticize them publicly for the mistakes committed by them. The leaders focus on the what in problems and do not focus on the blaming part of it. They have no hesitation in discarding an old practice set by them if it is found ineffective.

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Transformational Leadership
Idealized Influence: They believe in the philosophy that a leader can influence followers only when he practices what he preaches. The leaders act as role models that followers seek to emulate. Such leaders always win the trust and respect of their followers through their action. They typically place their followers needs over their own, sacrifice their personal gains for them, ad demonstrate high standards of ethical conduct. The use of power by such leaders is aimed at influencing them to strive for the common goals of the organization. Individualized Consideration: Leaders act as mentors to their followers and reward them for creativity and innovation. The followers are treated differently according to their talents and knowledge. They are empowered to make decisions and are always provided with the needed support to implement 58

Comparison
In comparing transformational leadership with powerwielder type leadership we can look at the leadership styles of Mohandas Gandhi and Idi Amin Dada. Idi Amin Dada, known as the 'Butcher of Uganda' for his brutal rule as president of Uganda in the 1970s, is one example of a leader who used power to realize his own purposes. Estimates for the number of his opponents who were either killed, tortured, or imprisoned range from 100,000 to half a million. In contrast, Gandhi worked to bring his followers closer to realizing their shared purpose, achieving Indias independence from Britain. After becoming leader of the Indian National Congress in 1921, Gandhi led nationwide campaigns to ease poverty, expand women's rights, build peaceful religious and ethnic relationships, and increase
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Comparison

Transformational Leader

Power-Wielder

Mohandas

Gandhi
Political, Spiritual Leader of India

Idi Amin

Dada

African Dictator

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Transformational vs Transactional
Transactional leadership Leadership is responsive Works within the organizational culture Transformational Leadership Leadership is proactive

Work to change the organizational culture by implementing new ideas

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Transformational vs Transactional
Transactional leadership
Transactional leaders make employees achieve organizational objectives through rewards and punishment
Motivates followers by appealing to their own self-interest

Transformational Leadership
Transformational leaders motivate and empower employees to achieve companys objectives by appealing to higher ideals and moral values Motivates followers by encouraging them to transcend their own interests for those of the group62or unit

Implications of Transformational Leadership

The current environment characterized by uncertainty, global turbulence, and organizational instability calls for transformational leadership to prevail at all levels of the organization. The followers of such leaders demonstrate high levels of job satisfaction and organizational commitment, and engage in organizational citizenship behaviors. With such a devoted workforce, it will definitely be useful to consider making efforts towards developing ways of transforming organization through
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New Concept of Leadership: Servant Leadership

The servant-leader is servant firstIt begins with the natural feeling that one wants to serve, to serve firstThen conscious choice brings one to aspire to lead (Greenleaf, 1970). What is servant leadership?

According to Robert K. Greenleaf (1970) Servant leadership is the process of enabling individuals to grow healthier, wiser, freer, and more autonomous through the art of servant-hood.
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What do Servant Leaders do?

The

servant leader is a servant first Differs from those who choose to lead first for power or gain Makes sure other peoples needs are being served The least privileged in society will benefit, or at least not be further deprived
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Characteristics of being a servant leader

Listening

Empathy
Healing

Awareness
Persuasion

Conceptualizatio n Foresight Stewardship Commitment to the growth of people Building Community

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Characteristics of being a servant leader

Listening: Traditionally, and also in servant leadership, managers are required to have communication skills as well as the competence to make decisions. A servant leader has the motivation to listen actively to subordinates and support them in decision identification. The servant leader particularly needs to pay attention to what remains unspoken in the management setting. This means relying on his inner voice in order to find out what the body, mind and spirit are communicating.[4] Empathy: A servant leader attempts to understand and empathize with others. Workers may be considered not only as employees, but also as people who need respect and appreciation for their personal development. As a result, leadership is seen as a special type of human work, which ultimately generates a competitive advantage.[5]

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Characteristics of being a servant leader

Healing: A great strength of a Servant Leader is the ability for healing ones self and others. A servant leader tries to help people solve their problems and conflicts in relationships, because he wants to encourage and support the personal development of each individual.[4] This leads to the formation of a business culture, in which the working environment is dynamic, fun and free of the fear of failure.[5] Awareness: A servant leader needs to gain general awareness and especially self-awareness. He has the ability to view situations from a more integrated, holistic position. As a result, he gets a better understanding about ethics and values. Persuasion: A Servant Leader does not take advantage of their power and status by coercing compliance; they rather try to convince those they manage. This element 68 distinguishes servant leadership most clearly from

Characteristics of being a servant leader

Conceptualization: A servant leader thinks beyond day-today realities. That means he has the ability to see beyond the limits of the operating business and also focuses on long term operating goals.[4] A Leader constructs a personal vision that only he/she can develop by reflecting on the meaning of life. As a result, he/she derives specific goals and implementation strategies.[5] Foresight: Foresight is the ability to foresee the likely outcome of a situation. It enables the servant leader to learn about the past and to achieve a better understanding about the current reality. It also enables the servant leader to identify consequences about the future. This characteristic is closely related to conceptualization. Stewardship: CEOs, staffs and trustees have the task to hold their institution in trust for the greater good of society. 69 Servant leadership is seen as an obligation to help and

Characteristics of being a servant leader

Commitment to the growth of people: A servant leader is convinced that people have an intrinsic value beyond their contributions as workers. Therefore, they should nurture the personal, professional and spiritual growth of employees. For example, they spend money for the personal and professional development of the people who make up their organization. The servant leader will also encourage the ideas of everyone and involve workers in decision making. Building community: A servant leader identifies means to build a strong community within his organization and wants to develop a true community among businesses and institutions
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New Concept of Leadership: Stewardship

the willingness to be held accountable for the well-being of the larger organization by operating in service, rather than control, of those around us. Peter Block, Business Consultant assumes the agent has a collectivist rather than an individualistic management perspective and is motivated to promote the interests of the principal over the interests of the agent

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New Concept of Leadership: Stewardship

The core idea is that we dont really own what we think we own we are merely managers, or stewards, of these things. And, as a steward, we are accountable to someone else for how we manage that which has been entrusted to us.

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Have you ever thought about what you steward as a leader?

We are stewards of:

Time How we invest our time is how we invest our lives. Good investments yield good returns. Money This is often our default when we hear the term stewardship. It is certainly important, but only a small piece of our total stewardship opportunity. Relationships The people we come in contact with on a daily basis are often overlooked in a conversation about stewardship. How are we investing in others? How are we encouraging people? 73

Have you ever thought about what you steward as a leader?

We are stewards of:

Opportunities When opportunity knocks, do we answer the door? To squander an opportunity is as much an issue as wasting time or money. Challenges If we dont learn and grow from pain and trial in our lives, we will have failed to steward it well. Stewardship is ultimately about what you and I do with what weve been given both good and bad.

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What do we need to do to be better stewards? Three ideas to consider

Stewards Take Action Passivity is not what you want from a steward. Think about the money manager youve selected to steward your retirement account. You dont want that individual to do nothing for 40 years and see how things turn out. Stewards Take Risks If a steward wants to maximize what has been entrusted to them, risk is inevitable. Wise, calculated risk, but risk none the less. No risk equals poor stewardship. Stewards Expect Accountability If I want to be the best possible steward, I have to live with an understanding that the day will come when I will have to give an account for what I did with 75 what I was given.

Public Leadership

Managing the public sector in today's environment of constant change, particularly in the view of globalization, has become an increasingly demanding challenge for government and public managers. The functions and role of the State have been transformed substantially because the environment and context in which government and public managers operate are characterized as unstable, complex, heterogeneous and multi-faceted. The major challenge for them is "to learn to cope with unpredictability, uncertainty and randomness" and from here capacity to adjust to changing circumstances and face the emerging challenges demands leadership skills and strategic planning capacities. 76

Aesops Fable: The Crab and His Mother

Crab (Rowley, Creative Commons, 2009)

A mother crab criticized her son for walking sideways, whereupon the son asked his mother to show him how to walk straight. Of course the mother crab was unable to walk any straighter than her son, and soon apologized for criticizing what she herself was guilty of too. Moral: lead by example not by words
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THANK YOU!!

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