DEVELOPING LEADERS A personal perspective Sqn Ldr Dick Tudor OC TRS RAF Lossiemouth

1
DEVELOPING LEADERSA personal perspectiveSqn
Ldr Dick TudorOC TRSRAF Lossiemouth
2
Leadership Development in the RAF
It is timely to review the RAFs approach to
leadership development to ensure that it is
coherent and consistent, thereby assuming
excellence across the range of leadership roles.
3
LEADERSHIP THE ACADEMIC BACKGROUND
4
The Development of Leadership Theory
Period Approach Core Theme
Up to late 1940s Trait approach Leadership ability is innate
Late 1940s to late 1960s Style approach Leadership effectiveness is to do with how the leader behaves
Late 1960s to early 1980s Contingency approach It all depends effective leadership is affected by the situation
Since early 1980s Now Leadership approach Leaders transform the way people feel about themselves




5
The Trait Approach

• Effective leaders have certain qualities in
  common
• Example intelligence, dependability, sense of
  responsibility, energy, sociability (e.g.
  Stogdill Ohio State Studies)
• Leaders are born, not made
• Findings not consistent
• Leadership situation not considered

6
The Style Approach

• Concern for task the extent to which the
  leader emphasises the task objectives
• Concern for people the extent to which the
  leader emphasises the needs, interests etc of
  the group
• Directive leadership the extent to which the
  leader makes all the decisions regarding group
  activity
• Participative leadership the extent to which
  the leader shares decision-making concerning
  group activity
• (Wright 96)

7
Situational Leadership
To be successful in all environments, leaders
require a measure of all of the different
leadership attributes but their relative
importance will be situation and
context-dependent.

8
Factors Determining Appropriate Leadership Style

• Maturity of followers or subordinates
• Existing relationship between them and their
  leader
• Clarity and structure of the task or work
• The position power and personal power of the
  leader
• Time available
• Culture

9
Cross-Cultural Aspects of Leadership

Exporting participative leadership from the
United States to countries with authoritarian
cultures is like preaching Jeffersonian democracy
to those who believe in the divine right of
kings. (Haire, Ghiselli and Porter 66)
10
Transformational Leadership
Achieving performance beyond normal expectations
by changing how people feel about themselves and
what is possible and raising their motivation to
new highs.

11
Bass and Avolios Full-Range Model of Leadership

• Laissez-faire leadership
• Transactional leadership management-by- excepti
  on and contingent reward
• Transformational leadership the four Is
  idealised influence, inspirational motivation,
  intellectual stimulation, individualised
  consideration

12
Laissez-faire Leadership

• Avoiding taking a stand
• Ignoring problems
• Not following up
• Refraining from intervening
• leads to conflict and lack of achievement

13
Transactional Leadership

• Management by exception passive or active
• Contingent reward

14
Management by Exception

• Setting work objective and performance
  standards
• Waiting for problems to arise and reacting to
  them reluctantly, or monitoring for deviations
  and errors and correcting them
• Enforcing rules and procedures
• leads to continuing status quo, lack of
  initiative, and avoidance of risk taking by
  subordinates

15
Contingent Reward

• Setting work objectives and performance
  standards
• Providing feedback
• Exchanging reward and recognition e.g. money
  or praise for achievement
• can lead to expected performance

16
Problems with Transactional Leadership

• Motivating and rewarding people with carrots
  and punishing them with sticks makes them feel
  like donkeys
• Lack of consideration for peoples ideas, needs
  and feelings
• Focuses only on planning, organizing, directing
  and controlling and manipulation by reward
• Does not develop people to their fullest
  potential and contribution

17
Transformational Leadership The Four Is

• Individualized consideration
• Intellectual stimulation
• Inspirational motivation
• Idealized influence
• (Bass 90)

18
LEADERSHIP LEVELS OF DEVELOPMENT
19
COVEY ON MANAGEMENT
Organisational
Managerial
Interpersonal
20
Three Levels of Development

• Organisational development (OD)
• Team Development
• Individual or self-development

21
Organisational Development
the applied behavioural science discipline
that seeks to improve organisations through
planned, systematic, long-range efforts focused
on the organisations culture and its human and
social processes
22
Leadership Development in the RAF
The ability to lead is required at all rank
levels of the RAF although the range of
leadership attributes required will vary with the
level at which the leader is operating.
23
Creating an Atmosphere for Organisational
Development
Central to any organisation improvement program
is the creation of a situation in which learning
and change can take place by individuals and/or
groups (Schein 99)
24
Leadership Self-Development The Starting Point

• Learning to know and control oneself
• Overcoming emotional barriers
• Building self-confidence and emotional
  intelligence

25
Emotional Intelligence
refers to the capacity for recognising our own
feelings and those of others, for motivating
ourselves, and for managing emotions well in
ourselves and in our relationships. (Goleman 98)
26
Three Factors of Leadership Development

• A person must be motivated to be a leader and
  to develop the necessary skills
• The development process should be focused on
  specific leadership behaviour
• Provision for practising leadership skills and
  obtaining feedback
• (Randell 98)

27
Barriers to Leadership and Leadership Development

• Low self-esteem leads to a lack of motivation
• Lack of self-confidence as a result of not
  coming to terms with oneself, can lead to a lack
  of confidence in others
• Fear of failure, shame or social disapproval
• Cognitive constriction thinking inside the
  box
• Adverse consequences of stress cognitive,
  managerial and physical

28
HOOPER POTTER ON LEADERS
x
x

x
OR
TO
x
x
29
Overcoming the Barriers

• Desensitisation gradual increases in
  difficulty of task lead to gradual reduction
  of fear and anxiety
• Reinforcement theory reward and recognition
  for effort and progress
• Psycho-analytical re-enactment what was done
  and what, if anything went wrong, creates a
  process self- discovery
• Social skill development based on honesty and
  trust
• Group dynamics theory teams develop
  cohesiveness through mutual help and support

30
Support for Leadership Development

Individuals are responsible for their own
development. Organisations are responsible for
providing the enabling resources and ensuring
that sufficient leaders are taking advantage of
development opportunities. (London 02)
31
Can You Teach Leadership?

• Yes, but only at the cognitive level
• Knowing what to do and how to do it is
  necessary but not sufficient
• Wanting to do it depends on emotional factors
• Doing it can only be learned by actually doing
  it, feedback, application and practice

32
A Definition of Leadership
Leadership is the process of influencing the
behaviour, beliefs and feelings of other group
members in an intended direction. (Wright and
Taylor 84)

33
The Leadership Trusts Definition

Leadership is using our personal power to win
the hearts and minds of people to achieve a
common purpose.
34
Leadership in the RAF

the RAF requires personnel with strong
leadership attributes, excellent managerial
skills and the confidence to exercise command.
35
Leadership in the RAF
And The successful exercise of command is
dependent upon an individuals professional
expertise, management skills and leadership
ability.

36
Command, Management and Leadership in the RAF

• Command is a position of authority and
  responsibility to which individuals are legally
  appointed
• Management is concerned with making the
  best use of resources
• Leadership is the projection of personality
  and character to achieve the desired outcome

37
DEALING WITH CHANGE
38
The Leadership Challenges Ahead

• New technology
• Deregulation and privatisation
• Intense competition
• Increasing inter-dependence
• Higher-quality products, services and customer
  care
• Peoples increasing expectations

39
Successful Change Ensures Survival
It is not the strongest species that survive,
nor the most intelligent, but the ones most
responsive to change. (Darwin)

40
Change is Difficult
There is nothing more difficult to plan, more
doubtful of success, nor more dangerous to
manage, than the creation of a new system. For
the initiator has the enmity of all who would
profit by the preservation of the old
institutions and merely lukewarm defenders in
those who should gain by the new
ones. (Machiavelli 1510)

41
TRANSFORMATIONAL v TRANSACTIONAL LEADERSHIP
42
Transformational Leadership The Four Is

• Individualized consideration
• Intellectual stimulation
• Inspirational motivation
• Idealized influence
• (Bass 90)

43
Individualized Consideration

• Showing concern for the individual
• Identifying individuals abilities and needs
• Providing matching challenges
• Providing opportunities to learn
• Delegating, coaching and giving developmental
  feedback
• leads to a desire to improve and learn

44
Intellectual Stimulation

• Stimulating peoples intellect and imagination
• Questioning the status quo
• Encouraging imagination and creativity
• Using and encouraging intuition as well as
  logic
• leads to a willingness to think

45
Inspirational Motivation

• Inspiring people by articulating exciting
  possibilities
• Communicating a clear vision
• Aligning organizational goals with individual
  goals
• Treating threats, problems and mistakes as
  opportunities
• Using appealing words and symbols

46
Idealized Influence

• Displaying charisma
• Expressing confidence in the vision
• Personally taking full responsibility
• Displaying a sense of purpose, persistence and
  trust
• Emphasizing accomplishments
• Gaining respect, trust and confidence by
  personally demonstrating out-of-the-ordinary
  ability
• leads to trust, identification with the leader,
  and a desire to achieve to show support

47
Charismatic Leaders

• Show complete self-confidence
• Show strong determination
• Are forthright about what is right and wrong,
  good and bad
• Are eloquent speakers
• Are active and energetic

48
Leadership and Idealized Influence

No man is a leader until his appointment is
ratified in the minds and hearts of his
men. (US Infantry Journal 48)
49
Empowerment in the RAF
(The) creation of a culture of empowerment is
critical to the successful development of future
leaders

50
Leadership and Empowerment
Study after study finds that when workers have
more control when they can help define their
own goals and hours and when they participate in
decision making their job satisfaction
rises. (Myers 93)

51
What is Empowerment?

• Literally, giving people power, making them
  able to
• In practice, giving people the knowledge,
  skills, opportunity, freedom and resources to
  manage themselves and be accountable.

52
Why Empower People?

• Job satisfaction and morale increase
• Increased effectiveness/efficiency in some
  private sector companies e.g. share value
  rises
• Enhances self-esteem a powerful motivator
• Unless people are empowered, they will never
  grow

53
ICEBERG
70 Human Potential
54
How Can We Empower People?

• Understand and develop each individuals
  potential and delegate matching challenges
• Treat people as unique individuals
• Provide the opportunity, resources, authority,
  training and coaching for people to perform
• Stimulate peoples intellects and emotions

55
The Enemies of Empowerment

• Lack of trust
• Fear of the consequences of taking risks

56
Requirements of the Leader for Empowerment

• Ability and desire to respond positively to
  peoples needs and interests
• Time and availability
• Trust
• Preparedness to take risks and let go
• Lack of self-centeredness
• Emotional intelligence

57
Empowering People Requires Emotional Intelligence

• Self-awareness as a leader especially your
  need for control
• Self-confidence
• Recognizing others feelings and needs
• Interpersonal skills
• Trust

58
HOOPER POTTER ON TEAM LEADERSHIP

59
EXECS LEADERSHIP MODULE ACADEMIC INTRODUCTION
60
The Issues

• Leaders are born, not made. Discuss.
• Leadership development programmes are prolific
  and costly
• Are they effective?
• Can leadership be taught or even learned?

61
The Learning Organisation
organisations where people continually expand
their capacity to create the results they truly
desire, where new and expansive patterns of
thinking are nurtured, where collective
aspiration is set free, and where people are
continually learning how to learn
together. (Senge 90)
62
The Importance of The Learning Organisation
The organisations that will truly excel in the
future will be the organisations that discover
how to tap peoples commitment and capacity to
learn at all levels in an organisation. (Senge
90)
63
Learning Leadership

• Variety of conventional and unconventional
  methods
• Need for learning by doing
• Feedback (e.g. 3600) and training
• Leaders as teachers

64
Leadership as Influence

Most definitions of leadership have made the
assumption that leadership involves a process of
influence by one person over other people. (Yukl
02)
65
Etymology

• Management comes from the Latin manus (a
  hand) to do with handling objects, e.g.
  machines
• Leadership comes from the Anglo- Saxon leader
  (road or path) to do with a sense of
  direction

66
Managers are people who do things right.
Leaders are people who do the rights
things. (Bennis 84)
67
Leadership and Management are not Mutually
Exclusive

• Not been supported by empirical research
• People did not sort neatly into the two
  stereotypes
• The stereotypes implied managers were always
  ineffective
• Insensitive to denigrate managers in
  organisations with a negative stereotype.

68
Leadership v Management

• Management produces orderly results which keep
  things working efficiently
• Leadership creates useful change
• We need both if organisations and nations are
  to prosper
• (Kotter 90)