APPLIED LEADERSHIP

Practical Leadership
Foundations for being Street smart

Robert Kennedy College 04/12/2011

Practical Leadership Being Street smart

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Contents
Contents ................................................................................................................................................. 2 Executive Summary ................................................................................................................................ 3 Introduction - Leadership essentials ...................................................................................................... 4 Academic Foundation Emotional Quotient ......................................................................................... 6 Quintessential Leader............................................................................................................................. 8 Middle Management Theory ................................................................................................................ 13 The Organization and Position ......................................................................................................... 13 Theory............................................................................................................................................... 13 References and Bibliography ................................................................................................................ 16 Additional Resources: ........................................................................................................................... 17 Appendix A Leadership styles, Emotional Intelligence (Goleman) .................................................... 18 Appendix B Emotional Intelligence: Factors ...................................................................................... 19 Appendix C Mayer Briggs Personality types ................................................................................... 21 Appendix D Leader Compliance......................................................................................................... 24 Appendix E Leadership Eras.............................................................................................................. 26 Appendix F Tuckmans team development Model............................................................................ 27 Appendix G Transformation vs. Transactional Graph ....................................................................... 28

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Executive Summary
The current Global economy need true leaders to take a stance. This article is a combination of theories and input on leadership on the dos and donts. Intelligence is what created the world as we know it today. Emotional Intelligence is the core for leadership success and gaining trust from followers. It is not a new creation but has only been realized by Goleman. The concern with leadership is that they need to take a shift from power to a leader-follower relationship. They need to understand different personalities and situation to execute the challenges successfully. The main purpose of this article would be to give them the needed tools and information to understand and develop themselves in their social / emotional intelligence. Secondly, to understand their followers and build relationships that will be self sustaining. Emotional Intelligence is the essential ingredient, but we also looked at other styles that make use of EQ to impact a certain environment. These include Authentic Leadership theory and Transactional / Transformational, touching the different eras in leadership. Any leader need followers to be a success, but need to take them through a process to change the status quo. Multiple styles and approaches have been discussed to motivate the quintessential leadership; these include Johari, Social Styles, and Conflict, Transactional Analysis. The focus was on the characteristics and social understanding and not on the theories of leadership. A theory is explained to assist Company X to fill a middle management position with person with leadership traits. The theory is explained in detail.

I am the Master of my Fate; I am the Captain of my ship Nelson Mandela, Invictus

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Introduction - Leadership essentials

Being a born or bred leader is not what makes them successful, but rather the emotional maturity. Emotional Intelligence is a fairly new concept that drives manager to become effective leaders, a team mate to become a captain and a politician to change the world. Intelligence is the ability to learn, understand and think in a logical way about things (Oxford 7th), while Emotion is the part of a persons character that consists of feelings. (Oxford 7th). Both these factors can be improved and is an essential need to our survival. Can it be that managers will typically have a stronger intelligent side than emotional side based on the knowledge and experience while leaders have a stronger emotional side due to the stimulation they give to their follower to believe in them and trust them. Leadership was not created over the last hundred years; it has been around since the beginning of life. The same goes for Emotional Intelligence, the modern world only discovered an actual trait we as living creatures have to control and maintain. This discovery was made by Goleman in his article Leadership that gets results (2000) when he indicated that control over people (species) is based on a certain level of emotional advantage the one have over another (follower). The 4 areas he discusses are self awareness, self management, social awareness and social skill (Appendix A). Various tools and theories have been compiled to assist a leader to resolve certain issues and situations. Leadership evolved through different eras (Appendix D), the current are being the integrative. This is the combination of different previous eras which made a big impact such as the contingency, transactional, transformational and situation eras. All these eras is still active around the word depending on the emotional intelligence of the leaders in different environments.

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The problem with leadership is the situation and personalities involved. This forces a leader to select a specific style for a specific reason for a specific outcome. Leaders give their followers a certain authority to keep a balance on the relationship; they can only achieve this if they can trust the team to act (initiative) communicates (feedback) and pull the result form the followers (not push).

Figure 1 - Leadership Style

If you do not connect with other people and make them feel important, they will not stick around for long enough to experience your genius! (Drucker, 1999). Followers tend to trust and believe in those leaders who does not intimidate or manipulate, but rather stimulate level. The purpose to understand the need for this article creates the ability to lead. Ultimately, the need to lead would be to discover oneself (inner emotions) then to develop the social intelligence to create followers, which will in return re-create more followers. This is a level 5 leadership attempt which transforms an organization from good to great (Collins, 2001). Social intelligence, is defined as a set of interpersonal competencies built on specific neural circuits (and related endocrine systems) that inspire others to be effective.

Practical Leadership Being Street smart

The only way to discover something is to explore - The only way to discover your strengths is through feedback analysis (Drucker, 1999).Feedback is a simple but

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destructive tool for any leader to be highly effective. The leader should pull the feedback from the follower, without being involved (physically) and maintain the trust.

Academic Foundation Emotional Quotient

Emotional intelligence, according to Time magazine, may be the best predictor of Success in life.

What type of person are you really? This is a very difficult question to answer for the average person due to an underdeveloped emotional quotient. If you had to ask any respected leader the same question, they would give you a simple straight forward answer (assertive). This is only because they know what they want and that is what drives them internally, it can be said that they have a strong understanding of themselves. As mentioned, followers trust and believe their leaders; similarly do leaders lead themselves as well, because they believe and trust in themselves. People differ because we are all unique, and even if we have a similar personality will we differ on the way we handle conflict or our social environment. Mayer Briggs (Appendix C) is a highly effective method to discover your personality but more importantly how to spot and understand the personalities of your Piers. What is more certain than results that assist you in discover the way your (unique) mind operates?

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Figure 2 - Social Style 1

People have different styles and views; Figure 2 indicates the two basic scales to place a leader. One scale indicates the focus and the other the development. It is good practice to avoid the other areas that might cause frustration. Never try to be an expert if you are not, rather focus and build on your strengths and find strong people to do the other necessary tasks. Various other theories are available to compliment the EQ theory on leadership. One of them is the Authentic leadership which is a tool to implement emotions to create a change in ethical behavior and being transparent, which in return stimulates the followers because they have the power to communicate information freely. Transformational and Transactional leadership theories are also very popular (Appendix G). These theories can be said to have help discover the EQ theory. These theories allowed the follower to be self driven and created a culture of self awareness and a social satisfaction which is essential for the EQ environment which is a give and take initiative. Culture is driven by emotions; optimistic, assertive leaders will develop a culture with very little effort.

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The social circuit in our brains plays an essential part in our lifes; mirror neurons in the brain react to certain gestures, when we communicate with people. Could this be one reason why certain people are followers and some turn out to be leaders due to the stronger social circuit? Life tend to follow anything that stimulates, direct, create attract and comfort it. Leaders stimulate and give a sense of satisfaction, which builds relationships; which create motivation; which drive followers to perform better to seek more satisfaction (comfort) and ultimately become achievers. This is why our social circuit is the single most important factor to develop the leader within. Emotional intelligence is the most powerful tool on this planet based on the ability it has to create or destroy, ranging from relationships to countries, this can be seen when you take a trip down memory lane (Religion, Economic and Politics). Roughly 90% of our success is based on how well we handle ourselves on a daily basis related to our piers, to accomplish the goals as effective, efficient and consistent as possible. This indicates that we should focus on relationships if we want to succeed in the field of leadership.

Quintessential Leader

Effective leaders will always be focused on what lies ahead (future), because they saw yesterday as an opportunity to analyze and prepare, to be able to implement today to create more opportunities tomorrow. It is therefore primary for the leader to adapt his style when needed to achieve the outcome. This is done through people, its very seldom that one man wont need a team of some kind to help him achieve. Primary goal for a leader is for his people to believe in them before the leader will be able to use them to achieve a common goal and be stimulated. What does it mean to believe? It means to feel certain (Oxford 7th). The way people interpret things creates an expectation; this triggers an emotion of some sort which results in some form of behavior. A good leader does exactly this, because they have an internal need to be believed in and trusted (emotionally). This is directly related to

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Maslows hierarchy model to achieve. Leaders can satisfy their followers through means of maintaining some stimulation; the integrated expectancy model is a reliable guideline to improve the EQ of the leader because they will understand the need and outcome of the follower.

Figure 3 - Integrated expectancy model

Secondly, the situation will have an effect on the behavior and it is of utmost importance to understand the situation to use the correct situational leadership style as shown in Figure 4.

Figure 4 - Situational Leadership

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Everyone have a specific social style (Figure 5), to understand the different styles will contribute to the level of EQ advantage one will have over the followers.

Figure 5 - Social Styles

Leaders need to create change, and change in this perspective is nothing else but innovation, it is therefore essential for the followers to understand who the innovator is, whats being innovated and how they will innovate. The best way to innovate successfully is to make us e of the Johari Window as shown below, the idea would be to minimize the unknown area between leader-follower and maximize the known to both parties area. This will improve the whole process and relationship.

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Figure 6 - Johari Window

Any leader will experience conflict more often than achievements. This is basically due to the leader-follower relationship and/or lack of high EQ. Ideal situation to resolve is for all parties to collaborate (win-win), but this is not always possible based on the factors and urgency involved. Alternative option would be for all parties to compromise, but even then will it be essential to have certain level of higher EQ than the other party. Factual negotiation is one approach and being focused on the achievement and rewards another.

Figure 7 - Conflict Styles

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Some of the characteristics that one would have is; Authenticity, Sympathy, Mercy, Honesty and Mutuality. Strong resistance will only be changed if the parties can agree to exclude emotions and personal believes and to focus on the achievement. Lastly, a leader should focus on the transactional styles (Figure 8) to understand the reactions to expect with their followers and piers. The ideal position to be in would be Adult to Adult relationship and to maintain that position, or take the stance to restore the relationship to that level again. The relationship that should be avoided at any cost would be Parent to Child, especially if the leader finds them in the Child category.

Figure 8 - Transactional Styles

As mentioned, leadership has many options, but the essentials stay the same. A leader will only be consistently effective if they maintain a high EQ level. This way he will be able to Form (communicate, integrate) a team, take them through the Storm phase (innovate and construct) into the norm (security, trust) phase and ultimately get them to perform (effective, efficient) (Appendix F).

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Middle Management Theory

The Organization and Position

Aiming to be the regional leaders in Mining Utility supplies and manufacturing of mining equipment. The open cast mining environment showed a steep incline in production and the need to expand became a reality almost unnoticeable. Company X is a private company with predicted revenue of $2 million for the financial year, and employs 24 people. The industry needs a strong leader and some mines approach the owner to expand his company which will generate proposed revenue at around $8 million and expect to employ an additional 15 people. A new position will be created for a unit (production / projects) manager to guide the company to achieve this goal. This position will report directly to the CEO and will have majority authority over most other departments such as Supplies and Human resources (Supervisors and Lower management) and will be directed by the CEO. The person should have some leadership traits and be able to communicate with around 5 years experience in a similar line of work. The CEO sat down to develop a theory which he wants to implements.

Theory

The theory states are used to indicate if the potential candidate has leader abilities and traits. The Specific Identity (Ignorant, Rejecting, Accepting, Accommodating) indicate an action that can be taken (last column). The identity is a combination between three primary factors and trait scoring. The Driving Factors are as follow: 1# Physical (tangible), 2# Psychological and 3#Emotional. Three divisions

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The candidate will give themselves a mark per factor for every trait. The traits are sub divided into 3 levels, each with a different factor. After the scorecard has been completed, one needs to add all the sub unit (Vertical) scores and multiply them with the given factor. Lastly, add the subtotals together to get the main total. Use the Direction table to indicate if the candidate is suitable for the position.
Scale: 5 = High, 0 = Low Physical Psychological Emotional x1 x2 x3

Factor Self Drive Self Esteem Self Aware Self Manage Sub Total Factor Social Drive Values Authority Responsible Sub Total Factor Achievement Control Quality Skills Sub Total Total
Figure 9 - Identity Scorecard

x2

x3

x1

x3

x1

x2

1 2 3 4 5 6

Highest Physical Physical Psychological Psychological Emotional Emotional

Lowest Psychological Emotional Physical Emotional Physical Psychological

Action Reject Accept Accommodate Ignore Accept Accommodate

Category Technician Leader Manager Miss-fit Leader Leader / Manager

Figure 10 - Identity Direction Table

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The two left comments are the high and low score to be used. The third column

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gives a mental indication on the candidate and the last column indicates the possible position. This theory was developed for this specific level of management in a similar environment only.

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References and Bibliography

Hellriegel, D. Jackson, S. E. (2008). Management 2nd South African edition. Oxford Southern Africa. Nel, W.P. (2008). Management for Engineers, Technologists and Scientists. 2nd Edition. Juta and Company ltd. Vanessa Urch, Druskat. Steven B. Wolfs. (2001). Building the Emotional Intelligence of Groups. Harvard Business Review. R0103E. Robert Goffee. Gareth Jones. (2000). Why should anyone be Led by You. Harvard Business Review. R00506. Daniel Goleman. (2000). Leadership that Gets results. Harvard Business Review. R00204. Donald, N. Sull. (2006) Why Good companies go bad. Harvard Business Review. Taylor and Franco. 994IO. Eve Mitleton-Kelly. (2006). A Complex approach to Co-create an Innovative environment. London school of open economics. Taylor and Franco. Drucker, Peter, F. (1999). Managing One self. HBR 99204. Avolio, Bruce. Walumbway, Fredd. Weberz, Todd, J. (2009). Leadership: Current Theories, Research, and Future Directions. Management Department Faculty Publications, University of Nebraska Lincoln Year 2009 Selman, J. Leadership and Innovation: Relating to Circumstances and Change. Pdf. Van Seters, David A. Field, H.G Richard. The evolution of Leadership Theory. Pdf. Evans, Matt H. Excellence in Financial Management, Chapter 18: Leadership. Pdf. Marian Iszatt White. Explicating Golemans Leadership Styles Fieldwork Examples from Further Education, Centre for Excellence in Leadership, Lancaster University, UK. Bolden, R. Gosling, J. Marturano, A. Dennison, P. (2003). A Review of Leadership Theories and Competency Frameworks. Edited Version of a Report Chase Consulting and the management Standard Centre. Centre for leadership studies. University of Exeter. Cherniss, C. The Business case for Emotional Intelligence. Rutgers University. www.eiconsortium.org.

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David M Boje. (2000). Transformational Leadership. http://cbae.nmsu.edu/~dboje/teaching/338/transformational_leadership.htm. Emotional Intelligence in the Workplace. (2007). Fasset. Leadership Style, Mayers Briggs type, Jungian type, MTR-I team role. (Accessed 2011). http://www.workcoachcafe.com/2009/07/29/7-ways-you-can-put-emotional-intelligence-to-work/ So why does emotional intelligence at work matter? (Accessed 2011). http://www.canadaone.com/ezine/july04/eq_interview.html Rock, Michael, E. (1999). Destiny, Quest, Story Transformative Learning Processes for the New Organization. http://www.canadaone.com/ezine/nov99/corporate_learning3.html. Leadership Styles & Patterns: A Sociocultural Perspective. (2006). http://fathielnadi.blogspot.com/2006/04/leadership-styles-patterns_27.html Eric Berne's Transactional Analysis - TA theory development and explanation. http://www.businessballs.com/transactionalanalysis.htm. (Accessed 2011).

Additional Resources:

How to deal with difficult People. http://www.youtube.com/watch?v=4h7cmuRLwME&feature=related (Accessed 2011). JACOB GOLDENBERG, SANGMAN HAN, DONALD LEHMANN. Social Connectivity, Opinion Leadership, and Diffusion. Stefan H.K. Wuyts, Marnik G. Dekimpe, Els Gijsbrechts, and F. G. M. (Rik) Pieters. (2010). The Connected Customer. Charles Handy. (2009). Best Business Books 2009: Leadership. Warren Bennis, Daniel Goleman, and James O'Toole, with Patricia Ward Biederman. Transparency: How Leaders Create a Culture of Candor ... David Rock and Jeffrey Schwartz. (2006). The Neuroscience of Leadership. JOEL BROCKNER, DANIEL AMES, (2010). Not just holding forth: The effect of listening on leadership effectiveness.

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Practical Leadership Being Street smart Appendix A Leadership styles, Emotional Intelligence (Goleman)

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Practical Leadership Being Street smart Appendix B Emotional Intelligence: Factors

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The EQ-i : Practical Emotional Architecture FACTOR COMPETENCY DESCRIPTION CORE FACTORS EMOTIONAL SELF-AWARENESS Recognize and understand one's feelings and emotions, differentiate between them, know what caused them and why. Promotes successful resolution and leads to improved interaction among staff. Understands duties and demands being placed on colleagues creates cohesive functioning; understanding others viewpoints helps make one a team player. Helps individuals to work more cohesively and share ideas effectively; integral to leadership. Focuses on practicality and not on unrealistic expectations. Knows rash actions can be costly; often avoids mistakes by simply taking time to stop and think. High Adjust one's emotions, thoughts, and behaviour to changing situations and conditions. : perform better in positions where tasks are dynamic and changing. Low: perform better at more defined tasks requiring reliability and consistency. WORKPLACE BENEFIT

EMPATHY

Be attentive to, understand and appreciate the feelings of others, able to emotionally read other people.

ASSERTIVENESS

Express feelings, beliefs, and thoughts and defend one's rights in a nondestructive way. Assess the correspondence between what is experienced (the subjective) and what in reality exists (the objective).

REALITY TESTING

IMPULSE CONTROL

Resist or deny an impulse, drive, or temptation to act.

Flexibility

SUPPORTING FACTORS Self-Regard Look at and understand oneself, respect and accept oneself, accepting one's Builds better work attitudes and behaviours; better self-

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perceived positive and negative aspects as well as one's limitations and possibilities. Self-reliant and self-directed in one's thinking and actions; free of emotional dependency; may ask for and consider advice of others, but rarely depend on others for important decisions or to do things for them.

confidence leading to better performance.

Independence

People thinking for themselves, yet still listening to and utilizing ideas from others when appropriate.

Social Responsibility

Demonstrate oneself as a co-operative, contributing, and constructive member of one's social group.

Contributing to recognized departmental and company goals; being aware of the greater good you and your group can contribute to society as a whole. Self-fulfilling prophecy: staff believing something is possible; often make it happen; optimistic attitude that wards off stress. Managing reasonable workloads, establishing clear priorities, and meeting realistic deadlines.

Optimism

Look at the brighter side of life and to maintain a positive attitude, even in the face of adversity.

Stress Tolerance

Withstand adverse events and stressful situations without falling apart by actively and confidently coping with stress. PIVOTAL FACTORS Identify and define problems, generate and implement potentially effective solutions. Establish and maintain mutually satisfying relationships that are characterized by intimacy and giving and receiving affection. Realize one's potential capacities and to strive to do that which one wants to do and enjoys doing. Feel satisfied with one's life, to enjoy oneself and being with others, and to have fun.

Problem Solving

Create viable alternative solutions, including a cost/benefit analysis / longterm implications.

Interpersonal Relationship

Effective communication within and between departments.

Self-Actualization

Motivate, optimize individual / team performance; bringing more life experience to the job. Lifts spirits / overall performance.

Happiness

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Practical Leadership Being Street smart Appendix C Mayer Briggs Personality types

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LEADERSHIP STYLE Myers Briggs type, Jungian type, MTR-i team role

Description

When to use

When not to use

PARTICIPATIVE LEADERSHIP ESFJ/ENFJ, Extraverted Feeling (Jung), or Harmonising (MTR-i) People-oriented, motivator, builds personal relationships, likeable, interpersonal skills, cares for others Commitment from others is critical, or sensitive situations Decisions need to be forced through, conflict is being avoided

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IDEOLOGICAL LEADERSHIP ISFP/INFP, Introverted Feeling (Jung), or Campaigning (MTR-i) Value-driven, has passion for key issues, focuses on important themes, champions the cause The group has lost its sense of identity, or it is doing too many unimportant things There is a problem that needs to be solved with dispassionate objectivity (eg: technical issues)

CHANGE-ORIENTED LEADERSHIP ENTP/ENFP, Extraverted Intuition (Jung), or Exploring (MTR-i) Tries things that are new, prototypes, introduces change, looks for unexpected outcomes, creates new opportunities, experiments The group is 'stuck in a rut', or the status quo needs to be challenged There are already too many initiatives under way and some stability is needed

VISIONARY LEADERSHIP INTJ/INFJ, Introverted Intuition (Jung), or Innovating (MTR-i) Develops long term vision, produces radical ideas, foresees the future, anticipates what is outside current knowledge Radical change is needed, change is a long term activity There are immediate dangers, the group may not survive in the short term

ACTION-ORIENTED LEADERSHIP ESTP/ESFP, Extraverted Sensing (Jung), or Activating (MTR-i) Takes action, produces results, leads from the front, sets an example, does what is asked of others There is some inertia, or lack of achievement has destroyed motivation The group is being too expedient, current success may ebb in the future

GOAL-ORIENTED LEADERSHIP ISTJ/ISFJ, Introverted Sensing (Jung), or Clarifying (MTR-i)

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Observes, listens, clarifies goals, establishes realistic expectations, makes aims crystal clear

The direction is vague or expectations have not been articulated

There are already too many goals or too much information

EXECUTIVE LEADERSHIP ESTJ/ENTJ, Extraverted Thinking (Jung), or Conducting (MTR-i) Organises, makes plans, sets measurable goals, coordinates work of different people, manages resources There is chaos/lack of organisation, or there are no measures of achievement There are so many processes that creativity has been stifled

LEADERSHIP THEORIST ISTP/INTP, Introverted Thinking (Jung), or Analysing (MTR-i) Analyses, uses models, produces explanations, compares other situations, engages in intellectual debate The situation is complex or driven by technical solutions People's feelings are paramount, or the group go round in circular arguments

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Appendix D Leader Compliance

Compliance: Influence Zones
Every directive, request or command issued by a leader is not the same in the eyes of the employee. Some request involve behaviors the employee would do on his or her own, while directive would not be carried out under any circumstances. Below is a model that describes the degree of resistance a leader would encounter to various requests. The lower down on the list, the greater the resistance. The greater resistance, the more power the leader must have in relation to target to insure compliance. 1. Preference Zone- Behaviors in the preference zone are those behaviors and activities the target actually enjoys doing and would probably do with any request. 2. Indifference Zone- These behaviors represent activities for which the target has no preference and is indifferent to. For example, if an employee really does not care if she is assigned to the Boston office or the Providence office, this decision would lie in the indifference zone. 3. Legitimate Zone- These are behaviors which the target would rather not do but recognizes that it his or her responsibility, as an employee to do when asked. The represent what is called Adequate Role Behavior, which defines the lower limits of acceptance work performance. 4. Influence Zone- Behaviors in the influence zone represent tasks and activities which the target views as outside his or her normal work duties and responsibilities. To carry out these directives would mean going beyond job requirements and as such are terms Extra Role Behaviors. While the individual perceives these activities as extra roles, he or she can be motivated to perform if the proper source of motivation is tapped by the leader. 5. Non-Influence Zone- These are behaviors in which the target would not engage under any work related circumstances.

Compliance: Influence Approaches

How does a leader get compliance to a request or directive? 1. Enjoyment- The leader attempts to convince the target of the enjoyment he or she will experience along with compliance. 2. Coercion- The leader uses or implies threats, frequent checking 3. Reward- The leader offers favors, benefits, or future rewards for compliance

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4. Legitimate- The leader seeks to establish legitimacy of request by claiming the authority or the right to make it, or by verifying that it is consistent with organizational policies, rule or practices 5. Reciprocity- The leader appeals based on feeling of debt (based on past favors) to the leader 6. Expertise- The leader bases appeal on his/her expertise 7. Loyalty or Identification with leader- The leader appeals to feelings of loyalty and friendship toward the leader 8. Appeal or challenge to traits- The leader appeals to the individuals traits such team player, hard worker, or risk taker to gain compliance. 9. Appeal to Values- The leader appeals to the individuals values such as concern for students, concern for the environment. 10. Appeal to Competencies and Skills- The leader appeals based on affirmation of the individuals values skills, such as good leader, or best negotiator 11. Appeal to goals- Identification with goal- The leader attempts to show that the request is in the best interests of the group and its goals.

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Appendix E Leadership Eras

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Practical Leadership Being Street smart Appendix F Tuckmans team development Model

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Appendix G Transformation vs. Transactional Graph

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