Introduction to leadership
What is leadership? Are individuals born natural leaders or can anyone acquire the skills necessary to be a great leader?
Leadership has been described as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task", although there are alternative definitions of leadership. For example, some understand a leader simply as somebody whom people follow, or as somebody who guides or directs others, while others define leadership as "organizing a group of people to achieve a common goal"
Leadership has been described as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task", although there are alternative definitions of leadership. For example, some understand a leader simply as somebody whom people follow, or as somebody who guides or directs others, while others define leadership as "organizing a group of people to achieve a common goal"
leadership theory application
The Five Bases of Social Power
Henri Foyel's 14 Principles of Management:
Dimensions of Leadership:
- Legitimate Power - The ability to administer to another certain feelings of obligation or the notion of responsibility.
- Reward Power - The ability to grant someone things which that person desires or to remove or decrease things the person does not desire.
- Expert Power - The ability to administer to another information, knowledge or expertise
- Coercive Power - The ability to force someone to do something that he/she does not desire to do
- Referent Power - The ability to administer to another a sense of personal acceptance or personal approval.
- Solutions to Uncertainty
- Resources
- Make other organizations dependent on you
- Non-Substitutable
Henri Foyel's 14 Principles of Management:
- Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient.
- Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.
- Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
- Unity of Command – Employees should have only one direct supervisor.
- Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.
- Subordination of Individual Interests to the General Interest – The interests of one employee should not be allowed to become more important than those of the group. This includes managers.
- Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.
- Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.
- Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of command.
- Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.
- Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.
- Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority.
- Initiative – Employees should be given the necessary level of freedom to create and carry out plans.
- Esprit de Corps – Organizations should strive to promote team spirit and unity.
Types of Leadership
- Transactional Leadership
- Know what motivates your employees
- Provide rewards & Punishment
- Show what is needed to achieve requirements for rewards
- Provide rewards in a timely manner
- Being Intellectually Stimulating
- Tailoring Individualized Motivation
- Providing Idealized Motivation
Charismatic Leadership
Big personality, limelight, charm, grace, and self-belief are key
Transformational Leadership
People follow those who inspire them
Vision, Enthusiasm, and Energy are key personality traits
Obtain the trust and respect through:
The key question any potential leader needs to ask themselves:
How comfortable am I with dealing with bad performance and/or confronting issues?
Dimensions of Leadership:
Personal Reflection:
In order to achieve my aspiration of becoming an industry driver of positive change, the ability to provide exceptional leadership will be essential. By applying Henri Foyal's 14 Principles of Management while pushing myself to be a transformational leader, I hope to provide the guidance, support, growth needed for those around me which will intern provide individual success. Even though I am still in the early stages of my career, I feel that I have already naturally developed many of the skills needed to be an effective leader; by focusing on my weaknesses, the full spectrum of leadership will be able to be engaged.
In order to achieve my aspiration of becoming an industry driver of positive change, the ability to provide exceptional leadership will be essential. By applying Henri Foyal's 14 Principles of Management while pushing myself to be a transformational leader, I hope to provide the guidance, support, growth needed for those around me which will intern provide individual success. Even though I am still in the early stages of my career, I feel that I have already naturally developed many of the skills needed to be an effective leader; by focusing on my weaknesses, the full spectrum of leadership will be able to be engaged.
analyzing and applying leadership articles
Leadership and communication styles
Article Summary: In order to become more of a Charismatic/Transformational leader, I think it would be generally agreed that ones communication skill needs to be well developed. In this article, the authors discuss an analysis completed within the Dutch Ministry of Education which utilized a computerized survey to assessed employees views of their leaderships communication style. The six dimensions were: verbal aggressiveness, expressiveness, preciseness, assuredness, supportiveness, and argumentativeness. Utilizing the six dimensions, the study tried to identify which communication styles were most associated with the three types of leadership styles: Transactional, Charismatic, and Transformational. To highlight the analysis results, the researchers found that transformational leaders leaned more towards the supportiveness communication style and showed minimal verbal aggressiveness. The charismatic leaders had a profile which included every type of leadership style with the exception of expressiveness. Lastly, the transactional leaders ranked high in assuredness with a much higher correlation of verbal aggressiveness than the other two leadership styles. With these results, it can be concluded that by enhancing the supportiveness communication style, a leader will be seen as more charismatic and/or transformational. In addition, having high assuredness will improve the perception of a leaders performance and an employees satisfaction with their leader.
Personal Reflection: In order to achieve my long-term goal of becoming an industry driver of healthcare change, I feel that becoming a charismatic/transformational leader is vital. Based on the results in this article, the most important factors are demonstrating supportiveness and assuredness, while avoiding verbal aggressiveness. It is my perception that avoiding verbal aggressiveness should be easy to accomplish, my focus will enhancing my supportiveness and assuredness communication styles.
Personal Reflection: In order to achieve my long-term goal of becoming an industry driver of healthcare change, I feel that becoming a charismatic/transformational leader is vital. Based on the results in this article, the most important factors are demonstrating supportiveness and assuredness, while avoiding verbal aggressiveness. It is my perception that avoiding verbal aggressiveness should be easy to accomplish, my focus will enhancing my supportiveness and assuredness communication styles.
Leadership theory and practice
Article Summary: Throughout our more recent history, competitive organizations have depended on employee engagement and initiative to support their mission and vision. In order to maintain these characteristics in employees, the managerial structure of the organization must have a proactive climate which encourages and inspires. Thus leading to converting from managing individuals, or ones with formal authority, to inspiring leaders which are able to influence others. Different theories have attempted to develop sets of characteristics that make effective leaders; the first being trait theories. Although trait theories identified ones ability to effectively manage a process, it's vital flaw was the absence of interpersonal relationships and communications, thus leading to the behavior theories. The behavior theories identified the importance addressing employee's feelings and the correlation with willingness to follow. Yet, even though the behavior theories addressed interpersonal relationships, gaps were identified after finding that appropriate leadership types were hindered by situational constraints. Finally leading us to the more recent models which develops and alters their variables and approach depending upon each situation. With most theories being somewhat similar, the key objectives are to apply appropriate behavior to each situation and to create a group of committed followers.
Personal Reflection: Relating more to my goals of becoming an extensive knowledge resource and utilizing my influential personality, I feel that learning to adapt my style and approach to the many different situations I will come across in my career is vital. By continuing to develop my understanding of the healthcare industry, my trait theory abilities will continue to improve. Simultaneously, by carefully analyzing and becoming reflective of my behaviors, I intend on learning to the appropriate interpersonal approach to each situation.
Personal Reflection: Relating more to my goals of becoming an extensive knowledge resource and utilizing my influential personality, I feel that learning to adapt my style and approach to the many different situations I will come across in my career is vital. By continuing to develop my understanding of the healthcare industry, my trait theory abilities will continue to improve. Simultaneously, by carefully analyzing and becoming reflective of my behaviors, I intend on learning to the appropriate interpersonal approach to each situation.
Applying Henri Fayol's management principles
Article Summary: Henri Fayol contributions to management theory has laid the groundwork for many of our more recent management theories by focusing on six major functions of an organization; those organizational functions are divided into: technical, commercial, financial, security, accounting, and managerial activities. As Fayol was the first to distinguish between technical and managerial skills, he identified that technical skills mastery does not alone constitute someone for a management position. In an effort to improve upon a managers technical skills, Fayol developed his 14 Principles of Management (as shown above) which he cautioned were flexible and capable of adaptation to every need. To further develop an organizations effectiveness Fayol developed his five basic tools for successful administration which were:
Personal Reflection: As one of my personal goals, I intend on moving into a leadership position within the next five years; by utilizing the structures put in place by Fayol, I already have tools which will ensure the success in my new position. Understanding and following the 14 principals of management will easily allow changes to be implemented to which will inevitably create a positive and respectful organizational culture. Implementing the five basic tools with ensure that the upper leadership's direction is continually being developed, tracked, and accomplished.
- A survey to assess the organizations past and present objectives which include what organizational leaders want to achieve and what the most probably outcomes actually are
- A business plan which includes activities needed to be preformed in order to achieve long-term goals
- A regularly generated operations report to track initiatives and evaluate performance results
- Meeting minutes to provide organizational leaders insight and allow for cross-functional communication
- An organizational chart to accurately depict authority and responsibility throughout the scalar chain
Personal Reflection: As one of my personal goals, I intend on moving into a leadership position within the next five years; by utilizing the structures put in place by Fayol, I already have tools which will ensure the success in my new position. Understanding and following the 14 principals of management will easily allow changes to be implemented to which will inevitably create a positive and respectful organizational culture. Implementing the five basic tools with ensure that the upper leadership's direction is continually being developed, tracked, and accomplished.
exercises and practices to improve my leadership skills
Improving My Communication Style Skills:
To enhance my supportiveness communication style I plan on actively combining low dominance with high sociability by improving the three following aspects:
Putting Leadership Theory into Practice:
To become a more extensive knowledge resource, I will continue to broaden my horizons by working on a wide variety of projects and teams at my current healthcare system. In addition, I am currently pursuing my Masters of Business Administration at North Carolina State University as it is necessary to strengthen my wealth of business knowledge for future leadership challenges. As a tracking mechanism, I intend on updating a personal accomplishments list to ensure that I can show consistent growth.
To further develop my situational effectiveness of behavior application, I intend on developing a regular routine where I reflect upon recent interactions with others and analyze the outcomes of those interactions to determine how a more beneficial outcome may have been achieved and what behavior modifications need to be made.
Applying Fayol's Management Theories Today and Tomorrow:
In order to immediately apply one of Fayol's tools, I plan on creating a project update report for my direct supervisor. As we consistantly juggel multiple projects from week to week, by having project update to present, we will be able to ensure that my time and priorities are congruent with our department and organizations goals.
Only time will tell when I will first be able to effectively influence change to further align my department and/or organization with Fayol's 14 principals of management. But it is definitely safe to say that until then my suggestions for change will have a firm bias due to the nearly century old techniques.
Leadership Exercise: Construct your own Board of Directors
Following a discussion about how leaders need good role models/mentors, discuss who you would chose to surround yourself with on your personal (or company’s) Board of Directors. Ask everyone to create their own Board of Directors of mentors/role models. These may be people living or dead (or even non-humans – ie., dogs - or fictional characters – ie. superheroes). They may be people you know or just look up to, people in history, etc. Have the participants share who’s on their Board and why. Talk about how people on your Board can change, depending on where you are at in your life and your leadership journey, and how some people may always be there. You can also talk about who’s Board you might be on as mentor or role model.
Exercise Experience:
When my team tried this exercise, some interesting insights were formed mainly due to the differences in career tenure and age. As three out of the four members of my team are fairly young in our professional careers, the members of our Board of Directors revolved around influential family members, coworkers we looked up to, and well known business figureheads. Whereas the older and more experienced member of our team based his Board of Directors more around Spencerian and diversity stating that "a well rounded Board of Directors can provide the insight unbeknown to many needed to succeed."
To enhance my supportiveness communication style I plan on actively combining low dominance with high sociability by improving the three following aspects:
- Listens attentively. Good listeners have a unique advantage in many occupational settings.
- Avoiding the use of power. Supportive persons are more likely to rely on friendly persuasion than power when dealing with people. They like to display warmth in their speech and written correspondence.
- Makes and expresses decisions in a thoughtful, deliberate manner. Supportive persons appear low-key in a decision making role.
Putting Leadership Theory into Practice:
To become a more extensive knowledge resource, I will continue to broaden my horizons by working on a wide variety of projects and teams at my current healthcare system. In addition, I am currently pursuing my Masters of Business Administration at North Carolina State University as it is necessary to strengthen my wealth of business knowledge for future leadership challenges. As a tracking mechanism, I intend on updating a personal accomplishments list to ensure that I can show consistent growth.
To further develop my situational effectiveness of behavior application, I intend on developing a regular routine where I reflect upon recent interactions with others and analyze the outcomes of those interactions to determine how a more beneficial outcome may have been achieved and what behavior modifications need to be made.
Applying Fayol's Management Theories Today and Tomorrow:
In order to immediately apply one of Fayol's tools, I plan on creating a project update report for my direct supervisor. As we consistantly juggel multiple projects from week to week, by having project update to present, we will be able to ensure that my time and priorities are congruent with our department and organizations goals.
Only time will tell when I will first be able to effectively influence change to further align my department and/or organization with Fayol's 14 principals of management. But it is definitely safe to say that until then my suggestions for change will have a firm bias due to the nearly century old techniques.
Leadership Exercise: Construct your own Board of Directors
Following a discussion about how leaders need good role models/mentors, discuss who you would chose to surround yourself with on your personal (or company’s) Board of Directors. Ask everyone to create their own Board of Directors of mentors/role models. These may be people living or dead (or even non-humans – ie., dogs - or fictional characters – ie. superheroes). They may be people you know or just look up to, people in history, etc. Have the participants share who’s on their Board and why. Talk about how people on your Board can change, depending on where you are at in your life and your leadership journey, and how some people may always be there. You can also talk about who’s Board you might be on as mentor or role model.
Exercise Experience:
When my team tried this exercise, some interesting insights were formed mainly due to the differences in career tenure and age. As three out of the four members of my team are fairly young in our professional careers, the members of our Board of Directors revolved around influential family members, coworkers we looked up to, and well known business figureheads. Whereas the older and more experienced member of our team based his Board of Directors more around Spencerian and diversity stating that "a well rounded Board of Directors can provide the insight unbeknown to many needed to succeed."
article References
Barry Armandi, Jeannette Oppedisano, Herbert Sherman, (2003) "Leadership theory and practice: a “case” in point", Management Decision, Vol. 41 Iss: 10, pp.1076 - 1088 - See more at: http://www.emeraldinsight.com.prox.lib.ncsu.edu/journals.htm?articleid=865468&show=abstract#sthash.g2svsrKk.dpuf
Mildred Golden Pryor, Sonia Taneja, (2010) "Henri Fayol, practitioner and theoretician – revered and reviled", Journal of Management History, Vol. 16 Iss: 4, pp.489 - 503 - See more at: http://www.emeraldinsight.com.prox.lib.ncsu.edu/journals.htm?articleid=1886862&show=abstract#sthash.pkQ5B6gi.dpuf
Vries, Reinout E.,Bakker-Pieper, Angelique, Oostenveld, Wyneke, (2010) "Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes", Journal of Business and Psychology, Vol. 25 Iss: 3, pp.367 - 380 - See more at: http://dx.doi.org/10.1007/s10869-009-9140-2
http://www.kent.ac.uk/careers/sk/leadership.htm
http://www.mindtools.com/pages/article/henri-fayol.htm
“Who’s at Your Table?” 10 Minute Leadership Lessons – National Conference of the National Association of Extension 4-H Agents, Oct. 23, 2006
Mildred Golden Pryor, Sonia Taneja, (2010) "Henri Fayol, practitioner and theoretician – revered and reviled", Journal of Management History, Vol. 16 Iss: 4, pp.489 - 503 - See more at: http://www.emeraldinsight.com.prox.lib.ncsu.edu/journals.htm?articleid=1886862&show=abstract#sthash.pkQ5B6gi.dpuf
Vries, Reinout E.,Bakker-Pieper, Angelique, Oostenveld, Wyneke, (2010) "Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes", Journal of Business and Psychology, Vol. 25 Iss: 3, pp.367 - 380 - See more at: http://dx.doi.org/10.1007/s10869-009-9140-2
http://www.kent.ac.uk/careers/sk/leadership.htm
http://www.mindtools.com/pages/article/henri-fayol.htm
“Who’s at Your Table?” 10 Minute Leadership Lessons – National Conference of the National Association of Extension 4-H Agents, Oct. 23, 2006