Four Leadership Roles

While some people were born to be leaders, most people learn how to lead by developing their ability to fulfill a leadership role. Successful leaders play four roles to reach their objectives. They are:

Visionary An effective leader has a vision of what an organization can become. The vision is future-oriented and consists of goals and directions. Leaders use passion to inflame others with their vision so that the work becomes important and possible.

Communicators An effective leader speaks and writes so that others understand what must be done. The communicator motivates and builds solidarity around the work at hand. They often share information to empower people to take action.

Producers An effective leader gets things done. A producer sees difficulties as opportunities, not as obstacles. A producer focuses on results and does not simply talk about them. They are often known for getting work done on time with high quality.

Facilitators An effective leader forges cooperative working relationships among cross-functional groups. The facilitator supports, empowers, and establishes confidence in an organization. They help people come together in a productive manner to complete a job. Since not all great leaders are born that way, most people need to work and improve their skills. By practicing the four roles of an effective leader, you will cultivate your own leadership abilities.

Theories of Leadership

Trait Theory

Leaders are able to lead effectively because of the personality traits they possess. Some of the traits are: charisma, intelligence, insight, confidence, influence, and business knowledge.

Equity Theory
Leaders motivate employees to work because they let their employees know their efforts will be rewarded fairly. Rewards can be adequate pay, benefits, perks, or even just compliments for doing well.

Behavioral Theory
Leaders combine reaching specific goals with building relationships with staff members. They focus on the tasks that must be achieved while considering the traits of the employees who need to achieve the goal.

Contingency Theory
Leaders adjust to each situation. Some leaders have better personalities to handle specific situations.

Situational Theory
Leaders adjust to the needs of the employees by providing sufficient support and direction for individual employees or groups of employees.

Benefits of Leadership

The Benefits of Leadership

Many management theorists agree that certain U.S. companies have lost their competitive edge because they haven't recognized the need for leadership rather than managership. Managership is a concept in which all decisions are made at the top, and employees are expected to comply with the policies made by the top-level decision-makers. Alternatively, leadership as a management concept is based on the assumption that work should be a system of processes in which leadership occurs, or is encouraged to occur, at every level. By definition, leadership contradicts the concept of top-down authority and is supportive of diversity and inclusiveness.

Management experts suggest that if leadership is a desired trait of those individuals in top-level positions, wouldn't it then be a desirable trait throughout the organization? In fact, if today's companies expect to be product- and customer-focused, rather than focused on policies and decision-making, leadership at all levels of an organization is critical. Listed below are some of the benefits that can result from a leadership management style.

Leadership views the organization as a dynamic system, supporting its work force rather than "overseeing" employees. Change is easily dealt with because the system is flexible.

Leadership emphasizes systems and practices that are proactive. Companies become innovative within their industries rather than merely reactive to industry and market trends.

Leadership encourages leaders to think of ways to involve everyone. This characteristic is particularly supportive of inclusiveness.

Leadership thrives on competition and looks forward to using creativity to meet the challenges brought on by a competitive business climate.

Leadership focuses on the work group or the team and on the product of the group effort, not on individuals.

Leadership encourages new ideas brought about by different viewpoints and the creativity of a diverse work force.

Leadership emphasizes the right things that employees are doing.

Leadership empowers others to make decisions.

Most importantly, leadership brings with it underlying assumptions that will support diversity and the changes required for businesses to be successful in the 21st century. As a result, the leadership concept of managing is more conducive to the type of workplace that management experts foresee as the successful model for the future.

Leaders and Managers

Leaders and managers are different. By definition, a manager works within a system to maintain existing goals and direction. They use people and equipment to meet a goal or they use a process to produce results.

A leader by contrast, sets the direction for projects. They bring vision to reality by gaining commitment from the people in the organization.

Managers

· Work within the existing culture
· Maintain existing relationships
· Plan and budget
· Organize and staff
· Control and problem solve

Leaders

· Create visions and excitement
· Set a direction
· Align people
· Build new relationships and structure
· Motivate and inspire

While individuals might have a talent towards one versus the other, leadership and management are not mutually exclusive – great leaders can be great managers and vise versa. Obviously, there is tremendous advantage for someone who possesses both leadership and management skills to achieve great things.

This by no means implies that management is an easy task. Mastering the skills necessary to be an effective and efficient manager can take many years.

Successful organizations need both managers and leaders. Management activities are critical to any business. Most often, management is providing the “what” that needs to be done in the daily operation. Leadership provides the “how” those management activities get accomplished. Companies should have the “what” and “how” aligned for optimum results.

For example, when senior management shares the company vision with the workforce, they understand their role in the overall picture. This leads to greater employee buy-in and increased productivity. Then, the workforce is able to share feedback with senior management regarding processes/procedures that support the vision. This creates collaboration and greater efficiency.

The practice of leadership is a key business differentiator. Companies are looking for ways to grow their products/services, business relationships, and market share. How can you accomplish more with less? Leadership.

There are 3 common traits that leaders possess:

Inspire. Leaders create the energy for employees to do their best. They clear roadblocks and encourage creativity.

Communicate. Leaders keep employees informed about the organization. They build relationships at all levels in the organization.

Support. Great leaders create environments where employees feel safe to speak up.

The business environment is constantly changing, but the leadership component remains steadfast. It’s important for managers to work collectively to identify and develop leaders in the organization. The success of this collaboration has a direct impact on a company’s future

Types of Leadership

Action Centred Leadership

A model proposed by John Adair (1973) argued that it is not who you are but what you do which establishes you as a leader. A leader needs to balance the needs of the task, the team and the individual, shown clearly in the diagram below in his 3 circle model. The effective leader carries out the functions and demonstrates the behaviours appropriate to the circles, varying the level according to the needs of the situation. The leader whlist balancing the three circles, sits in his/her helicopter above the process, ensuring the best possible overview of what is happening.

Leaders Behaviour under Task

· Providing clear Objectives
· Providing appropriate procedures
· Ensuring there is evidence of progress
· Ensuring avoidance of digression
· Ensuring deadlines are met

Leaders Behaviour under Team

· Commitment
· Trust & Openness
· Sense of purpose
· Stability
· Cohesion
· Success
· Fun

Leaders Behaviour under Individual

· To be included
· To make a contribution
· To be respected
· To receive Feedback
· To feel safe
· To grow

Transformational Leadership

In James MacGregor Burns’ concept of ‘transforming leadership’ he states “leadership is relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents”. “It occurs when one or more person’ engage with others in such a way that leaders and followers raise one another to higher levels of motivation or morality”. Transformational leadership is about the ability of the leader to motivate and empower their followers:

“The goal of transformational leadership is to ‘transform’ people and organisations in a literal sense – to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behaviour congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building” (Bass and Avolio, 1994)

Transformational leadership is frequently contrasted with ‘transactional’ leadership where the leader gains commitment from followers on the basis of a straightforward exchange of pay and security etc. in return for reliable work. Transactional leadership conjures a managerial image, while transformational leadership evokes images of extraordinary individuals such as Martin Luther King, Jr., or Ghandi.

Charismatic Leadership is one of the more recent theories on leadership. Although not many studies have been done so far to test them, these theories suggest certain different and interesting ways of looking at leadership.

Charisma is a special characteristic of some leaders. People usually feel personally attracted to a charismatic leader. And the attraction can lead to a powerful leadership.

Servant Leadership

“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. He or she is sharply different from the person who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. For such it will be a later choice to serve – after leadership is established. The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

Distributed Leadership

Distributed leadership is not a new idea nor a difficult one. It is essentially about sharing out leadership across the organisation. Referred to as ‘informal’, ‘emergent’, ‘dispersed’ or ‘distributed’ leadership, this approach argues a less formalised model of leadership (where leadership responsibility is dissociated from the organisational hierarchy). It is proposed that individuals at all levels in the organisation and in all roles (not simply those with an overt management dimension) can exert leadership influence over their colleagues and thus influence the overall direction of the organisation.

Leadership Styles and Behaviours

A different perspective to trait theory for leadership is to consider what leaders actually do as opposed to their underlying characteristics. A number of models and theories have been put forward to explore this.

T. McGregor (1906-1964) postulated that managers tend to make two different assumptions about human nature. These views he explored in his theory X and theory Y:

Theory X

The average human being has an inherent dislike of work and will avoid it if he or she can.

Because of this human characteristic, most people must be coerced, controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organisational objectives.

The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all.

Theory Y

The expenditure of physical and mental effort in work is as natural as play or rest.

External control and threat of punishment are not the only means for brining about effort toward organisational objectives. People will exercise self-direction and self-control in the service of objectives to which they are committed.

Commitment to objectives is a function of the rewards associated with their achievement.

The average human being learns, under proper conditions, not only to accept responsibility but to seek it.

The capacity to exercise a relatively high degree of imagination. Ingenuity, and creativity in the solution of organisational problems is widely, not narrowly, distributed I the population.

Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilised.

there was a void in existing descriptions of leader behaviour. They did not provide specific guidelines for behaviour in varying situations. He and his colleagues isolated eleven leadership behaviours which fall into four broad categories:

Building Relationships

Networking
Supporting
Managing conflict

Influencing People

Motivating
Recognising and rewarding

Making Decisions

Planning and organising
Problem solving
Consulting and delegating

Giving / Seeking Information

Monitoring operations and environment
Informing
Clarifying roles

Leadership Traits

Leadership Traits

Leadership theories that attempt to identify the common traits possessed by successful leaders. These traits included:

· Adaptable to situations
· Alert to social environment
· Ambitious and achievement oriented
· Assertive
· Cooperative
· Decisive
· Dependable
· Dominant (desire to influence others)
· Energetic (high activity level)
· Persistent
· Self-confident
· Tolerant of stress
· Wiling to assume responsibility

Path-Goal Theory of Leadership

The Path-Goal Theory of Leadership was developed to describe the way that leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy.

Leaders can take a strong or limited approach in these. In clarifying the path, they may be directive or give vague hints. In removing roadblocks, they may scour the path or help the follower move the bigger blocks. In increasing rewards, they may give occasional encouragement or pave the way with gold.

Path-Goal Theory of Leadership formulated by Robert House proposes that the leader can affect the performance, satisfaction, and motivation of a group in different ways:

Offering rewards for achieving performance goals
Clarifying paths towards these goals
Removing obstacles to performance

A person may perform these by adopting a certain leadership style, based on the situation:

Directive leadership: Specific advice is given to the group and ground rules and structure are established. For example, clarifying expectations, specifying or assigning certain work tasks to be followed.

Supportive leadership: Good relations are promoted with the group and sensitivity to subordinates' needs is shown.

Participative leadership: Decision making is based on consultation with the group and information is shared with the group.

Achievement-oriented leadership: Challenging goals are set and high performance is encouraged while confidence is shown in the groups' ability.

Supportive behavior increases satisfaction by the group, especially in stressful situations, while directive behavior is suited to uncertain and ambiguous situations. It is also proposed that leaders who have influence upon their superiors can increase group satisfaction and performance.

There is also evidence that more directive leadership is preferred by certain people under some circumstances as shown in the figure below:

Skills of Leadership

Leadership Skills

Integrity- the most important requirement; without it everything else is for nothing.

Having an effective appreciation and approach towards corporate responsibility, (Triple Bottom Line, Fair Trade, etc), so that the need to make profit is balanced with wider social and environmental responsibilities.

Being very grown-up - never getting emotionally negative with people - no shouting or ranting, even if you feel very upset or angry.

Leading by example - always be seen to be working harder and more determinedly than anyone else.

Helping alongside your people when they need it.

Fairness - treating everyone equally and on merit.

Being firm and clear in dealing with bad or unethical behaviour.

Listening to and really understanding people, and show them that you understand (this doesn't mean you have to agree with everyone - understanding is different to agreeing).

Always taking the responsibility and blame for your people's mistakes.

Always giving your people the credit for your successes.

Never self-promoting.

Backing-up and supporting your people.

Being decisive - even if the decision is to delegate or do nothing if appropriate - but be seen to be making fair and balanced decisions.

Asking for people's views, but remain neutral and objective.

Being honest but sensitive in the way that you give bad news or criticism.

Always doing what you say you will do - keeping your promises.

Working hard to become expert at what you do technically, and at understanding your people's technical abilities and challenges.

Encouraging your people to grow, to learn and to take on as much as they want to, at a pace they can handle.

Always accentuating the positive (say 'do it like this', not 'don't do it like that').

Smiling and encouraging others to be happy and enjoy themselves.

Relaxing - breaking down the barriers and the leadership awe - and giving your people and yourself time to get to know and respect each other.

Taking notes and keeping good records.

Planning and prioritising.

Managing your time well and helping others to do so too.

Involving your people in your thinking and especially in managing change.

Benefits of Good Leadership Skills

Your benefits from these leadership skills.

most employees highly motivated and highly committed

lower costs of turnover, training, absenteeism, sickness

a highly ethical, values-based culture with high morale

high creativity, low costs beat your competition

change, conflict, diversity and ethics problems disappear

your stress from managing people turns to satisfaction

an ability to turnaround a management disaster

30 to 300% productivity gains per employee

Leadership Quality

Leadership is nothing but the quality which makes a person stands out different from other ordinary employees. It is associated with such a person who has aggressiveness in speech and action, love for the employees, and who can handle pressure under different circumstances and a person who is always ready to fight for the rights of employee. A leader is useless without followers. It is the followers who make a person as a leader and if required overthrow him.

Leaders play a critical role during change implementation, the period from the announcement of change through the installation of the change. During this middle period the organization is the most unstable, characterized by confusion, fear, loss of direction, reduced productivity, and lack of clarity about direction and mandate. It can be a period of emotionalism, with employees grieving for what is lost, and initially unable to look to the future. In addition to forecast and amiability, the characteristics that leader must have are ability to recognize employees' talents, the know-how to make teams work and an open mind. Leadership does vary to some extent as per the positions i.e. it may be slight different for manager and different for a union leader but the basic qualities of leadership does not change.

1. Good communication skill Communication is the key to be a great leader. The reason for this is simple: if he possesses the other nine leadership qualities but if he fails to communicate well, he will never be great leader. What he can do is communicate with others in the organization about what IT can do to move the company forward. In other words, good communication is the key for developing good business relationships. If he can’t establish a good business working relationship, he is not going to be that leader, that team player. He will not be able to communicate how IT can add long-term value to the company. The modern leaders must therefore be equipped with good communication skill and use new ways to do effective communication.

2. Honesty The most valuable asset of a leader is honesty. He must be honest with both his employees and the management committee. Another part of his features is integrity. Once a leader compromises his or her integrity, it is lost. That is perhaps the reason integrity is considered the most admirable trait. The leaders therefore must keep it "above all else."

3. Visionary outlook Leadership qualities are different for different position. For a CIO he must be thinking for stabilizing the current business and always looking for future scope of expansion. He has to be able to look beyond where we are today, know where the business is going, and be able to use that vision to move the company forward. Being able to do this is a rare skill indeed.

4. Selecting a good team A good CIO although he possesses sound technical skills he assures that the team he selects is efficient enough to back up any skill he lacks. Choosing the best people for such team is a skill. A CIO after all is a human being and does not have answer for everything. But by working together he creates an atmosphere of mutual trust and respect; the team then always find the best solution.

5.Action speaks louder than words Managers must be able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they come know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly. However, knowing what is going on, and identifying the needs of those around them is not sufficient. The responsive manager also acts upon that knowledge, attempting to help fulfill the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked.

6. Ability to motivate people around A good leader must always keep motivating his team mates for good work and should maintain healthy environment. He must give first priority to safety of workers and see that they are not exploited by superiors.

7. Consistency Leadership effectiveness is impossible without consistency. Every leader has an approach that is unique to them. Don't change your personal style radically after all; it got you in a leadership position. Modify the rough spots but take care not to confound your staff by displaying inconsistency. Your expectations, though subject to modification based on ever-changing business needs, should remain as constant as possible. The business world is confusing enough without you adding unwelcome surprises into the mix. Keep things simple and consistent.

8. Ability to stand against critics As the success rate increases your critics multiply and become louder. Come to peace with the fact that you will always have a camp of people who critique every decision you make. They are generally the ones who are excellent problem-identifiers rather than problem-solvers. Develop your skills of repelling such critics so that they do not diminish your confidence or enthusiasm.

Leadership Style

Leadership style is the manner and approach of providing direction,implementing plans, and motivating people.

Situation-based leadership is founded on a top-down view of leaderhsip.

Traditionally it refers to how you manage people and make decisions.

But this view is past its use-by date.

When the notion of leadership style was first invented, writers on leadership did not differentiate between leadership and management. Today, we need to recognize that what used to be called leadership style is really management style.

Management style is about how you make decisions for your team.

The fundamental argument of this website is that leadership means promoting new directions, not managing people. You can promote new directions aggressively, by example or through any number of other influencing styles.

The only leadership style is influencing style


Direct appeals using logical arguments and evidence.

Expressing enthusiasm and conviction for your idea.

Making rousing speaches to large audiences with stirring images and music.

Quiet but persistent persuasion over time.

Enlisting the support of persuasive others.

Asking open questions designed to lead others to your conclusions.

Setting an example - the old adage ''actions speak louder than words'' is very true.


Unlike conventional notions of leadership, using authority is not a leadership style.


Authoritarian (autocratic) This style is used when the leader tells her employees what she wants done and how she wants it done, without getting the advice of her followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style...rather it is an abusive, unprofessional style called bossing people around. it has no place in a leaders repertoire.
The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style.


Participative (democratic) This type of style involves the leader including one or more employees in on the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything -- this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit -- it allows them to become part of the team and allows you to make better decisions.


Delegative(free reign) In this style, the leader allows the employees to make the decision. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you have the full trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!

NOTE: Also known as lais…sez faire (or lais…ser faire) which is the noninterference in the affairs of others. [French : laissez, second person pl. imperative of laisser, to let, allow + faire, to do.]

Tasks of Leadership

In this section, we will consider several common statements about the people who serve in leadership positions throughout our world. After you have read the statement, decide for yourself whether you feel it is true or false and why you think it is.

Here is the first one. True or false?

The only people who lead have some kind of leadership job, such as chairman, coach, or king.

Do you think that's true? Don't you believe it. It's true that chairmen, coaches, and kings lead, but people who hold no leadership position also lead. And you can find some people who have a leader's title and ought to lead. But they don't.

In other words, you are not a leader because you wear the leader's hat. Or because you wear the patrol leader's insignia on your uniform. You are a leader only when you are getting things done through other people.

Leadership, then, is something people do. Some people inherit leadership positions, such as kings, or nobles, or heads of family businesses. Some are elected: chairman, governor, patrol leader. Some are appointed, such as a coach, a city manager, or a den chief. Or they may just happen to be there when a situation arises that demands leadership. A disaster occurs, or a teacher doesn't show up when class begins, or a patrol leader becomes sick on a campout.

Try this statement. Is it true or false?

Leadership is a gift. If you are born with it, you can lead. If you are not, you can't.

Some people will tell you that. Some really believe it. But it's not so.

Leadership does take skill. Not everyone can learn all the skills of leadership as well as anyone else. But most people can learn some of them -- and thus develop their own potential.

You don't have to be born with leadership. Chances are, you weren't. But you were born with a brain. If you can learn to swim or play checkers or do math, you can learn leadership skills.

How about this statement. True or false?

"Leader" is another word for "boss."

Well, what do you mean by "boss"? A guy who pushes and orders other people around? No, a leader is not one of those. (But some people try to lead this way.)

Or do you mean a boss is somebody who has a job to do and works with other people to get it done? This is true. A leader is a boss in that sense.

True or false?

Being a leader in a Scout troop is like being a leader anywhere else.

This one is true. When you lead in a Scout troop, you will do many of the same things as any leader anywhere.

The important thing now is Scouting gives you a chance to lead. You can learn how to lead in Scouting. You can practice leadership in Scouting. Then you can lead other groups, too. The skills you will need are very much the same.

what Affects Leadership

What Affects Leadership?

Leadership is not magic that comes out of a leader's head. It's skill. The leader learns how to get the job done and still keep the group together.

Does this mean that the leader does the same things in every situation? No. Here's why.
Leadership differs with the leader, the group, and the situation.

Leaders -- like other people are all different. No leader can take over another leader's job and do it the same way.

Groups are different, too. A great football coach might have difficulty leading an orchestra. A good sergeant might be a poor Scoutmaster. So when a leader changes groups, he changes the way he leads.

Situations differ, too. The same leader with the same group must change with conditions. A fellow leading a group discussion needs to change his style of leadership when a fire breaks out. As a Scout leader, you probably can't lead the group in the rain the same as you do in the sunshine.

An effective leader, then, must be alert at all times to the reaction of the members of the group; the conditions in which he may find himself; and be aware of his own abilities and reactions.

Changing Meaning of Leadership

The Changing Meaning of Leadership

Leadership has always been based on power. For the conventional view, this means the power of personality to dominate a group.

But in our knowledge driven world, business is a war of ideas where the power to innovate and promote new products is the new basis of leadership.

Anyone with critical knowledge that could alter business direction can show leadership. This is thought leadership.

It can be shown by front line employees who don't manage anyone.

It can be bottom-up as well as top-down. It can even come from outside. It can be shown between organizations too as in market leadership.

Only management is a formal role.

Leadership re-invented is an occasional ACT, like creativity, not a role or position.

Those at the top sometimes lead, sometimes just manage. Other times they operate as venture capitalists investing in the best ideas (leadership) emerging from below.

Leadership is based on youthful rebelliousness, the drive of young people to challenge the status quo and find a better way.

Bottom-up or thought leadership is more like the actions of Martin Luther King Jr. than business leadership. His demonstrations had a leadership impact on policy makers in the U.S. government and, of course, they did not report to him.

This shows that leadership is really just about taking a stand for what you believe and trying to convince people to think and act differently.

What is Leadership

What Is Leadership?

Leadership is a process of getting things done through people. The quarterback moves the team toward a touchdown. The senior patrol leader guides the troop to a high rating at the camporee. The mayor gets the people to support new policies to make the city better.

These leaders are getting things done by working through people -- football players, Scouts, and ordinary citizens. They have used the process of leadership to reach certain goals.

Leadership is not a science. So being a leader is an adventure because you can never be sure whether you will reach your goal -- at least this time. The touchdown drive may end in a fumble. The troop may have a bad weekend during the camporee. Or the city's citizens may not be convinced that the mayor's policies are right. So these leaders have to try again, using other methods. But they still use the same process the process of good leadership.

Leadership means responsibility. It's adventure and often fun, but it always means responsibility. The leader is the guy the others look to to get the job done. So don't think your job as a troop leader or a staff member will be just an honor. It's more than that. It means that the other Scouts expect you to take the responsibility of getting the job done. If you lead, they will do the job. If you don't, they may expect you to do the job all by yourself.

That's why it's important that you begin right now to learn what leadership is all about. Wear your badge of office proudly. It does not automatically make you a good leader. But it identifies you as a Scout who others want to follow -- if you'll let them by showing leadership.

You are not a finished leader. No one ever is, not even a president or prime minister. But you are an explorer of the human mind because now you are going to try to learn how to get things done through people. This is one of the keys to leadership.

You are searching for the secrets of leadership. Many of them lie locked inside you. As you discover them and practice them, you will join a special group of people-skilled leaders.
Good exploring -- both in this handbook and with the groups you will have a chance to lead.

The Conventional View of Leadership

*Leaders in business lead AND manage
*They occupy positions of authority.
*The make strategic decisions.
*They use different styles of leadership.
*They are more or less participative.
*Their role is to ensure business profit.
*They strive to motivate performance.

Leadership as Discovery

Leadership as Discovery

Leadership = doing things different, either doing existing things better or doing different things.

In simple situations it isn't hard to see a better direction and advocate it to others.

Here, new directions are taken on the basis of discrete, conscious decisions.

In more complex situations, it is often necessary to discover new directions through trial and error.

Here, new directions emerge through someone discovering a new way of doing things.

New directions emerging through trial and error is totally different from changing direction based on an all-or-nothing discrete decision.

As organizational environments become increasingly complex, more and more new directions will have to emerge through trial and error (organizational learning).

Here, the leaders are those employees who, regardless of their status or influencing skills, discover new directions to pursue.

Wherever complexity reigns, organizations that encourage leadership from all employees will be more successful than those that restrict the leadership function to managers.

Psychology of Leadership

Leadership in the mind - the psychology of leadership

We spend a lot of time thinking about leadership - it must be important to us.

When things go wrong, we blame leaders - a useful scapegoat.

When we feel anxious or lost, we look to leaders to make us feel better.

Anxiety grows with work pressure, hence the growing cry for leadership.

What does it say about us that we so strongly need leaders?

Why do we need them so much?

How does our need for leadership differ from hero worship?

How can we grow and develop if we depend on leaders to save us?

We naturally form ourselves into hierarchies - just like all primates and a lot of other animals.

We disempower ourselves if we equate leadership with hierarchical position. Basically, managers occupy positions. Leaders are free-floating, somewhat rebellious, agents of change.

Traditional leadership theory is paternalistic - we want someone in charge of us who is a substitute parent - usually a father figure.

Admired leaders look after us, inspire us, make us feel good. We seek their approval, just like we did our fathers.

But this model of leadership is profoundly disempowering.

Hence why we need to get rid of it. Even if we can't erase our dependency needs, we can at least stop calling such people leaders. Soothing our anxieties is not leadership. Championing change, challenging the status quo as Martin Luther King, Mahatma Gandhi and Nelson Mandela did to their respective governments - that is leadership.

Being in charge doesn't make you a leader, just a manager.