Other factors that make a company great: 1.First Who These leaders understand the importance of putting people first and strategy second. This means finding the right people for the organization, getting rid of the wrong ones, and putting employees in the appropriate positions, all before addressing business tactics.
2. Stockdale Paradox This element is named after Admiral James Stockdale during the Vietnam War who expressed a notably contradictory belief system. To survive, he told himself, “ life couldn’t be worse at the moment, and his life would someday be better than ever.” In business, this translates to accepting difficult realities of a business’s current condition, while believing that the organization will one day rise above them. 3. Build-up- Breakthrough Flywheel Collins refers to the building of a great company as a metaphorical “flywheel” generally a great organization gradually build up momentum until a breakthrough moment where overwhelming success clicks into place.
The Hedgehog Concept Derived from an essay by the philosopher Isaiah Berlin. This concept refers to a comparison between the abilities of a hedgehog and a fox. Collins believes businesses that act like hedgehogs are more likely to achieve greatness. Hedgehog behaviour means understanding 3 things- 01. What a company is capable of being best at. 02. How its economics can work most effectively. 03. What best makes its people passionate. Technology Accelerators Great companies have a particular relationship with technology. On one hand they refrain from using technology simply because it’s trendy or cutting edge. On the other hand they do make investments in technologies that help contribute to the mission.
A Culture of Discipline Collins believe great companies exhibit remarkable discipline in three areas: people, thought and action. Disciplined people eliminate the need for hierarchy. Disciplined thoughts remove bureaucracy and disciplined action eliminates the need for excessive control. Together all result in extraordinary business performance. According to Collins, humility is a key ingredient of Level 5 leadership. His simple formula is Humility + Will = Level 5. “Level 5 leaders are a study in duality”, stated by Collins” modest and wilful, shy and fearless”
A Level 5 leader is one who exhibits a combination of strong personal humility and professional will. This top-level leader is incredibly driven and ambitious, maintains a healthy self of selfawareness, and is able to put the needs of others above their own. Professional will means doing what must be done, no matter how difficult Giving credits for your company’s success to others, to external factors, instead of your own actions. Generating excellence in a company’s outcomes Taking actions to ensure the company will endure beyond your tenure. Personal humility means never being boastful, working with calm determination, emphasizing a standard of excellence over your ability to inspire through charisma. Thinking of the company’s success rather than their own and looking to themselves when things go wrong instead to others, external factors or bad luck.
The strategies that help you grow emotionally and professionally, so one can develop the qualities of a Level 5 Leader 1. Develop Humility 2. Ask for help 3. Take responsibility 4. Develop discipline 5. Find the right people 6. Lead with passion
Level 5 leaders also must be cautious of pitfalls, level 5 leaders must constantly remain vigilant regarding over confidence and complacency, poor decision-making processes, favouring stakeholders over customers and associates.
Levels in the LEVEL 5 hierarchy Level 5 Executive- builds enduring greatness through a paradoxical combination of personal humility and professional will. Level 4 Effective Leader- catalyses commitment to and vigorous pursuit of a clear and compelling vision, stimulates the group to high performance standards. Level 3 Competent Manager- organizes people and resources toward the effective and efficient pursuit of predetermined objectives. Level 2 Contributing Team Member- contributes to the achievement of group objectives, works effectively with others in a group setting. Level 1 Highly Capable Individual - make productive contributions through talent, knowledge, skills and good work habits.
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Week 14 - Authentic Leadership Bill George published a book called Authentic Leadership in 2003 and later redefined his ideas in Finding your True North. He described authentic leaders as “people of the highest integrity, committed to building organizations, who have a deep sense of purpose and are true to their core values who have the courage to build their companies to meet the needs of all their stakeholders, and who recognize the importance of their service to society.” Authentic leadership is a style of leadership that focuses on transparent and ethical leader behaviour and encourages open sharing of information needed to make decisions while accepting followers’ inputs.
The central component of authentic leadership is genuineness. Authentic leaders demonstrate behaviours which enables the followers to build trust in them at all times, they take responsibility and ownership when they make mistakes, they are risk takers and show courage to push up the leadership chain, they question current status quo and defend their people, organizations and related processes. Intended outcomes are achieved only when the followers identify with leader’s values. authentic leaders create changes when they adapt their message to the follower’s values.
Authentic leadership can be viewed through three different ideas: 1. Intrapersonal – authentic leaders exhibit genuine leadership. They lead from conviction and base their actions on their values. the leader’s characteristics are about nurturing the inner qualities of the followers. 2. Developmental – the model, which is the most prevalent, notes that the leader might not have set inner traits, but that these characteristics are developed and trained. 3. Interpersonal – leaders need to obtain “buy in” from followers. The authentic leadership style is not dependent on the leaders actions but also on the group’s response
Core components of authentic leadership: 1. Self-awareness- they truly understand themselves they know their strengths, their weaknesses and the limitations of their abilities. They are high in emotional intelligence, a leadership skill that is often key to becoming a successful leader. 2. Internalized moral perspectives – relates to doing the right thing. It is related to ethics and the concern of fairness. It is a self-regulatory behaviour of your values and nothing to do with external factors.
3. Balanced processing – the authentic leadership doesn’t just seek to make morally correct decisions, but to be fair minded during the process, that others opinion/perspective matters. The key to balanced processing is the understanding of the bias. To authentic leader’s people’s opinions are based on biased processing of information. 4. Relational transparency -rests on the concept of genuineness. The leader’s communication and action is based on honesty. There is no personal hidden agenda. The leader creates an environment of fairness, openness where everyone knows where they stand in terms of their relationship with the leader.
Characteristic of authentic leadership styles Emotional control- an authentic transformational leader can deliver honest feedback without letting their personal dissatisfaction cloud their judgement and actions. • Relationship-driven – they value relationships as much as results. • Accountability – they accept their mistakes or short comings as they have strong internalized moral perspective. • Empathy – they are empathetic and put others before them. They understand that their employees are human and no one is perfect, they are compassionate towards less than satisfactory results of actions from their teams.
• Humility – a great leader exhibits authentic behaviour by getting their ego out of the way. They act in a way that betters the entire organization not just themselves. • Great listening skills – they are active listeners and develop trust with their peers and subordinates by understanding their point of view. • Focused- as they are task driven and result oriented
The positive benefits of authentic leadership is enhanced relational engagement it develops since the focus is on objectives and a person’s inner behaviours and values the leader is more able to maintain trust and confidence among the group and the followers. The key focus of the leader is on empowering the employees or the followers and showing them the path with empathy and honesty. This style definitely helps to build positive and rewarding relationships. The base of this relationship is the development of all involved and on honest open communications between all parties. All these attributes create an positive environment where all can thrive, everyone knows where they stand in the organization, what are the team goal and the direction of the team. Even though there is an open relationship yet it doesn’t mean everything is happy and agreeable.
The highest disadvantage of this leadership style is its infancy stage. It doesn’t have a coherent or unified theory, with different authors adding their own meaning to what an authentic leadership is. Therefore, proper analysis of the benefits and measuring of authenticity can be difficult. The needs of the subordinates and other stakeholders might not always match. Therefore, the leader might find themselves in a position where have to sacrifice inner values to the need of the others. There is also a danger that authentic leaders might hinder the decision-making process of the organization. As in this style the leader wants to get feedback and listen to all opinions before making judgements
In conclusion this leadership style can take years to develop. According to George’s 3 step pathway to authentic leadership shows, you will need to gain experience and self-develop your style and understanding of your values long before you can start considering yourself as an authentic leader.
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Transformational Leadership J.M. Burns first articulated the idea of transformational leadership in 1978 before Bernard Bass expanded on it almost a decade later Transformational leadership is an approach in which a leader inspires and motivates team members to create positive changes within an organization. This leadership style can increase group morale, lead to rapid innovation, improve conflict resolution, decrease turnover and foster a sense of ownership amongst a team. Transformational Leadership Theory. Transformational leadership is a leadership theory where a leader works with followers to identify the changes needed, create a vision through inspiration, and execute the change with a group of highly committed followers. Transformational leadership is the new leadership paradigm as it focuses on charismatic
There are five dimensions to the transformational leadership: VISION - Vision is the expression of a desired picture of the future based around organizational values and should answer this basic question: What do we want to become? In addition to knowing and understanding direction, transformational leaders must be able to clearly communicate the vision and validate that it was understood as intended. INSPIRATIONAL COMMUNICATION - Inspirational communication is the expression of positive and encouraging messages about the organization, and statements that build motivation and confidence. Transformational leaders continually seek to understand changing factors that motivate people to do their best work.
SUPPORTIVE LEADERSHIP - Supportive leaders expresses concern for their followers and take into account their individual needs. Employees are more engaged when their managers are open and approachable and not focused solely on work-related items. This recognizes that we bring our whole selves to work and that it is difficult, if not impossible, to leave our personal concerns at the door.
INTELLECTUAL STIMULATION - Intellectual stimulation enhances employees’ interest in and awareness of problems, and it helps to increase creative problem-solving skills, encouraging them to think about problems in new ways. By embracing the opportunity to involve employees in a problem’s life cycle, a transformational leader can be a key catalyst for turning a company into a learning organization. Learning organizations are skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from their own experience and past history, learning from the experiences and best practices of others, and transferring knowledge quickly and efficiently throughout the organization. Each is accompanied by a distinctive mind-set, tool kit, and pattern of behavior.
PERSONAL RECOGNITION - Giving employees personal recognition through the use of such incentives as praise and acknowledgement of effort upon the achievement of specified goals can be a minefield, but traversing it is a necessary act. The key is to understand how incentives can affect employees’ motivation and engagement, and to find out which behaviors drive them so that you encourage the right behaviors and keep employees inspired and wanting to pursue the vision. Transformational leaders use incentives that align with their employees’ self-interest to encourage a culture of learning and collaboration.
Advantages of transformational leadership: Transformational leadership lowers turnover costs - Transformational leaders tend to retain employees more often than other forms of leadership. They are able to retain more customers as well. That is because of the charisma this leadership style requires. It is a leadership style which engages the full person -Transformational leaders are able to achieve higher levels of productivity from their followers because they seek to meet the demands of personal motives. Transformational leaders create and manage change -For organizations and brands to evolve, they must be willing to change, improve, and expand over time. When new initiatives are in place, transformational leadership is the best style available to bring others on-board to the vision being introduced.
New corporate visions can be quickly formulated -Transformational leaders do an excellent job of incorporating a new vision into their current situation. They are also good at recognizing gaps or problems in the process of a vision, which allows them to make adjustments or recommendations to correct the situation immediately. Transformational leaders create enthusiasm - Enthusiasm is contagious. If followers see their leader being successful in their pursuit of a new vision or gal, then they want to experience that success as well. Transformational leaders are able to create enthusiasm within their ranks of followers because of their own enthusiasm. That leads to higher levels of productivity, higher levels of team morale, and lower levels of follower turnover
It encourages ongoing learning and development - Transformational leaders do more than work toward a final goal or vision. They also work toward achieving higher levels of efficiency for themselves and for their followers. This leadership style is one of the best at having people engage with the learning process for this position. These leaders work to stimulate the intellect of their employees, build a positive culture, and provide individualized learning supports. Transformational leaders are excellent communicators - Transformational leaders are forced into a position where they must be an excellent communicator. They must provide consistent feedback to their followers to keep them pointed toward the vision or goal being worked toward. Without this communication, it is almost impossible for this leadership style to succeed.
It quickly changes low-morale situations -transformational leaders help to boost morale and change the environment. The passion, enthusiasm, and high energy levels encourage and inspire others to find success. Transformational leaders understand relationships - The transformational leader wants to build a strong community within their base of followers at all times. That is because they understand that the core of all business transactions is a strong and healthy relationship. It is a leadership style which focuses heavily on ethics-Transactional leaders tend to focus on the completion of tasks without seeing why they are important. Transformational leaders might sometimes lose their task-oriented focus, though they always remained focused on doing the right thing in the right way.
Transformational leaders ask the important questions -The most common question you’ll hear from a transformational leader is this: “Why?” The second-most common question you’ll hear is this: “Why not?” This leadership style is more than creative. It is also strategic. They don’t do things because that’s always the way they’ve been done. They want to look for the most efficient path toward success, then bring as many followers as they can along for the ride. Transformational leaders are always looking to find a new way to accomplish things.
This leadership style takes pride in the outcomes achieved- transformational leaders are unique in that they are able to transcend their own interests for the betterment and growth of their organization. They are motivated to take ownership of the process which achieves outcomes. Through this process, they can do more than stimulate others toward success through their rolemodeling. Transformational leaders can actually alter the strengths of their followers through their emphasis on communication and motivation. Transformational leaders seek to avoid coercion -The transformational leader does not want to use their position to control others. They do not use fear or influence to coerce compliance. This leadership style prefers to use inspiration as the motivator for change instead
People are treated as individuals -Transformational leaders believe in the power of perspective. They treat each follower as an individual, with their own unique needs and capabilities. That approach keeps the team environment informal and friendly because it treats followers as an equal. Directions are followed through support, advice, and encouragement, along with rolemodeling, instead of issuing orders.
Disadvantages of transformational leadership: Transformational leaders can develop negative outcomes-Transformational leadership does provide many positive outcome opportunities. Each positive opportunity offers a negative outcome potential as well. Adolf Hitler may be the most extreme example of a negative transformational leader. He offered a vision, appealed to the values of his people, and was quite charismatic. The outcome he eventually achieved, however, led his people away from moral betterment. There must be continual communication available-Transformational leaders can only be successful if they maintain open lines of communication with their team. If the team perceives that this communication isn’t happening, then they will lose interest in the tasks being asked of them.
It requires constant and consistent feedback - Transformational leaders are also required to maintain the enthusiasm of their team to achieve a specific vision or goal. To keep enthusiasm levels high, leaders must provide a constant stream of feedback to their followers about the progress being made. This feedback must occur frequently for it to be successful. Transformational leaders who are perceived to lack this skill or to provide this to their followers are likely to fail. Transformational leaders need their followers to agree with them -A transformational leader will not pursue a task if they do not believe in the moral rightness of completing it. That is because the leader must continuously sell the vision they have to encourage their team to work toward it. In some situations, followers may even rebel against the leader if they feel that they are being led in an immoral direction.
Risks taken through transformational leadership can be disruptive-Transformational leaders use their charismatic approach to serve as a role model for their followers and their organization. They use this energy to show people how to achieve goals or accomplish tasks. There are certain risks that are generally accepted by those using this leadership style to find innovation or create change. If the leader accepts risks that are, or perceived to be, excessive or unnecessary, then the actions of the leader become detrimental to the team and their organization. It can lead to employee burnout -Transformational leaders can inspire their teams to achieve high levels of success. They do an excellent job of encouraging their followers to work together to achieve strategic goals. If there are unreasonable deadlines in place, then it can lead to burnout occurring within the followers
Transformational leaders often focus on individual needs -The transformational leader seeks diversity because more opinions and experiences lead to more innovation. To encourage diversity, transformational leaders encourage followers to pursue vocational enhancement opportunities. The needs of individuals are often the focus of the leader instead of the needs of the team, which means one team member tends to receive more attention than others in this area. That leads to a lack of trust from affected team members, which ultimately affects the levels of productivity that are achievable.
It is a leadership style that can focus on deception - Transformational leaders excel at recognizing the existing needs or demands of their potential followers. Because these leaders are naturally equipped with this skill, some seek to reinforce their leadership position by exploiting their followers to stay productive. This occurs when the transformation seeks to satisfy their higher needs without the same consideration being made for their followers. If this is discovered, it creates a disruptive event for the team and organization which reduce productivity levels.
Transformational leaders are not always detail-oriented -Transformational leaders tend to look toward the big picture at all times. They come up with fantastic ideas to achieve outlandish dreams. That process can cause some leaders to become fixated on the end prize instead of looking at the details required to achieve that goal. One of the biggest weaknesses that many transformational leaders must overcome is their lack of a transactional focus.
It is a leadership style which may ignore certain protocols-Transformational leaders gain energy from their ability to implement new ideas and inspire others. They feel an energy drain when they are forced into a position where they must make difficult decisions. Transformational leaders don’t usually like to get bogged down with administrative work either, even if completing it would help them to achieve their vision. That causes the leaders to ignore certain protocols, like saving receipts from purchases to turn them into their accounting department.
Some great examples that possess all the transformational leadership characteristics include: 1. Nelson Mandela There is no doubt that Nelson Mandela was a transformational leader. He took on the Apartheid regime in South Africa and fought for the rights of all people, regardless of race. 2. Steve Jobs (Apple)- Gates' one-time rival, Steve Jobs, also embraced the transformational leadership model in order to overhaul his organization. While the Apple computer was in itself a modest success, Jobs' transformation of the company – and the introduction of its now trademark product, the iPhone. 3. Henry Ford (Ford Motors)- Operating on the business philosophy that "to do more for the world than the world does for you" is a definition of success, Ford was able to cement his reputation as one of the all-time great transformational leaders. By inventing and commercializing the automobile – a process Ford envisioned when observing the moving assembly line of a meatpacking plant – Ford changed the world in a way which even he was unlikely to have foreseen.
Charismatic Leadership: Charismatic leaders tend to work more towards their personal benefit and image building. Transformational Leadership: Transformational leaders tend to work more for the betterment of the organization and their followers. The difference between charismatic leadership and transformational leadership is: • Charismatic leadership gravitates around the leader and the persona of the leader. Transformational centers around a common vision and focuses on improving and evolving all team members to reach another level. • Transformational leadership builds on transparency and empowerment, whereas Charismatic Leadership is built on listening to what the charismatic leader tells you. • Transformation leadership has development of the individuals as a prioritized area, in charismatic leadership, the followers are more of tools to reach the target.
Charismatic leadership vs Transformational leadership: Vision In transformational leadership, the vision is put together by the group whereas the charismatic leader is like to have a vision that then becomes the vision of the followers. Hence, transformational leadership has a much more democratic approach to setting the vision. Whereas the vision or cause is the end result in charismatic leadership, the transformational leadership style also puts a high priority on improving and developing the people in the organization. The people led by the charismatic leadership style are much more of followers than participators and developing them would be a sidetrack since the leader and the vision of the leader is the most important focus item.
Charismatic leadership vs Transformational leadership: Empowerment and transparency The charismatic leadership style builds to a certain extent on the obedience of the followers. Obedience means you do what you are told, and much less effort is therefore put on transparency and explanations. In transformational leadership, it is quite the opposite. In this style, the team members are purposely empowered in order to contribute with initiative and engagement. This is seen as a way of developing people as well as reaching higher productivity. You can pretty much forget about empowerment in the context of the charismatic leadership style. Why would you need to be empowered? There is already the one great leader who brought you the big vision, and by the way, the leader is too charismatic and popular anyway so why worry about that.
Charismatic leadership vs Transformational leadership: Developing the team members In transformational leadership, one of the key purposes is to develop the team members so they can learn and evolve. The thought is that people can transform into achieving better and more in the future. This is a key element in finally reaching the vision of the organization and making it stronger for the future. In charismatic leadership, developing people is not a focus area. The focus area is the leader and fulfilling the vision of that leader. The personal characteristics and persona of the leader are seen as far more essential than those of the followers. There is simply not much room for anything else but the persona and the vision in an organization where the charismatic leadership style is used fully.
CONCLUSION: Transformational leadership is something that all of us can do, and teams with transformational leaders have better outcomes, helping to amplify the work of those they work with and direct. It can be described along five dimensions (vision, inspirational communication, intellectual stimulation, supportive leadership, and personal recognition) and can be measured.
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Overall reflection of UHPS6013 Firstly I would like to thank my lecturer Dr Jamilah Jackson for giving us the guidance about our course Dynamics of Leadership throughout the semester. Dr Jamilah had planned the lessons well and had presentations on each topic and also shared the same as notes and video on eLearning. I like to thank all my course mates for supporting in presentations and other activities. Even though it was online course yet I made few connections with some of them.
The topic of leadership has always fascinated me. I always as a kid joined watching talks and participating in forums. I even learned public speaking skills as a young adult. Then for many years due to personal reasons I became an introvert. Signing up for this degree and especially this subject has helped me reconnect with my leadership skills. It has helped me to boost my self confidence. I was in the first group for the presentations due to some technical issues I had not still arrived in Malaysia and was attending the class from India, I was facing serious internet issues and other 3 group members were so supportive and encouraged me to prepare for my part of the presentation. I feel I am capable of doing better than I did that day. I felt a spark that I should not give up and continue to thrive.
Cont.. During this course of Dynamics of Leadership, I have learned about the different theories of Leadership, the different models and approaches to Leadership and different styles of Leadership. In my opinion, there is no one style or model or theory that’s the best for any situation. According to me a leader should depending on the situation choose the most applicable style or theory or model. The important factor being that whatever the style it should be for the overall benefit of the organization, keeping the key factors in mind like communication, behaviour and relationship with the followers. All the topics were well designed and explained all parts of the leadership in a logical order starting with the definition, core components, advantages and disadvantages and limitations of the theory. Its application in real life and conclusions.
Among all the leadership styles, I personally like the Transformational leadership. This style focuses on what the leader accomplishes and it is not about their personal characteristics. The transformational leaders creates and articulates vision. They also set examples by being role model for their followers. Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions, and motivations to work towards common goals. Most important aspect of this style that they empower their followers and encourage them to think out of the box. I now of learned new skills which I plan to apply in my daily life to be a better person and better leader.