Leadership Principles and Practices

Leadership principles and practices
(MGS 3991)
Chapter 1: What does it mean to be a leader?
Understand the full meaning of leadership and see the leadership potential in yourself
and others
What is leadership?:
 An influence relationship among leaders and followers who intend real changes and
outcomes that reflect their shared purposes
Recognise and facilitate the 6 fundamental transformations in today’s organisations and
leaders
What leadership involves:
 Influence
o Influence means:
 Multidirectional
 Noncoercive (not using force or threats)
 Relationships among people is not passive
o Reciprocal
o People want substantive changes
o Occurs among people who intentionally desire change
o People who desires changes that reflect shared purposes
o Qualities required for effective leadership are also needed to be an effective
follower
 Intention
 Followers
o Leaders must have followers
o Effective followers
 Think for themselves
 Carry out assignments with energy and enthusiasm
 Committed to something outside their own self-interest
 Have the courage to stand up for what they believe in
o Leadership is shared among leaders and followers
 Everyone should be fully engaged
 Everyone should accept higher levels of responsibility
 Shared purpose
 Change
 Personal responsibility and integrity
Identify the primary reasons for leadership derailment and the new paradigm skills
that can help you avoid it
 Paradigm: A shared mindset that represents a fundamental way of thinking about,
perceiving, and understanding the world
New reality for leaders:
Stabiliser to change management:

 Today’s world is in a constant motion, nothing seems certain anymore.
 Most leaders, whether in the military, business, politics, education, social services, the
arts, or the world of sports, recognize that maintaining stability in a world of such
rapid and far-reaching change is a losing battle
 Crises are frequent and require leadership e.g. 2008 financial crises, natural disasters
(Indonesia Tsunami and earthquake, Hawaii’s Kilauea volcanic eruption, Haiti
earthquake, Hurricane Katrina, etc.), terrorist attacks, demise of Lehman Brothers,
etc..
Controller to facilitator:
• Leaders once believed that strict control was needed for the organization in-order for
it to function effectively, that promoted rigid organizational hierarchies.
• Effective leaders in today’s organizations share power rather than hoard it.
• A leader should be a facilitator who helps people do and be their best by removing
obstacles to performance.
Competitor to collaborator:
• Collaboration presents greater leadership challenges than did the old concept of
competition.
• Most of today’s organizations stress teamwork and cooperation
• Leaders have to develop a mindset of collaboration and create an environment of
teamwork.
Diversity avoider to promoter:
• The uniform thinking that arises, however, can be a disaster in a world becoming
more multinational and diverse
• Diversity helps attract the best human talent and develop an organisational mindset
broad enough to thrive in a multinational world.
Hero to humble:
• In a complex and rapid changing world, it is impossible for an individual leader to
meet all the challenges that a team and organisation face.
• To avoid risky decisions, a leader has to seek advice.
• https://www.youtube.com/watch?v=NlYERU6uLt0
derailment:
 A phenomenon in which a manager with an impressive track record reaches a certain
level but goes off track and can’t advance because of a mismatch between job needs
and personal skills and qualities
Five Fatal Flaws that cause derailment:
Recognise the traditional functions of management and the fundamental difference

between leadership and management
Management and vision:
 Management
o Attainment of organizational goals in an effective and efficient manner
through:
o Planning and organizing
o Staffing and directing
o Controlling organizational resources
 Vision
o Picture of an ambitious, desirable future for the organization or team
Comparing management and leadership:
Appreciate the crucial importance of providing direction, alignment, relationships,

personal qualities, and outcomes
Explain how leadership has evolved and how historical approaches apply to the practice
of leadership today
Historical theories of leadership:
 Great man theories:
o Leadership was conceptualized as a single “Great Man” who put everything
together and influenced others to follow along based on the strength of
inherited traits, qualities, and abilities
 Trait theories:
o Picture of ambition, desirable future for the organisation or team
 Behaviour theories:
o Leaders’ behavior toward followers correlated with leadership effectiveness or
ineffectiveness
 Contingency theories:
o Leaders can analyze their situation and tailor their behavior to improve
leadership effectiveness
 Also known as situational theories
 Leadership cannot be understood in a vacuum separate from various
elements of the group or organizational situation
 Influence theories:
o Examine the influence processes between leaders and followers
 Charismatic leadership—Influence based on the qualities and
charismatic personality of the leader
 Relational theories:
o Focus on how leaders and followers interact and influence one another
 Transformational leadership and servant leadership are two important
relational theories
Central question of all leadership theories:
 Since the beginning of “formal organisations”, the predominant question has been:
What is the most effective approach to leadership?
Leadership evolution:
Agile leadership:
 Giving up control in the traditional sense and encouraging the growth and
development of others to ensure organisational flexibility and responsiveness
Learning to be a leader:

Leadership Principles and Practices

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Leadership principles and practices

Stabiliser to change management:

Five Fatal Flaws that cause derailment:

Recognise the traditional functions of management and the fundamental difference

Appreciate the crucial importance of providing direction, alignment, relationships,

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