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Mike Butler Presentation 2015

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Mike Butler

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Transcript of Mike Butler Presentation 2015

AIM
Based on a critical analysis of relevant leadership theories and models, evaluate Barack Obama's effectiveness as a leader and, as a result of this analysis, identify leadership lessons that have utility for the future.
LEADERSHIP LESSONS FOR THE FUTURE
1.
Transformational leadership can be hugely powerful
. Communicating a clear vision of success is worth doing.

2.
Cross-cultural leadership requires a deep understanding
of the cultures in which you wish to exercise (or reinforce) leadership and an ability to switch between styles.
We need to learn more about it.

3. A personal leadership style is not always the defining factor in achieving your goals -
context is key
:
a. The impact of unforseen events
b. Personalities of those being led (and other leaders)
c. Relationships between all parties
d. The degree of effective support from the team
e. What has gone before

4. Commanders and managers may not be expected to lead. However,
in order to be successful, leaders must also be decisive commanders and effective managers
.
SCOPE

- Aim / Question Analysis / Definitions

- Introduction to Obama

- Analysis and evaluation of leadership models, assessing Obama against both

- CLM lessons for sub-unit comd and beyond

Leadership:

'Leadership is
visionary
; it is the

projection of personality
and character to
inspire people
to
achieve the desired outcome
. There is
no prescription for leadership
and
no prescribed style
of leader. Leadership is a combination of
example
,
persuasion
and
compulsion

dependent on the situation
. It should aim to
transform
and be underpinned by
individual skills
and an
enabling philosophy
. The successful leader is an individual who
understands him/herself, the organization, the environment
in which they operate and
the people

that they are privileged to lead
'. (Leadership in Defence (2004))
QUESTION ANALYSIS
Based on a

critical analysis

of

relevant leadership theories

and models, evaluate Barack

Obama's
effectiveness as a leader

and, as a result

of this analysis,
identify leadership lessons
that

have utility

for the future.


(Leadership in Defence (2004))
Leadership
Visionary
Projection of personality
Achieves the desired outcome
Inspires people
No prescription
for leadership
No prescribed style
Combination of example, persuasion and compulsion dependent on the situation.
Transforms people
Underpinned by individual skills and an enabling philosophy
Leader understands him/herself, the organization, the environment and the people that they are privileged to lead
Why Obama?

(Leadership in Defence (2004))
Leadership
Visionary
Projection of personality
Inspires people
No prescription for leadership
No prescribed style
Combination of example, persuasion and compulsion dependent on the situation.
Transforms people
Underpinned by individual skills and an enabling philosophy
Leader understands him/herself, the organization, the environment and the people that they are privileged to lead
Born 4 Aug 1961 in Honolulu, Hawaii to Ann Dunham and Barack Obama Snr (parents divorced when he was 2)
Educated in Hawaii, Los Angeles and Harvard Law School.
Civil rights lawyer and teacher before entering politics.
Elected President 2008.
Re-elected 2012.
Command:

'Command is a
position of authority and responsibility
to which men and women are
legally appointed
. Leadership and management are the key components

to the successful exercise of command. Successful management is readily measured against objective criteria but commanders are not leaders until their position has been ratified in the hearts and minds of those they command'.
(Leadership in Defence (2004))
Management:

'The
allocation and control of resources
(human, material and financial) to achieve objectives, often within the constraints of time. Management requires the capability to deploy a range of techniques and skills to enhance and facilitate the
planning, organisation and execution of the business
'. (Leadership in Defence (2004))
2008
2012
Transformational leadership theory
Questions?
References:

Bass, B. M., & Avolio, B. J. (1993). Transformational leadership: A response to critiques. In
Leadership Theory and Research: Perspectives and Directions
. San Diego: Academic Press, 1993
.

Bass, Bernard M.
Leadership and Performance Beyond Expectations
. New York: Free Press, 1985

Bryman, Alan.
Charisma and Leadership in Organizations
. London: Sage Publications, 1992

Conger, J. Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. The Leadership Quarterly, 10(2) 145-179
, 1999.

Defence Leadership Centre,
Leadership in Defence
, UK: DLC, 2004.

Lowe, K. B., & Gardner, W. L. Ten years of The Leadership Quarterly: Contributions and challenges for the future.
The Leadership Quarterly, 11(4),
648-657, 200
1.

Northouse, Peter Guy.
Leadership: Theory and Practice
. Thousand Oaks, Calif: Sage, 2004.

Yukl, G. An evaluation of conceptual weaknesses in Transformational and Charismatic Leadership Theories.
The Leadership Quarterly, 10: 285-305
, 1999.


Obama and transformational leadership
Adapted from House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., and Gupta, V
Culture, Leadership and Organizations: The GLOBE Study of 62 societies.
Culture
The learned beliefs, values, rules, norms, symbols and traditions that are common to a group of people
?
Obama and cross-cultural leadership
Maj Mike Butler AGC(ETS)
Leadership theories:

1. Transformational leadership

2. Cross-cultural leadership
WHAT IS IT?

A process that changes and transforms people
. It is concerned with
emotions, values, ethics, standards and long-term goals.
It

includes assessing followers’
motives
, satisfying their
needs
and treating them as full human beings' (Northouse, 2004).

CRITICAL ANALYSIS - HOW DOES IT WORK?

Identifiable trends within the theory:

- Transformational Leaders (TLs) set out to
empower followers
and
nurture them through their change.

- To encourage change, TLs become
strong role models

- Common for TLs to
create a vision.

- Throughout, TLs are
effective at working with people
(Adapted from Northouse, 2004.)

EVALUATION - IS IT A VALUABLE THEORY?

YES

- It is
popular
amidst an increasingly educated and better-informed population.

-
Highly developmental
for the 'led' (not seen in many theories)

- Fundamentally
morally uplifting




EVALUATION - IS IT A VALUABLE THEORY?

NO

- It
lacks definition
.

- There are issues surrounding
measurement
of its effect.

- It suffers from ‘
heroic leadership’ bias
.

- It has the
potential to be abused
.

What is it?
Critical analysis (how does it work?)
+
-
Cross-cultural leadership theory
What is it?
Critical analysis (how does it work?)
+
-
Context is key
=
=
=
Vision/narrative/directive for Sub-Unit Comd
Personal research into culture and leadership/influence (MSc?) IOT lead (and enable others to lead) more effectively across cultures.
Understanding context in every organisation before choosing how to lead.
EVALUATION AGAINST THE THEORY

- Transformational Leaders (TLs) set out to
empower followers
and nurture them in their change.

-

It is common for TLs to
create a vision.

- To create change, TLs become
strong role models
for their followers.

- Throughout the process, TLs are
effective at working with people.

The theories
=
Must ensure that I am an effective manager (report-writing, working practices, discipline) and a decisive commander when required IOT lead.
EVALUATION - IS IT A VALUABLE THEORY?

YES
-
It is a major study
and
the only one to analyse how leadership is viewed by cultures in all parts of the world.


- It is
academically robust

- It can
help us understand how best to lead soldiers
that have been brought up in other cultures.
EVALUATION - IS IT A VALUABLE THEORY?

NO

-
Context
will always remain key.

-
Some of the terms are unhelpful
('Power distance' and 'self-protective leadership').

- We are bound by the Army's core values (
not always able to lead in different ways
that might compromise these).

- Based on implicit leadership theory, which
arguably focuses too much on what leaders
are
, rather than what they
do
. People can still be effective leaders even if they do not conform to our preferences.
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