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Understand Leadership Principles that support organisation values

Aims

Evaluate the role of the leader in contributing to the creation of the organisation’s vision, and in its communication to others.

Evaluate how personal energy, self-belief and commitment impact on leadership styles.

Identify how empowerment and trust through ethical leadership impact on organisational practice

A Leaders Vision

Leaders have vision. They share a dream and direction that other people want to share and follow.

The vision of leadership permeates the workplace and is manifested in the actions, beliefs, values and goals of the organisation’s leaders.

The leadership vision goes beyond the written organizational mission statement and the vision statement.

Business Quotes

“You don’t learn to walk by following rules. You learn by doing, and by falling over.”

The vision must:

Clearly set organisational direction and purpose

Inspire loyalty and caring through the involvement of all employees;

Display and reflect the unique strengths, culture, values, beliefs and direction of the organisation;

The vision must…Inspire enthusiasm, belief, commitment and excitement in company members;

Be regularly communicated and shared;

Challenge people to outdo themselves, to stretch and reach.

Help employees believe that they are part of something bigger than themselves and their daily work

Goleman’s Leadership Styles

Visionary (charismatic leadership)

Characteristics

  • Inspires
  • Believes own vision
  • Explains how and why people’s efforts to the vision.

When appropriate

When new vision or clear direction is needed (Times of radical change)

Coaching style

Characteristics

  • Listens
  • Helps people to identify own strengths & weakness
  • Counsellor
  • Encourages delegation

When appropriate

To help competent motivated staff improve performance by building staff capability

Affiliative

Characteristics

  • Promotes harmony
  • Friendly
  • Emphatic
  • Boosts morale
  • Solves conflict

When appropriate

Where there is conflict or stress in team

Democratic

Characteristics

  • Superb listener
  • Team worker
  • Collaborator
  • Influencer

When appropriate

To build support or consensus or get input from staff

Pace-setting

Characteristics

  • Urge to achieve
  • High standards
  • Initiative but low on collaboration/empathy
  • Impatience
  • Micro-manages
  • Number driven

When appropriate

To get high results from motivated and competent team

Commanding (Autocratic)

Characteristic

  • Tight-control
  • Threatening
  • Studiously monitoring
  • Drives away talent

When appropriate

Effective in crisis management or urgent company turnaround

Tannenbaum & SchmidtForces of Leadership

Identified 3 factors/forces when deciding what type of leadership are practicable and desirable.

Forces in the manager

Manager will be influenced by personality, background, knowledge and experience. Forces include:

  • Value-systems
  • Confidence in subordinates
  • Leadership inclinations
  • Feeling of security in an uncertain situation

Forces in the subordinate

Affected by personality, expectations and relationship with manager:

  • Need for independence
  • Readiness to assume responsibility
  • Tolerance of ambiguity
  • Interest in issues and feelings to its importance
  • Understanding and identification with goals
  • Knowledge and experience of dealing with problem
  • Extent of learning to share in decision making

Forces in the situation

Managers behaviour will be influenced by the situation and environment:

  • Type of organisation
  • Group effectiveness
  • Nature of the problem
  • Pressure of time

Complete the reflective task.

Ethical Leadership

What does it Mean to you?

In groups of three discuss

Ethical is actually very difficult to define

Virtues such as justice, charity and generosity benefit the person and the person's society. (Largely based on Aristotle's ideas.)

Ethics are central to morality - a human duty - based on rational people's respect for other rational people. (Notably supported by Kant an C18th German philosopher).

The guiding principle is based on conduct which produces the greatest happiness or benefit to the greatest number of people. (Referred to as utilitarianism - this might be also be considered 'the greater good' concept.) www.businessballs.com

Ethical business and ethical investment

Ethical investment has been a growing aspect of business investment since the 1970s.

Ethical business and investments regard socially responsible activities and aims with far greater priority and emphasis than the traditional profit and free market business approach.

Can you think of any non-ethical investments?

  • tobacco
  • armaments
  • nuclear power
  • animal experimentation
  • oppressive or corrupt national regimes

Examples of unethical behaviours, activities, policies, etc?

  • dishonesty, withholding information, distortion of facts
  • misleading or confusing communications or positioning or advertising
  • exploitation of weakness and vulnerability
  • excessive profit
  • anything liable to harm or endanger people
  • coercion or inducement
  • harming the environment or planet
  • unnecessary waste or consumption
  • invasion of privacy or anything causing privacy to be compromised
  • conflict of interests (having a foot in two or more competing camps)
  • neglect of duty of care
  • causing suffering of animals
  • 'bystanding' - failing to intervene or report wrong-doing within area of responsibility (this does not give licence to interfere anywhere and everywhere, which is itself unethical for various reasons)

Some principles for ethical decision-making

Get the facts from all possible perspectives.

Understand the long-term consequences.

Step back from every decision before you make it and look at it objectively.

Strive for fairness rather than polarised 'winner takes all' outcomes.

Understand the Psychological Contract and how it applies to your situation.

Learn from history and previous situations.

  • Check the law.

  • Consult widely

  • Consider cause and effect in the deepest possible sense.

  • Resist the delusion and arrogance that power and authority tends to foster.

  • Beware of justifying decisions according to religious faith.

  • Aim for solutions and harmony, objectivity and detachment

Two Aspects of Ethical Leadership (Yokl 2010)

GOAL!

Evaluate the role of the leader in contributing to the creation of the organisation’s vision, and in its communication to others.

Evaluate how personal energy, self-belief and commitment impact on leadership styles.

Identify how empowerment and trust through ethical leadership impact on organisational practice

CMI Level 5 Diploma in Management

Leadership Practice

Thank you!

In this context 'social' and 'socially responsible' include related factors such as:

  • the environment
  • sustainability
  • globalization effects - e.g., exploitation, child-labour, social and environmental damage anywhere in the world
  • corruption, armed conflict and political issues
  • staff and customers relations - for instance education and training, health and safety, duty of care, etc.
  • local community
  • and other social impacts on people's health and well-being

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