Leadstar College

PRINCIPLES OF LEADERSSHIP
Prepared
by

Shiferaw Sadi (Rev.Dr)

Oct. 11, 2015
 Table of Contents

1. Introduction
2. Leaders vs. Managers
3. Leadership Styles
4. Leadership Models
5. Leadership Philosophy , and others (see the table of contents)

Note: Apart from what are stated above , the book has two
prefaces which give more explanations and analysis to the
concept of leadership and practices. (See the table of contents).
In addition, the book has different readings written by different
authors in order to give you broader perspectives on the given
topic. Please read the whole book as much as you can!
 1. Introduction

Leadership is defined simply as the action of leading a group of

people or organization having the ability to do.
Peter Drucker is quoted and says “the leader who works most
effectively, it seems to me never say “I” and that’s not
because they have trained themselves not to say “I”. They
don’t think “I”. They think “we”; they think “team.” They
accept responsibility and don’t sidestep it, “we” get the
credit…....This is what creates trust and enables leaders to get
the task done”
Experienced leaders are who can inspire, enthuse(to feel or
cause to feel), motivate and get the very best out of their
team.
 2. Leaders vs. Managers

• Management is the skill getting people to do something that

you want to do because you want them to do it.
• Leadership is the art of getting people to do something you
want them to do because they want to do it.
Leadership and management are often interchangeable. They
are not the same thing or always congruent (agreeing,
corresponding) in nature.
A manger may lack inspirational and motivational features of a
leader, while a leader may lack the planning, coordinating and
budgeting that concerns of a manager. (For further
information please read p.5.)
 3. Leadership styles

• Leadership style relates to specific behavior and will be

influenced by the aims of the leaders and personality as well
as their relationship and interaction with the team.
The most commonly seen and used leadership styles are:
1. Transformational
2. Transactional
 3.1 Transformational leadership

1. The concept of transformational leadership was introduce by

James Burns in 1978 in his description of political leaders. He
described it as a process in which “ leaders and followers help
each other to advance to higher level of morale and
motivation”.
2. A transformational approach is capable of creating a
significant change in both individuals and the wider
organization by realigning , expectations, aspirations,
perceptions and values. It is heavily reliant on leaders
personality, character, vision, challenge and example setting .
3. Transformational leaders are focused on the ‘greater good’
rather than in their individuals ‘power base’.
There are four main elements of Transformational leadership

Intellectual
Inspirational stimulation
motivation

Transformational
leadership

Idealization Individualized
influence consideration
Cont.
• Individualized Consideration: Here leaders show support and
empathy and challenge their team. They can recognize the
contribution of individuals to overall goals.
• Intellectual Stimulation: Here the team is involved in decisions and
they are encouraged to be creative and innovative in identifying
solutions. Leaders do nurture and develop their team through
questioning, seeking to learn at every opportunity and independent
thinking.
• Inspirational Motivation: Team can gain confidence and a sense of
belonging and motivation. Leadership communication is important
in making clear the vision and mission of the project to all. Leaders
believe in everyone’s abilities of the team.
• Idealized influence: Transformational leaders are charismatic and
are role models. They have a strong sense of conviction, value and
principle.
 Transactional Leadership
• It is more traditional and managerial in nature
• Staff “obey” the leaders and in return are paid(transaction)
• Staff Reward/Punishment determined by the leader
• The focus is on short term tasks and goals
• The opportunity for creativity, self development and expression are
severely limited
• There are Four main elements of transactional Leadership
1. Contingent Reward: rewards/incentives are used in order to get
things accomplished
2. Active management by exception: work is closely monitored and
corrective measures are employed to ensure accepted standards are
met
3. Passive management by exception: Performance that has deviated
from standards is met with correction or punishment
4. Laissez faire: Leaders hands-off indifferent approach to the team
Cont.
• Other Leadership Styles include
• Autocratic: decisions are made quickly and work is
done efficiently. (Military, Manufacturing, Construction).
• Bureaucratic: Leaders follow rules and procedures
without deviation, act as an enforcer than leader. This
style of leadership does not work in organizations that
require staff to be creative, innovative or flexible.
There are also other styles. These are:
• Charismatic:
• Democratic
• Laissez Faire
• Task Oriented
 Cont.
• Charismatic leaders are linked to the transformational leadership we
examined earlier.
Their characteristics are: They inspired and enthuse the staff. They instill
motivation, excitement and commitment. Persuasion is central. Their well
developed social skills help to gain them followers.
• Democratic leaders are open in nature and want to get the opinion of
everyone.
Their characteristics are: team involvement result in high productivity. These
teams have highly developed skills. Leaders are suited to teams that need
to work together and where the need for quality-outweighs the need for
high levels of productivity. They make their staff feel empowered.
• Laissez faire: this ‘leave it be’ style of leaders can either be seen as
allowing people to work independently, or that they may be unable to
control their staff.
Cont.
Their characteristics are: The team is given complete control over their work
and deadlines. The leader doesn’t get involved with people other than to
provide resources and advise if required; a need to give regular feedback
is essential.
This style of leadership works with highly motivated, skilled ‘starter-finisher’
staff, where autonomy increases motivation, productivity and job
satisfaction. It does not work well with staff who are poor at self
motivation or who do not have the skills, knowledge or motivation to work
independently.
• Task orientated
Their characteristics are: A narrow focus on ‘getting the job done’. They
define the roles and work involved and put structures and processes in
place. They ensure deadlines are met.
These kind of leaders work well with staff who cannot manage their time, but
due to their focus on the job in hands of their team well being is not
central. This can lead to motivation and staff turnover.
 4.Leadership Model

Leadership model helps us to understand why leaders act the way they do
and give you a framework or process in which you can apply your learning.
They also highlight how you can adapt to the changing situations,
organizations or staff. There are five leadership models. These are:
1. Behavioral Model
2 . Functional Model
3. Integrated Model
4. Situational Model
5. Trait based Model
 4.1. Behavioral Model

This model looks at leaders who have most effective

behaviors. It was developed in 1964 by Blake and
Mouton and in it they identified five kinds
leadership behaviors:
• Team leader (sound)
• Country club (accommodating)
• Impoverished (Indifferent)
• Middle –of-the-road (Status quo)
• Produce or perish (dictatorial)
4.1.1. Team leader (sound) - high productivity/high
concern for people

Blake and Mouton described this as being the

pinnacle of leadership. This means people
who choose this style encourage commitment
and teamwork. This style requires that staff
feel they are constructive parts of the
organization.
4.1.2 . Country club (accommodating)-high concern for
people/low concern for productivity

The basic principle behind this approach is

that as long as people are happy and secure
they will work hard. This produces a very
relaxed working culture with plenty of fun.
The downside is a loss of productivity due to
low direction.
4.1.4. Middle - of - the – road (status quo)- Mid scale
balance of people and productivity

These kind of mangers and leaders attempt to

balance the need of the staff with that of the
organization. They aim at medium or average
performance.
 4.1.3. Impoverished (indifferent) - low concern for
people and productivity

Adopting this style is to try to avoid being

blamed for any mistakes. Innovation and
creativity are stifled and they evade and
elude. The result is an environment which
does not motivate or satisfy and disharmony,
disorganization and dissatisfaction.
4.1.5. Produce or Perish (dictatorial)- low concern for
people/high concern for productivity

Staff needs are viewed as unimportant – they

are paid a salary and in turn they are expected
to perform. Rules, punishment and sanctions
are used in order to ensure that the goals are
met, and this style can be common in
situations where there is a sense that the
organization may fail.
 4.2. Functional

This style focuses on what the leader has to

do to be effective. This type of style does not
address behavior. Under this, the most
common models are:
• Kouzes & Posners Five Leadership Practices
• John Adair’s Action Centered Leadership
 4.2.1 Kouzes & Posner’s Five Leadership Practices

This model is suggested that leadership is collection of

behaviors and practices. It is these practices that allow the
job to get done, or in their words “to get extraordinary
things done”. How?
1. Model the way : clarify values and set an example
2. Inspire a share vision: enlist others and envision the future
3. Challenge the process: experiment & take risks, and search
for opportunities
4. Enable others to act: foster collaboration and strengthen
others
5. Encourage the heart: recognize contributions, celebrate
victories, values and accomplishments
 4.2.2 John Adair's Action Centered Leadership

This leadership model symbolizes the three main

simultaneous, integrated and overlapping
responsibilities of leaders. These are:
1. Achieve task: Leaders focus on the job to be done.
2.Building the team: This helps the team to be
supportive of each other, understand their
contributions and expectations, and take shared
responsibility for reaching the goal.
3.Deveolp individuals: This takes place when the
need of individual is recognized – respected,
praised, safety …
 4.3 Integrated

This leadership model approach was defined by

James Scouller in his ‘Three levels of
leadership’: Public
Outer level

Private

Personal Inner level

Cont.
The outer levels consist of public and private leadership, where
public and private leadership are the behaviors involved in
influencing two or more people and private leadership
behaviors involved one- to- one basis. These behaviors are
identified as the ‘Four Dimensions of Leadership’:
1. Collective unity/team spirit
2. Action, progress and results
3. Individual motivation and selection
4. A shared purpose and vision
The inner level is concerned with a leader presence, skill and
know how. Scouller identified the three elements as being:
1. Psychological mastery
2. Developing your own skills and knowhow
3. Developing the right attitude towards others
 4.4. Situational

This leadership model is also called contingency and it is

based on the principle that behavior is determined and
influenced by the situation you find yourself in. The main
models in this group are:
• Bolman & Deals 4 Frame Model
• Hersey and Blanchard’s situational leadership model
• Kurt Lewins 3 Styles Model
• Path – Goal Theory
• Tannehbaum & Schmidts leadership Behavior continuum
Model
• The Fiedler Contingency Model
• Vroom- Yetton Leadership Model
 4.4.1. Bolman & Deals 4 Frame Model

Bolman & Deals (1991) said that leaders should approach the organization from
the view of four frames
1. Structural framework: Task oriented how to change formal policy,
clarify roles and responsibility systems and procedure setting measurable goals.
2. Political framework: Conflict resolution, coalition building power
bases, fighting for resources, mismatch of needs and wants.
3. Resource (Human) framework: Peoples needs, personal growth, job
satisfaction skills to participate.
4. Symbolic framework: Sense of purpose and meaning in someone’s
work inspiring people, vision, performance is recognized creating symbols.

These frames can be used individually or in combination, and the idea is that
leaders should change their ‘frame’ or ‘view’ in order to prevent becoming
‘stuck’.
 4.4.2 Hersey and Blanchard’s Situational Leadership
Model
This model is based around the idea that there is not one
optimum style of leadership, but they are defined
leadership (S1-S4), maturity level (M1 – M4) and
development levels (D1-D4).
They defined leadership style in terms of:
• Telling (S1): Leader is telling how, what, when and how
things are being done.
• Selling (S2): Leader provides emotional support and people
are influenced into ‘buying in’.
• Participation (S3): Shared decision making.
• Delegating (S4): Leader is involved and monitors progress …
(For further explanations please see the chart on p.19).
 4.4.3.Kurt Lewin’s 3 Styles Model

Kurt Lewin identified three styles of leading back in

1939:
• Authoritarian (autocratic): It is a model where the
leader is controlling everything.
• Participative (democratic): It is most effective
leadership style as it allows people to participate
in what is going on.
• Delegate (laissez- faire): It is where staff are made
free to do their work. There is no follow-up and
guidance to be given to the staff by the leader.
• (For further explanations read pp. 2o &21.
 4. 4. 4. Path - Goal Theory

This model was developed by Robert House in 1971, with a

revision in 1996. House suggested that the main role of a
leader was to motivate his team by:
• Clarifying/ increasing the teams personal benefit in striving
for and reaching their goals.
• Clearing and clarifying the path that would achieve their
goals.
Under this, Four leadership styles are identified:
1. Directive: The leader gives clear guidance and direction
2. Supportive: Friendly and helpful working environment
3. Participative: Team consultation/opinion is considered
4. Achievement Orientated: Emphasis on outstanding
achievement
• For further explanations, please read the table on p.21.
 4.4.5 Tannehbaum & Schmidts Leadership Behavior
continuum Model

Robert Tannehbaum and Warren Schmidt

Published a paper entitled ‘How to choose a
Leadership pattern’ in 1958. As leaders move
from left to right they give up their autonomy
in the decision making processes and involve
the team until it becomes self managing. This
model concentrates on the decision- making
elements of leadership.
 4.4.6. The Fiedler Contingency Model

This type of model first seen in 1967 and it

was based on the premise that the
effectiveness of a leader is based on two
forces:
• Leadership style
• Situational favorableness
For further information please read pp.22 -23.
 4.4.7 Vroom- Yetton Leadership Model

Developed by Victor Vroom and Phillip Yetton in 1973. This model states that
the style of leadership is one which is contingent to the situation. They
identified Five leadership styles for group decision making:
1. Autocratic type 1 (A1): Here the leader makes the decision based on the
information he has.
2. Autocratic type 2 (A11): The team/staff can give information, but the final
decision goes to the leader.

3. Consultative type 1 (C1): Team members are asked by the leader for their
idea and input. However, the leader makes the final decision.

4. Consultative type 2 (CH1): Ideas and suggestions are shared, still the leader
makes the final decision.

5. Group based type 2 (Gi1): Here the leader does not force that his decision
may get acceptance. The decision of the group gets acceptance.

For further explanations please read page 24.

 4.5. Trait based

Traits are described as distinguishable quality or characteristic.

Traits are part of leaders profile and there is yet to be definitive list.
There are however distinctive qualities that arise in effective leaders
which some would call leadership presence. Leaders with good traits
are sometimes said ‘to be born and not made’.

There are three main traits based on leadership theories:

1. Carlyle and Galton: “great man theory”. Carlyle believed that history
was shaped by extraordinary leadership, which was later developed
by Galton who said that leadership traits were unique to
extraordinary individuals and could not be developed.
2. Kouzes and Posner- trait theory: 10 leadership qualities are listed
which staff sought, but not experienced.
3. Ralph Stogdill- trait theory: no agreement on the traits that staff
wanted their leader(s) to posses.
 5. Leadership Philosophy

Leadership style relates to a specific behavior and

will be impacted on by the leaders’ aims and
personality as well as their relationship and
interaction with the team.
The five main leadership philosophies are:
1. Authentic Leadership
2. Ethical Leadership
3. French and Rave-Sources of Power
4. Servant Leadership
5. Value – based Leadership
 5.1. Authentic Leadership

The idea of being authentic dates back to ancient

Greeks and the notions of being true to my self.
Craig and George in their book ‘Defining Your True
North’ describes the four qualities of the
authentic leadership as:
1. Being true to yourself in the way you work
2. Being motivated not by your ego but a bigger
purpose
3. Making decisions not because you want to be
liked or it will help you ‘get on’ but because they
fit your value system and feel right
4. Concentrating on long term sustainability
 5.2. Ethical Leadership

The main elements in ethical leadership involve:

• Corporate social responsibility (CSR): CSR is a type of self regulation in
which an organization monitors and complies with ethical standards.
International ‘norms ‘and the spirit of law. There are two main aspects
to CSR, namely:
 The quality of management and leadership in terms of process and
people
 The quality and nature that they have on the wider society
• Faire Trade
• Work life balance and the psychological contract: it covers beliefs,
perceptions and informal elements of your role and is usually not
enforceable .
• 4P approach - Purpose, Planet, People, Principles: this approach aims as
far as the model goes to balance the organization purpose with personal
needs of people whilst due consideration to the world we live in.

(For further information please read pp. 26 -28 top).

 5.3. French and Raven-Source of Power

According to John French and Bertram Raven (1959)

power can be divided into five bases:
1. Coercive power: Involves ‘abuse’ of power, use threats.
2. Reward power: Gives things the group likes.
3. Legitimate power: It is obeyed based on the title.
4. Referent power: Giving acceptance and approval.
5. Expert power: Giving information, knowledge,
experience – to build trust.
For further information please read p.29 the ones in
drawing.
 5. 4. Servant Leadership

Servant leadership was described by Robert

Greenleaf. These leaders give attention and priority
to their colleagues and the organization. They ensure
engage in personal development and they solve their
problem.
It has ten characteristics. These are: Listening, empathy,
healing, awareness, persuasion, conceptualization,
foresight, stewardship, commitment to growth, and
community building (see p.29).
 5.5. Value-Based Leadership

This leadership style is based on the notion that people

are motivated by their values and live by them.
Therefore leaders underpin their decision and vision
with their values motivators. It consists of four core
processes:
• Challenging, developing and understanding
• Values and beliefs
• Capabilities and behaviors
• Embedding success
Value based leadership is more likely to be successful if
value comes all the way as opposed to being started
half way down.
 What is Leadership?

Leadership comes from the verb ‘to lead’, the dictionary

definition includes ‘guide or show the way and guide
by persuasion or example’.
Leadership is about people. It is about getting the best
from them. It involves winning people’s hearts and
minds, by persuading them to share and embrace the
vision and then motivating them to give their best.
Leadership is about vision. Leaders need a clear vision of
the future goal, but they will not be able to achieve
that vision unless they take the people they lead along
with them.
Cont..
And leaders should be careful, never to forget how much
they depend on people. Leaders should not see
themselves as better than the people they are leading,
and should not put themselves or allow to create a
barrier between themselves and those people they are
depending on.
So, leadership is about humans’ interaction and it is not
just about theoretical models and teams or an
organization’s success which to a greater extent
depends on the leader’s setting the tone and
establishing a positive culture by his/her own behavior.
Effective leadership is about creating the right
environment, recruiting the right people, and leading
them being an example to achieve the set goal.
 Who is a Leader?

A leader is someone who has authority and power. He

/she should also be a person who trusts and respects
others to achieve the set objectives of the organization.

Why is Example so important for a leader?

Example is like laughter. It is capable of affecting the
emotions and attitudes of anyone who are exposed to
it.
A Leader is a role model. Of course, the people can be
independent and they should not be blind followers
doing whatever the leader tells them to do.
Cont..

The leader’s behavior is a reference point.

A good or bad behavior will affect the
behavior of others, and so he/she should
focus on setting a good example to
encourage positive behavior from the
people. A good behavior can influence
people easily from which the
organization can benefit. It can include
his/her actions and words.
 What makes a good leader?

A good leader is typically someone who has the following 10

qualities:
• Behaves with integrity
• Is trusted and trusting
• Is respected and respectful
• Communicates quickly, widely and effectively
• Seeks out and acts on other people’ views
• Recognizes the contributions of others
• Is positive and enthusiastic
• Nartures, supports and motivates others
• Is personally effective
• Never stop learning
 Behave with Integrity

Integrity means behaving in accordance with the set of personal

values and beliefs. Leaders first need to have understanding of
what their own values and beliefs actually are. Essentially,
leaders need their own personal moral code.
Behaving with integrity is also about standing up for what is right
however uncomfortable it may be. It means dealing with
situations when people are being dishonest, treating others
unfairly or having unethical life.
Leaders who behave with integrity are authentic. Behaving
authentically means being true to oneself, not only to ones
own values and beliefs but also being genuine to achieve a
specific purpose.
 Be Trusting and Trustworthy

Trust can be established because of what we say and what

we do.
Trust often refers to having a belief in another persons, a
belief in their ability and honesty, a belief that they can
be relied upon, and having a confidence in their action.
For most people trust may be earned as they ask to take
account of the way other people behave.
Delegation is important when the leader is engaged with
other task. He/ she can appoint someone from among
the people or workers who is most trustable.
 cont..
Leaders need to create a culture of open communication. By
communicating (giving necessary and timely information)
quickly and widely with people, they will make themselves
clearer to them which may create a good relationship.
Leaders should not take the credit of others for themselves. It is
important that they should acknowledge the contributions of
others to the development of the existing organization.
Leaders should always behave fairly and be seen that they treat
all team members fairly.
So, leaders are expected to do the right thing always.
 Respect others for who they are and what say

A leader who does not respect each individual member of

his/her team cannot reasonably expect to be given respect
by the team members.
Respect for others begins with the personal values and beliefs
that everyone has. It is, therefore, important that leaders
reflect from time to time on their own behaviors in the way
they interact with each member and how important the
little thing can be, such as:
• Using basic courtesies such as saying “please” and “thank
you”
• Respecting other people’s time commitments when seeking
help or wanting to discuss something with them
Cont..
• Turning up to all meetings on time
• Turning off mobile phones when in meetings
• Paying attention to other people when they are
speaking
• Paying attention to other people when they are
speaking
• Not criticizing people’s performance or behavior to
other people
Leaders should set clear standards of behavior in
meetings so that everyone is given the respect that
they deserve and they should set the right example by
not behaving inappropriately for themselves.
 Communicate openly and effectively

A leader will become more trustworthy when he/she communicates

openly, honestly, quickly and widely. Communication with the team
members and sharing information with them will lead to have open
and inclusive working environment.
All communications should be clear and with simple language
wherever possible. Leaders need to ensure that their key messages
are not lost by their use of too many words. Clarity of
communication helps to win over both heart and mind.
A leader should set out their expectations to others, because it is not
appropriate to point out after the event was done and finished to
communicate on it. It should be while it is on the process.
A Leader should think carefully about the use of different
communication mediums and their risks attached to them, such as
emails, face-book and written documents.
Cont..
Face-to face is typically the most engaging form of
communication. It reduces the chance of
misunderstanding and allows people to build
stronger relationship.
Open communication is about inclusivity, honesty
and integrity.
Effective communication is the way in which
information is communicated. In this respect, it is
important that information is communicated
clearly, with no room for misinterpretation.
 Seek out and listen to the views of others

Greater leaders focus on developing a culture of

openness, honesty and inclusivity, where everyone is
seen as important and is also part of the success of the
team or feel personally that he/she is disappointed
when the team is not doing very well. Such a culture
can only be achieved when leaders are setting the right
example for the whole team.
Leaders need to engage with people when they first join
the team. They should be keen persons to engage
themselves with everyone and to tap in any fresh ideas
that these people may bring to the team from their
previous experiences.
Cont..
Most leaders claim that they are good listeners.
But the team members raise criticism that they
are not being listened to or heard by their
leaders. This may not be good for the fate of the
organization.
Leaders have to focus on each team member and
listen to him/her using their eyes and ears, to
pick up the spoken and unspoken messages in
order to understand what they think and say. This
may create strong relationship between them
from which the organization may benefit.
 Positively acknowledge People’s contributions

Greater leaders will always give praise where praise

is due, and importantly, never take credit for the
contributions of others.
Leaders should be generous with praising people. If
not, it may affect the real values the people have.
To praise people needs to be accurate, sincere,
genuine and fair. Offering praise where it is not
truly merited, may devalue genuine praise and
creates dishonest environment.
 Be Personally Effective
Personally effective means meeting and agreeing
with the standard of performance. Perfection is
rarely achievable and aiming for it often cause
people to waste their valuable time.
Personally effective is simply to recognize that time
is precious and must be used wisely.
Being personally effective means not putting things
off because they are unpleasant or difficult to
deal with. Things should be done orderly and
fairly.
 Be Positive and Enthusiastic

Leaders need to have a positive outlook and belief in what can be

achieved. They should spend their energies on what can be done
and take actions as much as possible. They should not spend too
long time in detailed analysis of the past event.
Creating a positive environment begins with the leaders and with
their attitudes towards the workers and in promoting the vision
of the organization with clarity and motivation.
Leaders need to be positive in the way they respond to the
questions or concerns of the team and focus on what can be
learned from them too. To count faults is not good. The team
may be encouraged by the good example of the leader (s) in
seeing things positively and concentrating also on the work of
the organization.
Cont..
Great leaders should also be optimistic. Few
pessimists are real leaders even though they
may have title. Greater leaders are committed
to the future and so any pessimism or
negativity in what the future holds will
undoubtedly be felt by their team. When
leaders are genuinely enthusiastic, positive
energetic and confident, they will be able to
harness the energy that is already within their
team to achieve success.
 Provide support, encouragement and motivation

A fundamental learning trait is to have a genuine interest

in people and their well-being.
Leaders should work hard for the development of their
people and have also a real desire to get the best out
of them.
One of the major investments in people is to provide
them with training and to help them develop their
knowledge, skills and behavior so that they may
contribute to the development of their organizations
and others. To invest resources on them is to empower
them to do a better job. A failure to do so is a
hindrance to development, growth and advancement
of the nation as a whole.
Cont..
Leaders should then carefully reflect on the levels of personal
support that they offer to people in their team. They should
challenge themselves by asking questions, such as:
How available am I really for people to talk to me and seek my
advice and encouragement?
Do I really have an open door policy where I welcome people
or is the policy little more than platitude?
Am I readily available to give people the support they need,
when they need it?
Leaders always attend all celebrations. This means they should
be available and talk with many people as they can, and not
just the same people that they should normally talk to.
 Take Personal Development Seriously

Learning and leadership go together. Personal goal

for all leaders should be in relation to their own
learning and self development.
The quality of any leader is reflected in the way
they behave and the standard they set for
themselves. To ask others to take learning
seriously requires the leaders to show real
commitment to their own personal development.
Leaders, as anybody, need to keep moving forward
with time, responding to the changing
circumstances and new challenges as they arise.
Cont..
Leaders should read widely and encourage
others to do the same to deepen and broaden
their knowledge. Investing time in such
readings, leaders set good examples to others.
Learning may embrace the experience of
other leaders/workers and how different
organizations function. Leaders need to set
aside time for personal reflection and for
asking key questions: “What went well?” What
could be done better next time?” etc…
 New demands on Management

Leadership reaches a new dimension to lay down

rules, to be restrictive and controlling, but
instead starts to offer initiatives and support
according to the respective situation, to offer
scope of action and encourage vision.
The question’s of today is: which could be the
actual role in order to create common values,
employees-environment,…a believe in the sense
of work or a common will to change?
• For further information please read pp. 69-71.
 Leadership is Service Process

Leadership is service helping to make others

successful. How?
1.To plan and agree on goals/results
2.To control and decide
3.To put into practice and find alternatives
4.To control and evaluate
5.Feedback motivation regarding improvements
 The Leadership Competence Model

To lead (=leadership) means to anticipate+ to lead the

way in an example fashion.
Management comes from “agere” (Latin ) and means
“take by the hand + to help solve problem +to build
up and cultivate relation.”
Leadership needs a dialogue at eye level with the
employees, a dialogue which deals with all the
essential goals, the result of the work and the
cooperation.
Cont..
According to the leadership competence model, there are four
basic competences to meet the challenges of both the
professional and private life (see pp.79 - 80). These are:
• Specialized competences (multiple and special qualifications)
• Process-related competences (to understand processes, to
think integrally)
• Method – related competences (to master relevant models)
• Social /cross- cultural competences (to deal adequately with
people)
* Leading and acting competences (cover the areas of: knowing
and being able to, wanting to, being allowed to, must ).
 4. Only the “genuine “ personality has a future

Regarding the employees personality, the executive

has the possibility to positively influence and design
by what to determine.
On the psychological level it is the personal desire.
On the rational level it is the individual knowledge
and the skill as well as the ‘being allowed to’ and
the must, made possible by a corresponding
leadership organization- or possible not
(satisfaction of the employees!)