GGSR

LESSON 4

Leadership Effectiveness

This lesson will be completed by the students at the end of the 9 th week of classes.
At the end of this lesson, the students should be able to:
 Define what is a leadership.
 Differentiate leadership and management
 Compare leadership and management skills

Introduction
The beginning of this century involves a paradigm shift from a management
era to a leadership era. John Naisbitt and Aburdence described this paradigm shift
as follows:
The dominant principle of organization has shifted from management in order
to control enterprise to leadership in order to bring out the best in people and
respond quickly to change. This is not the leadership individuals and groups so
often call for, when they really want a father figure to take care of all problems. Its is
a democratic yet demanding leadership that respects people and encourages self-
management, autonomous teams and entrepreneurial units.
Warren Bennis and Bert Nanus in Leaders: The Strategies for Taking Charge
emphasized the difference;
By focusing attention on a vision, the leader operates on the emotional and
spiritual resources; on its values, commitment and aspirations. The manager, by
contrast, operates on the physical resources of the organizations, on its human
skills, raw materials and technology. It remains for the effective, however, to help
people in the organization and satisfaction their work. It is an emotional appeal to
some of the most fundamental of human needs- the need to be important, to make a
difference, to feel useful, to be a part of successful and worthwhile enterprise.

The difference between Leadership and Management

Leaders have been characterized as inspiring or charismatic, but one rarely
hears of inspiring or charismatic managers. In the midst of many, management is
associated with words such as efficiency, planning, procedures, control and
consistency. Leadership is associated with words such as vision, creativity,
dynamism, change and risk-taking. Here are some distinctions between leaders and
managers:
1. Managers are concerned with the present – Leaders look for the future.
2. Managers make sure details are taken cared of- Leaders set broad purposes
and directions.
 3. Managers exercise control to make sure that things work well- Leaders create
commitment that things may work better.
4. Managers solve today’s problems by addressing difficulties caused by
changing events- Leaders create a better future by seizing opportunities
stimulated changing events.
5. Managers focus on the process- Leaders focus on the product.
6. Managers focus on the problem behavior and try to improve it through
counseling, coaching and nurturing, - Leaders focus on what is right and
praise it.
7. Managers make sure people put it in an honest day’s work for their pay –
Leaders inspire people to do their best.
8. Managers organize and plan to meet this year’s objectives- Leaders create a
vision of the years down the road.
9. Managers create efficient policies and standard operating procedures-
Leaders go beyond the need for standard procedures and create a more
efficient system.
10. Managers focus on efficiency- Leaders focus on effectiveness.

Stephen Covey’s Seven Habits of Effective People

1. Managers administer- Leaders innovate.
2. Managers maintain – Leaders develop.
3. Managers control – Leaders inspire.
4. Managers have a short-term view – Leaders have a long-term view.
5. Managers ask how and when – Leaders ask what and why.
6. Managers imitate – Leaders originate.
7. Managers accept the status quo – Leaders challenge it.

John Kotter’s Team Approach between Leaders and Managers

Managers Leaders
 Planning and Budgeting  Establishing Direction
- Establishing detailed steps - Developing a vision of the
and timetables for achieving future, often the distant future
needed results, and then and strategies for producing
allocating the resources the changes needed to
necessary to make that achieve that vision
happen
 Organizing and Staffing  Aligning People
- Establishing some structure - Communicating the direction
for accomplishing plan by words and deeds to all
requirements, staffing that whose cooperation may be
structure with individuals, needed so as to influence the
delegating responsibility and creation of teams and
authority for carrying out the coalitions that understand the
plan, providing policies and vision and strategies, and
procedures to help guide accept their validity
people and creating methods
or systems to monitor
implementation.
 Controlling and problem solving  Motivating and Inspiring
- Monitoring results versus plan - Energizing people to
 in some detail, identifying overcome major political
deviations and organizing to bureaucratic and resource
solve these problems. barriers to change by
satisfying very basic but often
unfulfilled human needs
 Produces a degree of  Produce change, often to a
Predictability and Order, and has dramatic degree, and has the
the potential of consistency potential of producing extremely
producing key results expected useful (e.g., new products that
by various parties (e.g., being on customers want, new
time for customers, being on approaches to labor relations that
budget for stockholders) help make a firm more
competitive)

Genevieve Capowski’s Comparison between Leadership and Management

Skills
Leader Manager
1. Visionary Rational
2. Passionate Consulting
3. Creative Persistent
4. Flexible Problem Solving
5. Inspiring Tough-minded
6. Innovative Analytical
7. Courageous Structural
8. Imaginative Deliberative
9. Experimental Authoritative
10. Independent Stabilizing

The Difference Between Proactive and Reactive Leadership

According to Anthony D’Souza, people who achieve what they want, because
of the following:
1. Ha a clear and specific goals;
2. Develop plans and schedules for achieving goals;
3. Assume personal responsibility for implementing and following these plans
and schedules; and
4. Persevere in the face of setbacks.
The same is true with highly effective people, who are proactive and future-
oriented. They have freed themselves from reactive and post-oriented modes of
living. They do not wait for things to happen to them- they take charge. They do not
spend time responding to unanticipated events not of their own making – they find
ways to anticipate future events and influence them in advance. They have learned
to plan ahead and are more alert and responsive to challenges, opportunities and
changes that affects them and their organization.
Proactive Leadership means:
 Taking charge in a conscious, deliberate, active manner;
 Looking ahead and anticipating the desired future;
 Planning for what will be accomplished;
  Strategizing to prevent potential problems so as to spend less time on fire-
fighting and more time on fire-prevention
Reactive Leadership means:
 Living in an after-the-fact mode;
 Spending most of the time reacting to events after they have occurred;
 Waiting passively for things to happen and resolving problems to arise;
 Fire-fighting that keeps leaders so occupied that sometimes they don’t have
time to think about what caused the fires.
Proactive leadership is far more effective. The difference between the two
behavior styles revolves primarily around the leader’s vision and commitment and
the mobilization and empowerment of people. Anthony D’Souza stated the following
characteristics, attitudes and behaviors of reactive and proactive leadership:

Reactive Leadership Proactive Leadership

 Avoids blame or responsibility  Takes responsibility for actions
 Sees reasons why things cannot  Has a “can do” attitude
be done
 Feels in no control of  Feels in control of environment
environment
 Focuses on problems, obstacles  Focuses on solutions or results
or what to avoid wanted
 Is limited by what worked in the  Thinks in terms of new
past possibilities
 Is blinded by the problems and  Seeks options and focuses on
obstacles in a situation opportunities in a situation
 Is problem oriented-concentrates  Is opportunity-oriented-
on finding weaknesses and concentrates on finding strengths
problems to fix and resources
 Finds it difficult to choose and  Makes choices easily
decide
 Is afraid of taking risk and facing  Is driven to excel by challenges
challenges and risks
 Is resistant to change  Is open to change
 Cannot let go of the past  Is present and future oriented
 Suffers excessive inner stress  Enjoys an inner calmness
 Is devastated by failure  Learns and grows from mistakes
 Runs out of energy quickly  Energetic and alert
 Has a negative self-image and  Has a positive self-image and
low self esteem high-self esteem

Functions of Proactive Leadership

1. The proactive leader provides a vision for the organization.
2. The proactive leader communicates the organizational vision in such a way
that it inspires others to follow and motivates them to action.
3. The proactive leader assumes responsibility and exercises initiative in
obtaining the desired results.
4. The proactive leader is highly oriented, self-motivated and self-disciplined.
5. The proactive leader sets an example for others, personifies the ideal for the
group and expresses the core values of the organization.
Vision-driven Leadership
Warren Bennis and Bert Nanus made a study of the work patterns of ninety
prominent leaders. Their study led to the discovery of an important common
denominator- all the leaders has a compelling vison, realistic dream about their work.
Jim Kouzes and Barry Posner state:
Visions derive from a word literally meaning “see”. What better word than
vision to describe the capacity to be forward looking and foresighted? Vision
suggests a future orientation. A vision is an image- a picture of what could be. Visual
metaphors are very common strategic standard of excellence, an ideal. It implies a
choice of values. Vision also has the quality of uniqueness. It hints at what makes
something special.
Effective leadership is developed and sustained by your vision. Without one,
you cannot reach your full leadership potential.
Here’s what A.D’Souza says about vision:
 Operates as your dynamic force energized by voltage and vitality
 Provides lift, stretch, clarity and focus
 Guides you to see beyond immediate
 Makes you future oriented, concentrating on results rather that on activity
 Shows you where you are going and why you are going there
 Helps you spot opportunities that others have not seen
 Gives you driving power to see you through tough times
 Makes the unreachable reachable and makes toward a worthwhile future
A shared Vision:
 Attracts people to it and align them in the same directions
 Keeps people focused, energized and on target
 Gives meaning and purpose to their lives and work
 Creates challenging, empowering organization rather than styling,
dehumanizing one
A shared Vision is essential to:
 Communicate and stress open communications;
 Be accessible and visible
 Involve people to help plan for change
 Build a climate of trust.