Introduction to Leadership and Personal Style

1. Introduction to Leadership and Personal Style Catherine Gerard Maxwell School of Syracuse University

2. LDF Program You How you see yourself: Style, leader, change agent How you operate successfully: Skills How you decide: New concepts and analytic skills American Democracy Democracy in the MENA

3. Leadership �By leadership, most people mean the capacity of someone to direct and energize the willingness of people in social units to take action and achieve goals.� Hal Rainey, 1996, p.260

4. Leadership Followers Influence Direction/Common Goal

5. Leadership Traits vs Motivation Integrity Confidence Cognitive Ability Task Knowledge Kirkpatrick and Locke Behaviors Transfomation (Burns) Competing Values (Quinn) Frames (Bolman and Deal) Styles: Production vs People (Blake and Mouton)

6. Leadership vs Management �Managers are people who do things right and leaders are people who do the right thing.� Bennis and Nanus, 1985, p.21.

7. Leadership vs Management (Kotter) Leadership Developing Vision and Strategies Aligning People Motivating and Inspiring Performance Dramatic Useful Change

9. Situational Leadership

11. Structural Frame:Organization as Factory/Machine Goals Specialized roles Formal relationships Focus is on Data Logic Structure Plans Policies Draws from sociology and management science.Draws from sociology and management science.

12. Structural Frame Goal Attune structure to task Keep organization headed in right direction Strategic Planning Strategies to set objectives and coordinate resources Decision Making Rational sequence to produce right decision Communication Transmit facts and information Leader Analyst Architect

13. Human Resource Frame:Organization as Family Needs Skills Relationships Focus is on Skills Attitudes Teamwork Communications

14. Human Resource Frame Goal Align organizational and human needs Keep people involved and communication open Strategic Planning Gatherings to promote participation Decision Making Open process to produce commitment Communication Exchange information, needs, and feelings Leader Servant Catalyst

15. Political Frame:Organization as Jungle Power Conflict Competition Organizational politics Focus is on Build a power base Get access Influence key players

16. Political Frame Goal Develop agenda and power base Provide opportunity for individuals and groups to make interests known Strategic Planning Arenas to air conflicts and realign power Decision Making Opportunity to gain or exercise power Communication Influence or manipulate others to gain support and resources Leader Advocate Negotiator

17. Symbolic Frame:Organization as Theater/Temple Culture Meaning Metaphor Ritual Stories Heroes Focus is on Meaning Belief Faith

19. Symbolic Frame Goal Create Faith Beauty Meaning Develop symbols and shared values Strategic Planning Ritual to signal responsibility, produce symbols, negotiate meanings Decision Making Ritual to confirm values and provide opportunities for bonding Communication Tell stories Articulate vision Leader Prophet Actor

20. Self-Assessment What does your self-assessment indicate about your ability to reframe?

21. Reframing Looking at events from multiple perspectives in order to avoid individual biases and psychic blindness Diagnostic model to explore �what is really going on� and inform/guide strategy and action Expands choices and effectiveness of strategy and tactics

22. Collaborative Management/Leadership Collaborative management is a concept that describes the process of facilitating and operating in multi-organizational arrangements to solve problems that cannot be solved, or solved easily, by single organizations. Where traditional administration relied primarily on organization structure to shape administrative action, collaborative management is more fluid, thus requiring managers to shift from structure to process for leverage. Thus, the needed skill set of managers has changed to one that heavily emphasizes negotiation, facilitation, mediation, and collaborative problem solving." (Rosemary O�Leary)

23. A little history Jung 1920 Katherine Briggs and Isabelle Myers Briggs 1928-1945 Keirsey 1984

24. Leadership as Personality

25. Dichotomies: Relating to the World Extraversion (E) Draw energy from action (talk,act) External thinkers Quick Need people, can devour them Introversion (I) Draw energy from reflection (think, act, maybe say) Internal thinkers Take time Requires less of the external world; rich inner life

26. Dichotomies: Gathering information Sensing (S) Practical Tangible,realistic Present-oriented Fact-based Linear Distrust hunches Meaning in data Likes routine Intuitive (N) Innovative Abstract Future-oriented Conceptual (6th sense) Rely on flashes of insights, ingenuity Meaning in how data relates to pattern and theory Bored with routine, bursts of energy

27. Dichotomies: Decision-making Thinker Logic and rationality Stands outside Impersonal Fact, procedure-based Premium on fairness Critique, analysis Principles Feeler Empathy Gets inside Personal Implications for people, harmony Judges on likes and dislikes Values

28. Dichotomies: How we live Judging Matters closed Appears concrete Likes being organized Decides quickly On-time, deadline Perceiving Always more to learn, open to suggestions Appears abstract Flexible about options Agonizes over decisions Wait!

29. Four Temperaments: Catalyst NF: visual, future, ideas, and people oriented, seek great ideas and significance for people, diplomatic, search for meaning and self-awareness, relationships Mobilizers, crusaders, prophets As leader, Charisma, sees possibilities for people and organization, natural communicator, patient with complexity, democratic, supportive, spokesperson, cheerleader 12% US population; counselors �We can do it!�

30. Four Temperaments: Visionary NT: visual, future, ideas, results; needs options and reflection, logic, strategic, power, self-critical, self-oriented Directors, architects, designers, inventors, strategists As leader, Uses intellect, enjoys complexity, avoids mistakes twice, high standards, architect of change, systems 12% US population; lawyers �Work is work; play is work�

31. Four Temperaments: the Beachmaster SP: auditory, present, tactical, realistic, urge to do, test limits, crisis, free to act, process -oriented Performers, promoters, sales people As leaders, Crisis manager, seeks change, but uses what is there, changes what can be changed, spurs to action, sees problems, natural negotiator, unfettered by past 38% US population �Troubleshooter, Beachmaster, Diplomat�

32. Four Temperaments: Stabilizer SJ: Present, logistical, preserve and serve, detail-oriented, caretaker, hierarchy, serious Administrators, conservators, inspectors As leaders, Establish policies, structure, sop; social responsibility and tradition, obligation, decisive, planful, impersonal, (complements NF leader) 38% US population; police, auditors, judges �Traditionalist, stabilizer, consolidator�

33. 16 Types

34. ENFJ: Teacher Leaders of groups, charisma Communicate caring and concern; fluent Knows motivations of others Trustworthy, even-tempered, values harmony Handle complexity Like things settled and planned ahead

35. INFJ: Counselor Focus on possibilities Values-oriented Drive to contribute and help others Deep and complicated Vivid imaginations Talent for communication and language Enjoy problem solving Can work alone or with others

36. ENFP: Champion Authenticity and spontaneity Intense emotional experience vital Pursuit of the novel, what might be Enthusiastic, charming Solve problems but need to be their efforts Extensive networks

37. INFP: Idealist Care deeply, values driven, sense of honor Adaptable, welcome new ideas Deal with complexity, bored with routine Facility for language Make sacrifices for the good May be seen as shy

38. ENTJ: Commandant Need to lead Give structure through policies and goals (vs procedures) Must be a reason Have vision and communicate it Organize into systems, with plans and goals Devoted to work Reduce inefficiency, impersonal

39. INTJ: Builder Have ideas, make decisions Supreme pragmatists Accept authority if it makes sense Reality is possible ideas, ideal brainstormer Drive to completion, single-minded Respond to challenge with creativity Entrepreneurs- make theory practical Mover of mountains

40. ENTP: Inventor Exercise ingenuity Enjoy improvisation Good at analysis Enthusiastic Look for a better way, optimistic Value adaptability and innovation Conversationalists (talkative and motivating) Enjoy politics, oneupsmanship, nonconformists Avoid routine

41. INTP: Architect Search for relevant and pertinent, precise Logic not positional authority has weight Persevere in analysis until issue comprehended; then move on to new idea It is essential that the world is understood Intellectual, theoretician Work alone

42. ESTJ: Responsible Pillars of the community Organize procedures, detailed rules and regulations to get the job done right Evaluate by sop�s Realistic, curious about processes, not theories Loyal, do not shirk duty Punctual Need effort to remain open to others and new ideas 13%

43. ISTJ: Pillar of Strength Decisive Guardians of institutions Quiet and serious, persevering and dependable, thorough Handle detailed figures Patient with work and procedures, coordinators (not as much with people) 12%

44. ESFJ: Harmony Sociable, nurture institutions Enjoy rituals and status (shoulds and should nots) Personalize relationships Loyal Duty and service oriented Outgoing Natural sales people 13%

45. ISFJ: Service Desire to serve Sense of history and traditions; adhere to established way; enjoy exercising routines Dependable, satisfied when serving needs Discomfort if others are not following rules Use status to advantage May try to do too much

46. ESTP: People of Action Resourceful Friendly, socially sophisticated Masters of cues and motivations of others, negotiator, can sell ideas Ends justifies means Turn-around leaders Entrepreneurs, new ideas Live in the moment Bored by follow-up detail 13%

47. ESFP: Performer Fun, generous, optimistic Active jobs with people Relies on personal relationships and common sense for decision making Accurate data on people Immediate knowledge for utility 10%

48. ISTP: Battle leader Artful action Self-leading Authority superfluous Fearless Mastery of tools Impulsive Communicate through action Battle leaders Loyal to equals

49. ISFP: Artisan Caught up in the action, here and now Optimistic and cheerful Egalitarian Risk-taking Attuned to concreteness and specificity (artists) Unconditionally kind Reserved

51. Discussion What are the implications of style types for this group working together?