ReDefining and Describing Leadership

1
Re-Defining and Describing Leadership

• Reassessing Our Understanding Of Leadership

2
Leadership Theories

• Situational Leaders
• What needs to be done
• Who emerges to do it
• Non-transferable
• Transactional Leaders
• Work within given structures
• Meet the needs of their followers
• Skilled in striking compromises
• Connective Leaders
• More common among the under 35s
• Women more adept then men

3
Leadership Theories

• Transformational Leaders
• Prepared to think outside the box
• Shape the lives of individuals around them
• Provide intellectual stimulation
• Downside
• Fuel grandiosity
• Difficult to apply across cultures and
  organizational settings
• Adaptive Leaders

4
Is Leadership an Elitist Notion?

• James Kouzes and Barry Posner, The
  Leadership Challenge
• Leadership is not the private reserve of a few
  charismatic men and women. It is a process
  ordinary people use when they are bringing forth
  the best from themselves and others. Leadership
  is your capacity to guide others to places they
  (and you) have never been before.

5
Leadership Defined

• Steven M. Bornstein Anthony F. Smith, The
  Puzzles of Leadership, in Hesselbein, The Leader
  of the Future
• Leadership is now understood by many to imply
  collective action, orchestrated in such a way as
  to bring about significant change while raising
  the competencies and motivation of all those
  involvedthat is, action where more than one
  individual influences the process.

6
Leadership Then and Now

• THEN Ego-driven, larger than life personalities
• Personal burn-out and institutional collapse
• NOW Personal humility coupled with passion for
  the authenticity and vitality of the church
• Work to leave a legacy by investing in the next
  generation

7
WHAT IS LEADERSHIP?
Getting to the top?
Getting from here to there.
8
Serving as a Model of Leadership

• Accepting and empathizing
• Demonstrating foresight and anticipation
• Developing awareness and perception
• Intuition is a feel for patterns
• Persuadingone person at a time
• Conceptualizingnot just critiquing

9
Understanding Servant Leadership

• Shirley Roels, Moving Beyond Servant Leadership
• Is it really an accurate representation of
  Jesus as portrayed in the Bible? Frequently, we
  use servant leadership to mean leaders should
  simply absorb and carry out the ideas of others.
  That model is attributed to Jesus. It seems to me
  that Jesus wasnt just a servant of people. His
  example of servanthood was defined very
  differently because of his unique connection to
  the will of God

10
Re-defining Servant Leadership

• Self-giving not self-serving
• Does not signify servitude
• Not a demeaning term, but one of honor
• Servant King in Isaiah
• Jesus was first and foremost servant of his
  heavenly father
• Constant communication
• Complete dependence
• Obedient unto death (Philippians 25-11)

11
The True Servant Leader

• Primarily a servant of God
• Ready to take the initiative
• Prepared to do anything - John 13
• Refuses to be pressured into doing everything
• Does not abdicate leadership responsibility

12
Control Myths

• We believe leaders are stronger than we are and
  know more than we do
• We believe that the gods favor them, thus making
  it morally wrong to challenge them
• We remain blameless for any negative fallout
  because they take on the tough decisions

13
Control Myths

• We believe they have our best interests at heart
  they tell us so often enough
• They control valuable and otherwise unattainable
  resources
• Vicarious catharsis of our own fears

14
How our Understanding of Leadership Needs to
Change

• Warren Bennis in Hesselbein, The Leader
  of the Future
• We need to move to an era in which leadership
  is an organizational capability and not an
  individual characteristic that a few individuals
  at the top of the organization have.

15
Categories of Leadership Functions

• Peter Senge in Hesselbein, The Leader of the
  Future
• Executive leadership decision makers
• Managerial leadership develop infrastructures
  and procedures
• Internal networking influencers, for whom no
  power is power
• Community building consolidators
• Conflict resolving tension defusing

16
Leadership Styles

• Bill Hybels, Courageous Leadership
• Visionary picture clearly what the future could
  hold
• Directional choose the right path
• Strategic break down a vision into a series of
  sequential, achievable steps
• Managing organize people, processes, and
  resources to achieve a mission
• Motivational keep team-mates fired up

17
Leadership Styles

• Shepherding build, love and nurture
• Team-building find and develop the right people
• Entrepreneurial function optimally in start-up
  mode
• Re-engineering turn-around environments
• Bridge-building bring together divergent groups

18
Connective Leadership Requires a New Breed of
Leader

• Independent Interdependent
• Control Connecting
• Competition Collaboration
• Individual Group
• Tightly linked Loose networks
• alliances

19
Understanding of Power

• Jean Lipman-Blumen, Connective Leadership For
  connective leaders, power is not a limited pie.
  It is wonderfully elastic. It can be divided
  without shrinking. Using the resources of diverse
  parties only makes the pie taste better and last
  longer. Connective leaders understand that their
  own power actually expands as they empower
  others. For them, power is a negotiating process,
  not a personality trait.

20
The Leader of the Future

• Francis Hesselbein, The Leader of the Future
• Authority is earned
• Not titles but competence
• Horizontal fast trackmove people around the
  organization (Japanese business concept)
• Leaders emerge at every level of the organization
• Do not equate leadership with positional power
• Unless you are the lead horse, the view never
  changes

21
The Leader of the Future

• Leader is a facilitator of power
• Power of expertisespecialized knowledge and
  skills
• Power of personal relationships and connections
• Power of personal authoritycharisma
• Leadership is built on the basis of trust
• Rowing crew 8 people going backwards steered by
  a cox who cannot row!

22
New Thinking about Leadership

• Peter M. Senge, Leading Learning Organizations,
  in Hesselbein, The Future of Leadership
• We are coming to believe that leaders are those
  people who walk ahead, people who are genuinely
  committed to deep change in themselves and in
  their organizations. They lead through developing
  new skills, capabilities, and understandings. And
  they come from many places within an
  organization.

23
Dominant image of Leadership

• 
  

Business
Agricultural
Military
24
Understanding of Power

• Jean Lipman-Blumen, Connective Leadership
• For connective leaders, power is not a limited
  pie. It is wonderfully elastic. It can be divided
  without shrinking. Using the resources of diverse
  parties only makes the pie taste better and last
  longer. Connective leaders understand that their
  own power actually expands as they empower
  others. For them, power is a negotiating process,
  not a personality trait.