Effective leadershipyyyyyyyyyyyuuuy.pptx

“Effective leader: a lonely rider or a team inspirator? The X factor”
11/10/2022

Main points:
 Team Building
 Leader’s Skills
 Leadership Styles
 Leadership Theories
 Change Leadership
 Team Performance
 Characteristics of Library Leadership
 Quotes
 Greek National Library – Re-inventing leader model

Key Words
 Team Work:
 What type?
 What is the purpose?
 Who is the leader?
 Contribution
 Competencies
 Efficiency
 Effectiveness
 Motivation

 T----Together
 E----Everyone
 A----Achieves
 M----More
6

Team Process
Formation
Development
Renewal
Definition
Adjustment
Cohesion
Reinforcement
Learning
Transformation

Verbal Behaviors
 What behaviors encourage effective
participation
Set context
 Ask questions of members
 Use supportive statements
 Seek out different perspectives
 Share feelings

Contributor Skills
 Initiation - draw out information, clarify ideas
 Energize - show enthusiasm, engage in team process, show
commitment
 Organize
 Build relationships
 Be flexible
 Learn

Human Relations Soft Skills/Transferable Skills

Guidelines for Professional Ethics
• Am I confident in
my decision?
• Will it be valid for
years?
• Is it legal?
• Will it hurt anyone?
• Does it positively
represent the
company?
1 • Does it make
anyone
uncomfortable?
• Does it convey
respect for
others?
• Have I involved
others by
asking their
viewpoint?
• Is it fair?
• Does it uphold the
values of the
organization?
• Can I tell my
decisions to my
employer, my
family and others?
• How would others
regard the details if
made public?
3
2

Adjustment
 Revisions of the initial rules and goals
 A reality check of what can be accomplished
 Tensions usually come up here, must reach consensus,
usually about personalities
 Breakpoint comes when the team gets mired in
discussions about what to do and who should do what...

Development
 Cohesion
 Reinforcement

Cohesion
 Comes together as a team
 High energy
 High interest
 Progress is made
 Team is supportive
 Develop relationships

Reinforcement
 Cohesion builds
 Homogeneity builds
 Team members are comfortable with each other
 Start to be interested in self-preservation and self-
perpetuation
 Goals should be on creativity and exploration

Renewal
Learning
Transformation

Learning
 Team learns new skills
 Build relationships to accomplish task
 Commitment and mutual accountability
 Now, team may be confrontational over issues

Transformation
 Results are produced from team activities
 Innovative
 To sustain energy, must stress and press the team
 Needs new challenges, new members, new tasks, new
relationships or…...

Team Culture
Team Values
Team Rituals
Team Learning

Team Values
 Commitment to task and team
members
 Accountability
Lead to trust between
team members and
take into account all the
crucial factors

Team Rituals
 How to add new members
 How to provide information to new members
 How a member exists
 Work rituals
 How the team celebrates!

Team Learning
 Continuous improvement process
 How team resolves conflict
 How the team handles diversity
 Harness team creativity

Leadership - what is it?
“influencing people so that they will strive willingly towards the
achievement of group goals” 1
As a leader you can never say thank you enough, but even more important is the idea of
serving the people you are leading.
“Being a leader can be a very humbling experience.”

Conceptions of Leadership:
 Exercising power.
 Gaining and exercising the privileges of high status.
 Being the boss.
 Task orientation.
 Taking care of people.
 Empowerment.
 Providing moral leadership.
 Providing and working toward a vision.

What is leadership style?
Leaders’ styles encompass how they relate to others within and outside
the organization, how they view themselves and their position, and—to
a large extent—whether or not they are successful as leaders.

How do you determine what is
an appropriate style?
 Good leaders usually have a style that they consciously use
most of the time, but they're not rigid. They change as
necessary to deal with whatever comes up.
 Be consistent with what people in the organization expect.
 Your style needs to be consistent with the goals, mission, and
philosophy of your organization.

Analysis of leadership
effectiveness
1. Define and measure some criteria of organizational
effectiveness
2. Assess leadership style of organization’s leaders
3. Attempt to correlate organizational performance
with leadership styles

How important is a leader?
 In most cases, people will perform at about 60% of
their potential with no leadership at all
 Thus, an additional 40% can be realized if effective
leadership is available

40%
60%
capability
utilization
Contribution due to leadership
ability of manager
Default contribution due to
need for a job, peer pressure, etc.

The 2 dimensions of
management
1. Economic or productivity-based
 “concern for production”
2. Employee condition and morale
 “concern for people”

The 2 dimensions of
management
These can also be thought of as:
1. Initiating structure (get it done)
2. Consideration (human condition)

Initiating structure
Consideration
X X
X
X
Styles of leadership
X

Styles of leadership
concern for production 
concern for
people

Laissez-faire
Leader
(L)
Benevolent
Leader
(Y)
Autocratic
Leader
(X)
Team
Leader
(Z)
9
9
1

Which style of leadership
works best?
 Team Leader (Z) has proven to be the most effective
in general (9,9)
 Requires a “balancing act” of getting things done and
having a genuine concern for people

Theory “L”: Laissez-faire
leader
 Uninvolved - “leave them alone”
 Sees main role as passer of information
 Lets others make decisions
 Basically abdicates responsibility for team or unit

Theory “X”: Autocratic
leader
 Lacks flexibility
 Controlling and demanding
 “carrot and stick” approach
 Focused solely on productivity

Theory “Y”: Benevolent
leader
 Very people oriented; encouraging
 Organizes around people
 Can be paternalistic
 “country club” atmosphere: non-competitive

Theory “Z”: Team leader
 Balances production and people issues
 Builds a working team of employees
 Team approach: involves subordinates
 Organization is a vehicle for carrying out plans

Results of leadership styles
1. Theory L: “missing management”
 Very low productivity
2. Theory X: “my way or the highway”
 Job stress; low satisfaction; unions form
3. Theory Y: “country club”
 Low achievement; good people leave
4. Theory Z: “good manager”
 High productivity, cooperation, low turnover, employee commitment

Origins of leadership
 BOTH. Evidence that both inherent personality and environment are
factors
Are leaders born or made?
What kind of leader would you be?

How do you choose and
develop a leadership style?
 Start with yourself.
 Think about the needs of the organization or initiative.
 Observe and learn from other leaders.
 Use the research on leadership.
 Believe in what you're doing.
 Be prepared to change.

A people proposition based
on …
 What our people should know
 What our people should be
 What difference our people make

People being …
 Values driven
 Curious
 Changeable
 Connected
 Making it up for themselves …

Engagement measurement
(Morgan, C-A.)
“Engagement is a combination of commitment to the
organization and its values, plus a willingness to help
out colleagues (organizational citizenship)”
“… beyond job satisfaction, and is not simply motivation.”

Manager - Leader:
 “Management is doing things right,
leadership is doing the right things”
(Warren Bennis and Peter Drucker)

Change Leadership
The most challenging aspect is
leading and managing change
The library as cultural and business
environment is subject to fast-
paced economic and social
change
Modern libraries must adapt
and be flexible to survive
Problems in leading change stem
mainly from human resource
management

Change Leadership
Self-esteem
Time
1. Immobilisation
– as rumours of the
change circulate, the
individual feels some
sense of shock and
possible disbelief –
so much so that they
deem it worthy of
doing nothing.
1
2. Minimisation: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will
not affect them.
2
3. Depression: as reality
begins to dawn staff may
feel alienated and angry,
feelings of a lack of control
of events overtake people
and they feel depressed as
they try to reconcile what
is happening with their
own personal situation.
3
4
4. Acceptance/letting go:
The lowest point in self-
esteem finally sees people
starting to accept the
inevitable. Fear of the
future is a feature of this
stage.
5
5. Testing out:
Individuals begin to
interact with the change,
they start to ask questions
to see how they might
work with the change.
6
6. Search for meaning:
Individuals begin to work
with the change and see
how they might be able to
make the change work for
them – self esteem begins
to rise.
7
7. Internalisation:
the change is
understood and
adopted within the
individual’s own
understanding – they
now know how to
work with it and feel a
renewed sense of
confidence and self
esteem.

Theories of Leadership
Trait theories:
Is there a set of characteristics
that determine a good leader?
Personality?
Dominance and personal presence?
Charisma?
Self confidence?
Achievement?
Ability to formulate a clear vision?

 Trait theories:
 Are such characteristics
inherently gender biased?
 Do such characteristics
produce good leaders?
 Is leadership more than
just bringing about change?
 Does this imply that leaders are born not bred?

 May depend on:
 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution

Transformational:
Widespread changes
to a library or the organisation where
library belongs
Requires:
Long term strategic planning
Clear objectives
Clear vision
Leading by example – walk the walk
Efficiency of systems and processes

Invitational Leadership:
Improving the atmosphere and
message sent out by the organisation
Focus on reducing negative messages
sent out through the everyday actions
of the business both externally and,
crucially, internally
Review internal processes to reduce
these
Build relationships and sense of
belonging and identity with the
organisation –
that gets communicated to customers,
etc.

Factors Affecting Style
Leadership style may be dependent
on various factors:
 Risk - decision making and change initiatives
based on degree of risk involved
 Type of business – creative business
or supply driven?
 How important change is –
change for change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?

60
MOTIVATION
 Motivation: an internal drive that causes people to
behave in a certain way to meet a need
 Motivation comes from within
 There are several factors that contribute to
motivation (not just monetary)

61
MOTIVATION
Maslow in the Workplace
Physiological—Basic Wages
Safety—Job Security/Environment
Social—Informal Groups
Esteem—Recognition/Respect
Self-actualization—Expand Skills

62
TEAMS AND PERFORMANCE
 Synergy- two or more individuals working together
toward a specific effort
 Teams-a group of people linked to a common purpose
 In a team setting, members share accountability and
responsibility

63
Types of Teams
Formal: developed within the formal
organizational structure
Functional (within a department)
Cross-functional (different departments)
Informal: individuals who get together
outside the formal structure
Virtual teams: function through
electronic means

64
Stages of Team Development
FORMING
STORMING
NORMING
PERFORMING
ADJOURNING

65
Stages of Team Development
 Forming stage: getting to know and form initial
opinions about team members
 Storming stage: some team members begin to
have conflict with each other
 Norming stage: team members accept each other
and overcome the conflict
 Performing stage: team works on task
 Adjourning stage: team completes task and brings
closure to the project

66
CHARACTERISTICS OF A TEAM MEMBER
 Know team goals and objectives
 Every activity should contribute to team goals and
objectives
 Team member characteristics:
 Trustworthy
 Performer
 Efficient
 Communicator

67
CHARACTERISTICS OF A TEAM MEMBER
Brainstorming: a problem-solving
method that involves identifying
alternatives that allow members to
freely add ideas while other members
withhold comments on the alternatives

68
CHARACTERISTICS OF A GOOD TEAM MEMBER
- Teams & Conflict
 Do not make assumptions
 If you disagree with the team, voice your opinion and state why
 If the team decides to go in a direction other than what you
wanted, respect and support the team’s decision

69
CHARACTERISTICS OF A TEAM MEMBER -
The Problem Member
 Trust as a foundation
 Do not dump work on others
 Work around a lazy team member
 Team will eventually dismiss a poor performer
 Address performance issues in a respectful and
diplomatic manner

“(Teams)…have become the vehicle for moving
organizations into the future. Teams are not just nice to
have, they are hard core units of the production.”
Blanchard, 2007, pg 17
72

Why work in teams?
 We all can learn from each other
 Teams can be more effective than
individuals when working on complex
projects
 Teamwork helps develop interpersonal
skills
73

Effective Team Members
 Are good communicators
 Are reliable
 Are respectful of other team members
 Cooperate and pitch in to accomplish the goal
 Expect success---have a positive, “can do”
attitude
 Work to find solutions to problems
74

Not So Effective Team Members
Team members who are not effective are often:
Aggressive
Dominating
Individuals who disrupt the work and/or do not
take the project seriously
Lazy and/or not dependable
Withdrawn and/or afraid to contribute
75

Boss versus Leader
Are a boss and leader
always the same?
Think about a boss, and think about a leader.
77

Skills of Effective Leaders
 Building and sustaining relationships
 Developing and communicating a vision
 Influencing people
 Making decisions
 Overcoming setbacks and adversity
 Understanding people’s needs
78

Good Leaders Always…
 Challenge people to think
 Communicate clear
expectations
 Lead by example
 Make decisions
 Make others feel safe to speak
up
 Measure and reward
performance
 Properly allocate and deploy
talent
 Provide continuous feedback-
positive and negative
79

Good Leaders Always…
 Are accountable to others
 Are great teachers
 Ask questions and seek
counsel
 Create a positive, energetic
atmosphere
 Genuinely enjoy
responsibility
 Invest in relationships
 Problem solve without
procrastinating
80

Leadership and learning are
indispensable. John F. Kennedy
What do you think this means?
81

Rowley J, Roberts S. The reluctant leader? Leadership and the information profession.
Library and information update. 2008; 7(7/8):52-54.
“there is a sense that library and information
professionals are reluctant to become leaders, not
seeing this as their domain but preferring to focus on
‘professional’ library issues.”

Providing opportunities to develop management skills
Acting or secondment opportunities
Mentoring
Involvement in professional associations
Management training

The Stepping into Management Programme
Aims:
•Inspire librarians to consider a career in library management
•Encourage individuals to take a proactive approach to their own development
•Increase the understanding of the skills required to become a successful library
manager

Three Groups of Servant Leadership
Relationship-building Actions
Listening – (to self and others)
Empathy – (understanding)
Healing – (search for wholeness of self and others)
Awareness – (of self and of others)
Future-oriented Actions
Persuasion – (building consensus)
Conceptualization – (dreams and of day-to-day operations)
Foresight – (intuitive ability to learn from past and see future consequences
of actions)

Examples of Balance
Paradoxes are not easy to balance. Here are a few examples…
Great Enough to be Without Pride
• Team gets the credit, you get the blame
Compassionate Enough to Discipline
• Must not be soft – set high expectations and follow through
Right Enough to Say, “I’m Wrong”
• Leaders make mistakes too, admit you are human
Wise Enough to Admit You Don’t Know
• Find out quickly, but do not mislead
Busy Enough to Listen
• Beware the busy manager – they do not lead

…at the top of our
pyramid in terms of priority
is our employees, and
delivering to them
proactive customer
service”.

Organisation Behaviour
Clarity on roles
Partnerships
Collective working
Human Factor focused
Citizen involvement

As a leader you continually
increase your ability to realize the
best in yourself and to bring out the
best in others

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