Discovering and

understanding
your leadership
role
“Leadership is not domination, but the art of
persuading people to work toward a common
goal.” – Daniel Goleman

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"If you are a leader, you should
never forget that everyone needs
encouragement. And everyone who
receives it – young or old,
successful or less-than-successful,
unknown or famous – is changed by
it."
– John C. Maxwell

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Self-introspection to
better understand
your leadership role

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What is a leader?

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 What is a leader?
 “… chooses to act consistently in a direction.”
 “… encouraging others to come along.”
 “… providing opportunities for others to
participate and join.”
 “… first in line to help.”
 “… looking for ways to improve a situation.”
 “… add in a substantial way to a conversation.”
 “… aware of those around them, and how they
can best serve them.”

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 What is a leader?
 “… organizes others.”
 “… not command by force but help their team
find their strengths and move forward smoothly.”
 “… brings out the best in people.”
 “… outlining plans and expectations.”
 “… accomplish large tasks with minimal
conflict.”

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 What is a leader?
 “… sets good example.”
 “… talk the talk and walk the walk.”
 “… have great communication skills, good
listener.”
 “… knowledgeable.”
 “… intangible characteristics and good
personality .”

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 Concepts to learn
 Definition of Leadership
Approaches to Leadership
Leadership Styles
Attributes for Effective Leadership
Competencies for Effective
Leadership
More Leadership Styles

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 What We Mean by “Leadership”

 “Leadership” is defined in many different

ways; however, many definitions of
leadership contain common elements.
 Cultural Intelligence (CI) is now considered
to be important in the leadership of
multicultural groups or in a global or
international setting.
 In definitions of leadership, please note that
influence is a common element.

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 Approaches to Leadership

Trait Approach
Behavioral Approach
Situational Contingency Approach
Reciprocal Approach

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 Trait Approach

Successful leadership is dependent upon

personal traits such as height, charisma,
intelligence, etc.
Focused on addressing the question
“what a leader is” or “who become
leaders.”

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 Behavioral Approach

Focuses on, “what a leader does,”

instead of, “what a leader is.”
Leadership can be learned through
education, training, life, work
experience, etc.

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Situational Contingency
Approach
The context of the situation
determines the leadership style
used.
The central point of the
contingency approach is that the
leadership style needed would
change with the situation.

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 Reciprocal Approach

Leadership is a relational and shared

process that includes a strong emphasis on
followership.

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Full Range Leadership Theory
(FRLT)

Leadership is described as the ability to turn

vision into reality
FRLT includes three types of leadership
behavior: 1. transformational,
2. transactional, and
3. non-transactional laissez-faire

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 Goleman’s Six Leadership Styles

 Coercive
 Authoritative
 Affiliative
 Democratic
 Pacesetting
 Coaching

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 Emotional Intelligence

Self-awareness
Self-management
Social awareness
Relationship management

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 Coercive

Demands immediate compliance

“Do what I tell you”
Negative long-term impact

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 Authoritative

Mobilizes people toward a vision

“Come with me”
Long-term impact is positive

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 Affilliative

Creates harmony and builds emotional

bonds
“People come first”
Long-term impact is positive

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 Democratic

Forges consensus through participation

“What do you think?”
Long-term impact is positive

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 Pacesetting

Sets high standards for performance

“Do as I do, now”
Long-term impact can be negative or
positive

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 Coaching

Develops people for the future

“Try this”
Long-term impact is positive

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 Leadership & Temperament
 Efforts that intended to isolate specific personal traits as
determinants of leadership abilities in the early years of
leadership research led to the conclusion that no single trait
separates leaders from non-leaders.
 Various studies have suggested that people of various characters
and personalities all have the potential to become effective
leaders.

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 Keirsey Temperament Sorter
Keirsey Temperament Sorter II
– Consists of 71 questions
– Self-scoring questionnaires designed to identify 16
personality types within four temperament types
– Temperament types: Artisans, Guardians, Idealists,
Rationals
www.keirsey.com

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 KEIRSEY TEMPERAMENT
SORTER
SIXTEEN TYPES BASED ON FOUR PAIRS OF
LETTERS
– E/I (Extrovert/ Introvert)
– S/N (Sensing/ Intuitive)
– T/F (Thinking/ Feeling)
– J/P (Judging/ Perceiving)

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Keirsey Temperament Sorter

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TEMPERAMENT TYPES

Idealists

Rationals

Artisans

Guardians

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 Attributes for Effective
Leadership
 Character  Empower
 Integrity  Courage
 Vision  Insight
 Passion  Humility
 Credibility  Sense of humor
 Positive self-esteem  Emotional
Intelligence

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 Competencies for Effective
Leadership
Key competencies for effective leadership include:
– Creating and inspiring a shared vision
– Communicating
– Diagnosing problems
– Problem solving
– Adapting

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 Leadership Styles

“Becoming a leader is synonymous with

becoming yourself. It’s precisely that
simple, and it’s also that difficult.”
- Warren Bennis

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 The Blake-Mouton Model
Focus is on high/low production and concern for
people
Types of Leadership
– Task (9/1)
– Country Club (1/9)
– Impoverished (1/1)
– Middle Road (5/5)
– Team (9/9)

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Blake-Mouton’s Managerial Grid

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 The Lorenzi-Riley Model

On-the-job retirees
Whip crackers
Schmoozers
Team builders

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 Theories X, Y, & Z
Theory X- The X-oriented leader tends to be
dictatorial and autocratic, and feels the need to
compensate for the member’s shortcomings.
Theory Y- The leader’s role is one of
capitalizing on the strengths of the members, and
has a participative leadership style.

•Theory Z- implies that changing goals must be

included in the organization, and that productivity and
rewards are not the only objectives of members.

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Leadership Styles

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Did you understand your
leadership role better?
“A leader is someone you chose to
follow to a place you wouldn’t go by
yourself.” - Joel Barker

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Kahoot quiz.

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Earn up to 5 extra
credit on your next
assignment. Join
the Kahoot quiz.

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You need a smartphone or
tablet or laptop computer with
Internet connection.

Go to kahoot.it. Enter game pin.

Enjoy the quiz.

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Answer 5 questions correctly
and as fast as you can. Two
crucial factors: correctness of
answer and speed of pressing
the correct choice.

The number of your correct

answers will be your extra
credit.

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