@s At the end of the le Chapter 2. Leadership Attributes Leade hip is a vital management function that helps to direct an organization's resources for improved efficiency and the achievement of goals. Great leaders understand that the right attitude will set the right atmosphere. Leaders’ attitudes may influence teams’ thoughts/behavior. Leaders should model the behavior that they want to see in team members. Leaders with a positive attitude knowing that there is always more to learn/space to grow. This chapter will educate you on the significance of a person's character to become successful in leading. This will tackle different topics such as the significance of self-control in leadership, ethics in leadership, how to become an ethical leader, and the impacts. It will also discuss the 4-v model of ethical leadership, the different leadership styles, and how narcissistic leadership destroys leaders. These are all geared toward imparting everyone the necessary knowledge of what it is to become a leader. LEARNING OUTCOMES son, the students can: 1. articulate what \dership attributes and their different qualiti 2. distinguish leadership characteristics and style; 3. explore the difference between traits, skills, styles, and intelligence of leadership; 4. elaborate ethical leadership; and 5. examine how ethics, morals, and values relate to leadership dilemmas.; ® Oo WY B. TIME ALLOTMENT rrr 4 sessions (1 2 hr./session) C. DISCUSSION Leaders do not command excellence; they build excellence. Excellence is “being all you can be” within the bounds of doing what is right for your organization. To reach excellence you must first be a leader of good character. You must do everything you are supposed to do. Excellence starts with leaders of good and strong characters who engage in the entire process of leadership. And the first process is being a person of honorable character.Character develops over time. Many think that much of a person's character is formed early in life. However, we do not know exactly how much or how early character develops. But, it is safe to claim that character does not change quickly. A person's observable behavior is an indication of his or her character. This behavior can be strong or weak, good or bad. A person with strong character shows drive, energy, determination, self-discipline, willpower, and nerve. He/She sees what he/she wants and goes after it. He/She attracts followers. On the other hand, a person with a weak character shows none of these traits. He/She does not know what he/she wants. His/Her traits are disorganized; he/she hesitates and is inconsistent. He/She will attract no followers. Example: A strong person can be good or bad. A gang leader is an example of a strong person with a bad character, while an outstanding community leader is one with both strong and good characteristics. An organization needs leaders with both strong and good characteristics — people who will guide them to the future and show that they can be trusted. Leadership attributes are the inner or personal qualities that constitute effective leadership. These attributes include a large array of characteristics such as values, character, motives, habits, traits, style, behaviors, and skills. Attributes Attributes establish what leaders are, and every leader needs at least three of them (U.S. Army Handbook, 1973): A. Standard-Bearers Establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization. What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing than by listening. And in fast-moving situations, examples become a WPU-QSF-ACAD-824 Rev. 00 (09.15.20)certainty. Being a standard-bearer creates trust and openness in your followers, who in turn, fulfill your visions. B. Developers Help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced. Followers who work for leaders who develop them know that they can take risks, learn by making mistakes, and win in the end. C. Integrators Orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense of where problems will occur and make their presence felt during critical times. They know that their followers do their best when they are left to work within avision-based framework. SIGNIFICANCE OF SELF-CONTROL IN LEADERSHIP “He who is slow to anger is better than the mighty and he who rules his spirit, than he who captures a city.” Proverbs 16:32 For leadership the same principle holds true. Leaders being influential individuals within the organization and having the greatest impact on the lives of their people must learn and exercise self-control. Leaders are gaining people’s trust, power, and respect when they exemplify self-control. The more power a leader has, the greater the confidence, influence, and respect people will have for him. LEADERSHIP TRAITS If you describe a leader, he or she can prove to be a creator of the difference between success and failure. A good leader has a futuristic vision and knows how to turn his vision into success whether you're just starting as a leader, or have been leading for a while, you will certainly benefit from WPU-QSF-ACAD-82A Rev. 00 (09.15.20)understanding the basic characteristics that all great leaders have. The role of a manager or boss transcends productive and efficient leaders. We also found a way to achieve the perfect blend of charm, passion, and self-assurance. Itmay seem as if some people are born with leadership skills, but with time and practice the reality is most leadership characteristics can be trained, adopted, and strengthened, As we delve into the list of effective leadership traits, you will learn the behaviors and attitudes of a good leader. “A leader is one who knows the way, goes the way, and shows the way.” John C. Maxwell Let us take a close look at some of the important qualities of leadership, that separate good leaders from bad ones. You must have all these qualities to become a good leader, but if you lack some of these qualities, then you might struggle to make the mark in the leadership world. Honesty and Integrity You can’t expect your followers to be honest when “The supreme quality of leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a you lack integrity yourself. Honest leader succeeds when they stick to their word, live by their core values, lead by example, and follow through. football field, office.” Dwight D. Eisenhower 34th President of United States Integrity is the cornerstone of all other leadership qualities. Leaders succeed when they stick to their values and core beliefs this will not be possible, without ethics. There are many things to look for in people with integrity, including: ° Apologizing for mistakes Highlighting the work of their employees and downplaying their own contributions Giving the benefit of the doubt when circumstan Being appreciative of people's time are unclear Confidence To be an effective leader, you should be confident enough to ensure that WPU-QSF-ACAD-824 Rev. 00 (09.15.20) in an army, or in anothers follow your commands. If you are unsure about your own decisions and qualities, then your subordinates will never follow you. As a leader, you must be radiating with confidence, and display some assertiveness to gain the respect of your subordinates. This does not mean that you should be overconfident, but you should at least reflect the degree of confidence required to ensure that your followers trust you as a leader. 3. Inspire Others Probably the most difficult job for a leader is to persuade others to follow. It “If your actions inspire can only be possible if you inspire your others to dream more, learn followers by setting a good example. more, do more and become When the going gets tough, they look up more, you are a leader. to you and see how you react to the situation. If you handle it well, they will follow you. As a leader, should think positive and this positive approach should be visible through your actions. Stay calm under pressure and keep the motivation level up. If you are successful in inspiring your subordinates, you can easily overcome any current and future challenge. John Quincy Adams 4. Commitment and Passion Your teams look up to you and if you want them to give them their all, you will have to be passionate about it too. When your teammates see you getting your hands dirty, they will also give their best shot. It will also help you to gain the respect of your subordinates and infuse new energy into your team members, which helps them to perform better. If they feel that you are not fully committed or lack passion, then it would be an uphill task for you as the leader to motivate your followers to achieve the goal. Good Communicator Asa leader you must clearly communicate your vision to your team and tell them the strategy to achieve the goal, it will be very difficult for you to get the results you want. Simply put, if you are unable to communicate your message effectively to your team, you can never be a good leader. A good communicator can be a good leader. Words have the power to motivate people and make them do the unthinkable. If you use them effectively, you can also achieve better results. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)6. Decision-Making Capabilities Apart from having a futuristic vision, a leader should have the ability to take the right decision at the right time. Decisions taken by leaders have a profound impact on the masses. A leader should think long and hard before taking a decision but once the decision is taken, stand by it. Although most leaders take decisions on their own, it is highly recommended that you consult key stakeholders before taking a decision. After all, they are the ones who will benefit or suffer from your decisions Accountability When it comes to accountability, “A good leader takes you need to follow the approach little more than his share highlighted by Arnold H Glasow of the blame and little when he said, “A good leader takes less than his share of the little more than his share of the blame credit.” and little less than his share of the Arnold H. Glasow credit.” Make sure that every one of your subordinates is accountable for what they are doing. If they do well, give them a pat on the back but if they struggle, make them realize their mistakes and work together to improve. Holding them accountable for their actior s will create a sense of responsibility among your subordinates and they will be more serious about the organization. 8. Delegation and Empowerment You cannot do everything, right? It is important for a leader to focus on key responsibilities while leaving the rest to others. Empower and delegate the duties to your follower. When you try to micromanage your subordinates, it will develop a lack of trust and more importantly, you will not be able to focus on important matters, as you should. Delegate tasks to your subordinates and see how they perform. Provide them with all the resources and support they need to achieve the objective and give them a chance to bear the responsibility. ©. Creativity and Innovation In order to get ahead in today’s fast-paced environment, a leader must be creative and innovative at the same time. Creative thinking and constant innovation are what make you and your team stand out from the crowd. WPU-QSF-ACAD-82A Rev. 00 (09.15.20)10. 1 12. Think out of the box to come up with unique ideas and “Innovation distinguishes turn those ideas and goals between a leader and a follower.” into reality. Steve Jobs Empathy Leaders should develop empathy with their followers. Unfortunately, most leaders follow a dictatorial style and neglect empathy altogether. Due to this, they fail to make a closer connection with their followers. Understanding the problems of your followers and feeling their pain is the first step to becoming an effective leader. Even that is not enough until you work hard and provide your followers with a suitable solution to their problems. Resilience When the going gets tough, the tough get going. You might have heard this adage many times, but did you know that great leaders also follow this rule? They are resilient and have a positive attitude. Irrespective of how difficult the circumstances might be, you will find them rallying their followers. While most people are busy complaining about the problems, great leaders always focus on solutions, not the problems. Emotional Intelligence Good leader always have a higher influence. But how do they increase their influen to the point where people accept what they say? They do this by connecting with people emotionally. That is where emotional intelligence comes into play. Here are some of the reasons why a leader should be emotionally intelligent. © Manage emotions effectively © Better social awareness © Seamless communications © Conflict Resolution With emotional intelligence, leaders can control their emotions, which prevents negative emotions from influencing their decision-making skills. As a result, they are less likely to make hasty decisions. Moreover, emotionally intelligent leaders are great at understanding emotions and care about the feelings of others. That is not all, leaders who have this leadership quality not only handle conflict in a better way but also play an important role in conflict resolution. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)13. 14. 15. Humility How would you feel when you are promoted to leadership status? You will feel proud. A good leader is always selfless and always thinks about his or her followers. That is why the leadership styles most great leaders adopt put lots “Pride makes us artificial and humility makes us real.” ‘Thomas Merton of emphasis on problem-solving and team dynamics instead of focusing on self-promotion. Transparency One of the best ways to win the trust of your followers is by being transparent. Instead of hiding information, you should openly share it with them. By giving visibility to your followers, they will buy into your vision and support you with conviction in achieving the goal. More importantly, it gives your followers clarity, and autonomy, and makes them feel more empowered while keeping them engaged. Vision and Purpose Good leaders always have a vision and purpose. They not only visualize the future themselves but also share their vision with their followers. When their followers were able to see the big picture, they can see where they are heading. A great leader goes above and beyond and explains why they are moving in the direction they are moving and shares the strategy and action plan to achieve that goal. “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” Jack Welch Ethos is the spirit and moral nature of a community or individual. It is derived from the Greek word for the character, which is the trustworthiness or credibility of a person. Ethos forms the guiding beli 's of the person or WPU-QSF-ACAD-82A Rev. 00 (09.15.20)community, which in turn, builds the codes of ethics that guide the community or organization in its behavior. Thus, ethos resides within the person, while ethics are displayed in words, symbols, and actions. If the leaders’ “An ethical leader is someone who ethos is of good lives and dies for integrity. Doing the character, it — builds right thing, even when it hurts, is the esprit de corps (moral); ethical leader's mantra.” if it is bad, morale suffers. It has this Heather R. Younger Founder of powerful effect because Customer Fanatix it establishes the way workers interact with each other and the degree of responsibility they have to achieve the organization's goals and objectives. Ethics in Leadership Ethics is about the types of values and morals that a person or a community finds acceptable or necessary. In addition, ethics is concerned With the morality and actions of individuals. They look to leaders when it comes to ethics to lead on ethics and take responsibility for both good and bad resull Ethically leading leaders are role models, promoting the value of ethical standards, keeping their people accountable for those principles, and crucially-designing environments in which others work and live, It has been shown that ethical leadership produces-a variety of positive results and reduces the risk of many negative results. Thus, leadership can be the most effective tool in an ethical system designed to support ethical behavior. Ethical leadership is leadership motivated by respect for ethical beliefs and values, and other people's integrity and rights (Watts, 2008); It is therefore related to values such as honesty, sincerity, care, beauty, and fairness (Brown, M. et a1, 2005). The Warrior Ethos Law enforcement is undoubtedly a culture, and as a professional culture, they already identify and accept the values of loyalty, duty, respect, service, honor, integrity, and courage. As a culture, however, what was not done is successfully codify these values into a universally accepted and WPU-QSF-ACAD-82A Rev. 00 (09.15.20)trainable doctrine. This is where the development of a defined Police Ethos is needed. By translating the cultural value set into a short series of affirmative statements that describe who they are, they can reinforce those values in each officer at a personal level. Officers can read or hear these statements, stand straight, square their jaws, and say, "This is who I am." A codified ethos is not a unique concept. The Army has had an explicit Warrior Ethos for decades. The question has been asked, however, if such a defined ethos is needed in a modern age. Do advancing technologies, new policing strategies based on social sciences, or changes in societal values relegate a defined ethos to history? In 1999 Major David Buckingham asked that very question. In his study "The Warrior Ethos,” Buckingham studied the Army to determine if any specific traits existed that were unique to the military and separated their culture from the remaining civilian population. His research identified five specific traits that he called "warrior distinctive": Discipline: the controlled behavior resulting from training and a state of order based on submission to rules and authority. Cohesion: the process of two or more elements cohering and the result of two or more elements that are held together. Sacr or toa cause. ice: The willingness to give up a part or all of one's self to others Strength: The ability to resist stress or strain. Authority: The right or power to give commands, enforce obedience, or take action. Authority may be legal or moral. It takes little effort or imagination to see how each of these "distinctive" applies to law enforcement culture. Taken individually, these traits exist to varying degrees in many cultures, but taken as a whole they separate the police profession — and its officers — from the larger civilian population. Based upon this, it is clear that a dedicated and defined ethos remains both valid and necessary for defining and training an ethical law enforcement organizational culture. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)Sharing identical distinctive, there is no need not to search long or hard to find an ethos. Adapting the Army's Warrior Ethos is an easy way to take what has been proven historically successful and format it to meet their own cultural needs. I Will Never Fail My Fellow Officer HOW TO BECOME AN ETHICAL LEADE! The following will guide leaders to be ethically aligned: a. Define and Align Your Values Consider the morals you were raised with: “treat others how you want to be treated” or “always say thank you,” or “help those who are struggling,” etc. WPU-QSF-ACAD-82A Rev. 00 (09.15.20)But as you evolve, and as society progresses, traditions alter, often causing changing values. Ask yourself what matters to you as a person, and then align that with your leadership goals. It not only reflects your honesty in describing your beliefs, but it also inspires your colleagues to do the same, building a shared visi staff. * on for all b. Champion the Importance of Ethics An ethical leader's job is to focus on the overall significance of ethies, including ethical standards and other ethical issues, and how those factors influence society. As an ethical leader, educating peers about ethics is crucial, particularly in cases where they face an ethical issue at work. ¢. Promote Open Communication Each subordinate is different although they share similarities. Be open with every decision you make, and seek input from your team. It makes you become a better leader and helps you feel more comfortable in expressing your thoughts or concerns with your subordinates. Collecting input from your team will help you improve as a leader and will push the organization forward. Good ethical practitioners tend to be good communicators. Individuals interact differently. Some may feel comfortable speaking in public, irrespective of staff or circumstance, while others may refuse to talk with a leader due to fear, anxiety, or simply not knowing how to express what they are trying to say. They could speak better via email, rather than in person. Communicating with each member of the team is an ethical leader's task but also allows for open conversation, as some people may have questions and concerns that need to be answered. Creating camaraderie with your team is vital to the leaders. Relationships of quality appear to be founded upon honesty, justice, dignity, transparency, compassion, and respect. d. Beware of Bias ‘As people, many of us have antiquated or mistaken convictions, subconscious or otherwise. Every leader wants to admit to their shortcomings but failure to practice self-awareness will lead to detrimental effects. Everyone has prejudice, but you haven’t been called on for the longest time, because you've never really been tested. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)Leaders need to look at themselves and be honest in fact =| (en having prejudices that can aC interfere with the feeling of ease ONES at the work of another person. For you to build and maintain better relationships with your subordinates, be an open- fie) minded leader. Lead By Example Leading by example is a noble attribute of a leader. The best way to ensure an ethical organization is to lead by example. It is important to remember as an ethical leader, that actions always speak louder than words. People are more likely to judge others, rather than what they say, based on how they behave. Ethical leaders may begin to earn the respect of their peers by practicing and demonstrating the use of ethical, truthful, and unselfish conduct to subordinates. f. Find Your Role Models In history, there are many leaders, doing a little study of strong, powerful leaders, and trying to identify what they are doing well. Then incorporate it into their own style of leadership. g. Care for Yourself So You Can Care for Others As the saying goes, “You can’t pour from an empty cup.” The cornerstone for strong leadership is to have a calm and competent disposition. This can be done by ensuring that you, as a person, are focused on fulfilling your own needs such as sleep, nutrition, and a true relationship with loved ones. Itmay seem easy to devote time to self-care, but ultimately it’s crucial to improving your leadership abilities. The leader who is happy and satisfied with life leeks peace and fulfillment for those they lead. Other than doing, internalizing, and applying the mentioned guide, one thing that every one MUST remember is the five principles of Ethical Leadership. WPU-QSF-ACAD-82A Rev. 00 (09.15.20)Ethics has to be right at the core of each leader. If you don’t have it, you are not fit enough to be a leader. In regard to leadership, ethics is concerned with what leaders do and who leaders are. Most of us take this topic for granted, thinking that we naturally understand this topic. However, each person’s understanding and level of understanding could be different from one another. The following five principles provide a common basis to think and act upon this topic in the workplace. a. Ethical Leaders Respect Others Every religion teaches us how to respect others. Therefore, if you are a spiritual person, this is part of your character. However, in the context of leadership what exactly does it mean? Respect means that a leader listens closely to followers, is empathic, and is tolerant of opposing points of view. Every individual needs to value the differences between each individual and bear in mind that everyone is superior to others in some way. In other words, team members don’t have to be like you or you don’t have to be like them. Let each individual be themselves, and have their own values, needs, and purposes b. Ethical Leaders Serve others It is about a leader's altruistic behavior. They place their followers’ welfare foremost in their plans. In the workplace, this translates to activists such as mentoring, empowering, team building, etc. Ethical leaders have a deep understanding of each individual and make decisions pertaining to them that are beneficial and not harmful to their welfare. Ethical leaders must refrain from advancing their ambitions at the expense of team members. Ethical Leaders are Just Ethical leaders make fairness and justice a top priority to treat all of the team members in an equal manner. Equality is the core basis of any social group. As a rule, no one should receive special treatment or special consideration except when his or her particular situation demands it. In other WPU-QSF-ACAD-82A Rev. 00 (09.15.20)words, equality necessarily means that leaders apply the same set of actions to each individual. “Treat them all the same by treating them differently”. However, the basis for different treatments must be clear and reasonable and must be cons stent across all individuals. All in all, it all boils down to one golden rule which was there for many generations and taught in many religions “Do unto others as you would have them do unto you”. d. Ethical Leaders are Honest Again, if you are a spiritual person this must be in your blood. To be a good leader, one must be honest. Honesty is easier understood by understanding the opposite which is dishonesty. Dishonesty is a form of lying, a way of misinterpreting reality. Honesty is not only about saying the truth butalso about being open. Having said that, leaders still have to strike balance between when to say what. Because there could be sensitive information that could result in unintended consequences if it is disclosed at the wrong time or in the wrong way. Therefore, leaders have to be mature enough to handle information. In organizations, it goes further to behaviors such as: © Not promising what you can deliver © Not hiding behind spin-doctored ev: > Not suppressing obligations © Not evading accountability © Not accepting that the ‘survival of the fittest’ pressures of business release any of us from the responsibility to respect another's dignity and humanity al Leaders Build Community Leadership is a process whereby an individual influence a group of individuals to achieve a common goal. Defining the common goals requires the involvement of the entire community as these goals need to be compatible with everyone. Working towards these mutual goals changes both leader and team members and this change must have a positive impact on everyone. A positive impact is unique to each individual. An ethical leader is concerned with the common good, in the broadest sense. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)BIE F 1(0F LEADERSHIP Ethical leaders will help to build a healthy atmosphere through constructive partnerships at three levels: the individual, the team, and the organization at large. Nurturing connections at each of these levels will result inthe following outcomes and benefits: PDP The Well-Being of the Tem Orzanzaton Individual Individual A strong ethical Healthy Atmosphere leader has an important responsibility for maintaining a positive working environment. Ethical leaders leading by example should persuade others to do likewise. People are generally influenced by the things occurring around them. Good contact between colleagues can help to influence efficiency and attitude in the workpla 2. The Energy of the Team Ethical leadership can also include behavior control and cooperation within a team. In the workplace, morale usually is stronger when people get along with each other. When colleagues work as a team, this can help build relationships in the workplace and improve the group's overall performance. Strong leaders usually lead by example. The Health of the Organization The value of maintaining a positive mindset in the workplace has much to do with improving the organization’s overall health. When people are able to show respect for each other and value the views of others, this can help to create a productive work climate. There can be an ethical organization when people's groups work together in an atmosphere of mutual respect, where they can develop individually, build friendships, and contribute to the overall objective. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)MODEL OF ETHI: Mast he 4-V model aims to reconcile internal beliefs and values for the common good with external behaviors and actions. The four V’S stand for: Values Vision Voice 4-V Model of Ethical Leadership: Virtue fe_r These characteristics help to build a strong ethical leader. In the end, an ethical leader’s main goal is to create a world in which the future is positive, and inclusive and allows all individuals to pursue and fulfill their needs and fulfill their maximum potential. Values Formation in Leadership Values are not a subject that has been talked about so often but one that plays an important role in acts and performances. Because values are personal and not always clearly defined, they remain an essential but under- discussed and undervalued part of Who you are as an individual and as a leader. Everyone has values, and when clearly understood and established, they become much more important. To get the most out of what happens, the best initial step would be to identify your values and write down those that are most important to you. Reasons why Values Matter to Leaders 1. Values Guide Your Decisions You have a lot of decisions to make as a dictator, those that only affect you and those that impact many. others. Once you start with your principles, choices, big or small, can be taken faster, simpler, and with greater confidence. Go your choices against your merit scheme. It’s the best place to start. WPU-QSF-ACAD-82A Rev. 00 (09.15.20)2. Values Strengthen Your Ability to Influence If you associate with your beliefs, you are communicating with your passions. People are drawn to you when you speak with passion, they are more likely to hear your message and you will be more successful in persuading and influencing. Asa leader, it should be self-evident why this is vital to your values. 3. Values Create Clarity When you're happier your life is simpler in so many ways. Clarity helps you concentrate, make yourself more successful, and much more. One of the fastest ways in your life to achieve clarity is to be clear about your beliefs first. If you work from this point of departure all the other clarification advantages will follow. 4. Values Reduce Stress The majority of the people I know want less tension in their lives. It’s doubly important as a leader because your tension is infectious-it infects those around you. It’s easier to communicate when the choices are smoother, and you're clearer about issues that you will have less tension. In the past you may not have been talking about values in this way; but, living from your values is, indeed a great way to reduce stress. 5. Values Guide Your Actions Knowing and understanding your beliefs is one thing. Behaving according to them is another matter. This reality affects all the ideas that have been shared so far because all the advantages are achieved when you recognize and then act upon your beliefs. Of those advantages, this is the most practical. Your beliefs are what drive your actions. While it helps to define who you are, having clear beliefs can be so much more useful daily. It allows you to be a more successful, efficient, and confident leader by being clear on your values. Sit R aC Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. As seen by the personnel, it WPU-QSF-ACAD-82A Rev. 00 (09.15.20)includes the total pattern of explicit and implicit actions performed by their leader (Newstrom, Davis, 1993). ‘The first major study of leadership styles was performed in 1939 by Kurt Lewin who led a group of researchers to identify different styles of leadership (Lewin, Lippit, White, 1939). This early study has remained quite influential as it established the three major leadership styles: (U.S. Army, 1973): Authoritarian or Autocratic - the leader tells his or her followers what to do and how to do it, without getting their advice. Participative or Democratic - the leader includes one or more followers in the decision-making process, but the leader normally maintains the final decision-making authority Delegative or Laissez-Fair (Free-Rein) - the leader allows the followers to make the decisions, however, the leader is still responsible for the decisions that are made Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style, normally autocratic. POWER STYLE Autocratic Erereit Leader ‘Whole Group ‘Employees EMPHASIS: WPU-QSF-ACAD-82A Rev. 00 (09.15.20)Different Leadership Style 1. AUTHORITARIAN OR AUTOCRATIC LEADERSHIP This style is used when leaders tell their followers what they want to be done and how they want it accomplished without getting the advice of their subordinates. Some of the appropriate conditions to use this style are when you have all the information to solve the problem, you are short on time, and/or your followers are well motivated. Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats. This is not the authoritarian style, rather it is an abusive, unprofessional style called “bossing people around.” It has absolutely no place on a leader's list. I want both of you to.. The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your followers, then you should use the participative style. 2. PARTICIPATIVE OR DEMOCRATIC LEADERSHIP This style involves the leader including one or more followers in the decision-making process (determining what to do and how to do it). However, the leader maintains the final decision-making authority. WPU-QSF-ACAD-82A Rev. 00 (09.15.20)Using this style is not a sign of weakness, rather it is a sign of strength that members of the organization will respect. This is normally used when you have part of the information and have other parts. A leader is not expected to know everything—this is why you employ knowledgeable and skilled people. Using this style is of mutual benefit as it allows them to become part of the team and allows you to make better decisions. Let’s work together to solve this. . . Lewin's study found that participative leadership, also known as democratic leadership, is typically the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. In Lewin’s study, members in this group were less productive than the members of the authoritarian group, but their contributions were of a higher quality. Participative leaders encourage group members to participate but retain the final say in the decision-making process. Group members feel engaged in the process and are more motivated and creative. Democratic leaders tend to make followers feel like they are an important part of the team, which helps foster commitment to the goals of the group. This has also been called shared leadership. 3. DELEGATIVE OR LAISSE FAIRE LEADERSHIP In this style, the leader allows the followers to make decisions. However, the leader is still responsible for the decisions that are made. This is used when followers are able to analyze the situation and determine what needs to be done and how to do it. You cannot do anything! You must set priorities and delegate certain tasks. This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used. You two take care of the problem while Igo... WPU-QSF-ACAD-82A Rev. 00 (09.15.20)when you fully trust and have confidence in the people below you. Do not be afraid to use it, however, use it wisely. er faire) is the noninterference in the NOTE: Laissez-faire (or lais-s i er, to affairs of others. [French second person pl. imperative of lai let, allow + faire, to do.] In addition to the three styles identified by Lewin and his colleagues, researchers have described numerous other characteristic patterns of leadership. A few of the best-known include: 4. TRANSFORMATIONAL LEADERSHIP Is a leadership style that can inspire positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate. Not only are these leaders concerned and involved in the process; but they are also focused on helping every member of the group succeed as well. ‘These leaders are all about Transformational Leader making improvements and finding better ways to get things done. And SEE> Purpose Driven. Role Model as a result, theyinspire and ees empower other people to own their work and chime in with their how things could be streamlined or People oven, Genuineconeem™ aed, Under transformational leaders, people have plenty of Innovating. Challenges followers flexibility, as well as plenty of tobe innovative and creative . 5 breathing room to innovate and think outside the box. Components Bass also suggested that there were four different components of transformational leadership. 1, Intellectual Stimulation: Transformational leaders not only challenge the status quo; they also encourage creativity among followers. The leader WPU-QSF-ACAD-824 Rev. 00 (09.15.20)encourages followers to explore new ways of doing things and new opportunities to learn. 2, Individualized Consideration: Transformational leadership also involves offering support and encouragement to individual followers. In order to foster supportive relationships, transformational leaders keep lines of communication open so that followers feel free to share ideas and so that leaders can offer direct recognition of the unique contributions of each follower. Inspirational Motivation: Transformational leaders have a clear vision that they can articulate to followers. These leaders are also able to help followers experience the same passion and motivation to fulfill these goals 4. Idealized Influence: The transformational leader serves as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize his or her ideals. You Might Be a Transformational Leader If... © You look at every single existing process with a discerning eye and a strong sense that it could be better. © Youare always encouraging others to get outside their comfort zones and push their own limits. © You could burst with pride whenever you see a team member achieve something that was previously thought to be impossible. 5. CHARISMATIC LEADERSHIP This leadership style solely depends on the leader. Charismatic _ leadership _ is defined by a leader who uses his or her communication skills, persuasiveness, and charm to influence others. Charismatic leaders have the ability to... tees connect with people on a deep ise level. Leaders like these inspire, energize, and motivate the people working under them, and this technique is so successful that the Center for Association Leadership confesses that this style increases team morale and pushes them towards success. Charismatic Leadership Js Transformational Leadership WPU-QSF-ACAD-824 Rev. 00 (09.15.20)However, not everyone is naturally charismatic, but you can learn to bemore motivational and inspiring, which will help the people not just in your work life but also in your personal life. 6. STRATEGIC LEADERSHIP In Laymen’s terms, Strategic “Strategic leadership is the leadership is a manager or a team ability to influence others to member's ability to charter a vision voluntarily make decisions for the team and the company. that enhance the prospects When they envision the strategy, for the organization's long- they would easily persuade the term success.” other team members to follow the same strategy with the help of the Wikipedia Tight strategies and tools. 7. COACHING LEADERSHIP Coach-Style leadership is an effective method of taking your team forward. This is because a coach-style leader focuses in-depth on identifying and nurturing the strengths of each member of their team, instead of giving the same orders to everyone. ‘This strategy will enable the team m= ——<—<—<$<—$=—$=—$—= epee to work together Telling Mentoring Coaching through their own an Hereare the goals Inmyexperience... Now you know individual strengths || 34 implementation the goals for the rather than trying to || specifications for One thing you project .how do do something that || this project need to.consider you see yourself they are not || thisiswhatineed eaicneaenate comfortable with. || youto do. Thingsto watch You have done Coach-Style specifically cut forar.. this before. How ip is very lon-negotiable nee leadership is very || _Non-negotiab Call this person for similar to strategic || sore are the advice. What does and democratic || consequences of success look like leadership, but the || ‘lure. toyou? core focus of this strategy is to increase the growth and success of every individual employee. When the employees are groomed using this strategy and not forced to focus on similar skills and goals, an effective team is formed where every WPU-QSF-ACAD-824 Rev. 00 (09.15.20)employee has unique expertise or skillset, that can easily be used in different projects, as the leader sees fit. A manager like this will benefit the company and also help the employees improve their individual strengths by giving them new tasks, offering them guidance, or meeting them to discuss issues and offer valuable constructive criticism. To sum it all up, coaching leadership style is about certain key traits. Some of them are appended below: You can train subordinates effectively. You can resolve performance-related problems. Ifyou can't do it by yourself, you know someone who can lend support. Great at improving performance. Exceptional at motivating people. Harness creativity in newbies. 000000 Coaching leadership style is part of the ‘types of leadership styles’ hierarchy. These leaders are patient because they know that results are not achieved overnight. Coaching leaders are realists, as they are aware of uncertainty and adversity. 8. SERVANT LEADERSHIP Servant leaders are humble. They lead by PUL example and tend to put their 49.9) 4-55 LEADERS company and employees’ need ahead of personal agendas. These types of leaders are rare because they : practice power-sharing 2 Sor ee modes of authority. A servant leader will push you to new levels of skill, responsibilities, and vice versa ~ ie. if he/she sees the potential in you. cord eas eee eet In extreme cases, servant leaders are often seen as lacking authority. In this style of leadership, you as the leader are connected to your colleagues and employees. In return, your fellows reciprocate by demonstrating loyalty. WPU-QSF-ACAD-82A Rev. 00 (09.15.20)However, there is a thin line where servant leaders are often undermined by employees due to conflict of interests. To avoid employees “stepping over” you, make sure that you assert and exhibit authority. They have to know that you are still an officer who adheres to a protocol, thus their superior. 9. SITUATIONAL LEADERSHIP Situational leadership is a leadership style in which a leader adapts their style of leading to suit the current work environment and/or needs of a team. This style of leadership is not dependent on the skills of a leader; rather it is based on a leader's ability to adjust to the requirements of a team or organization in order to be a better and more effective leader. This leadership style may also be referred to as "Situational Leadership Theory" or the "Situational Leadership Model” and was originated by Ken Blanchard and Paul Hersey during the development of the book, Management of Organizational Behavior. According to Blanchard and Hersey, a situational leader may use one of the following leadership behavioral styles depending on the situation: a, Telling. This style is when a team igh Leadership Styles requires close supervision and constant guidance. Leaders using a telling style may make all of the decisions and then communicate these decisions to the team. The telling style is most commonly used when repetitive results are needed or when a team is at the novice level. Supportive Behavior b. Selling. This type of leadership is typically used when a team or employee is unmotivated to perform a task or job duty. Low ———— Directive Behavior —————» High c. Participating. The participating a behavioral leadership style is most commonly used when a team is competent in particular tasks but does not have the willingness or Development Level ofthe Individual WPU-QSF-ACAD-82A Rev. 00 (09.15.20) Developed. <— pevelopingconfidence needed to complete them. d. Delegating. The delegating leadership style is when a team is efficient and effective at their jobs and requires little guidan No particular style is considered to be the best for a leader. Rather, a leader using a situational style of leadership will use whichever style is best suited to a situation. (Note: To form a better understanding of the "Situational Leadership Model” go to this link https://en.wikipedia.org/wiki/Situational_leadership_theory.) What do situational leaders do? A leader implementing a situational style of leading will evaluate an organization or team and adjust their way of leading to meet the particular needs of the team or organization. Situational leader implements adaptability and flexibility into their leadership and regularly assesses the situation to ensure they are leading in the most appropriate and successful way. ‘A true situational leader is able to successfully assess their team and implement various leadership styles to meet the needs of the team in each situation. These leaders offer support where needed and encourage growth and independence among their teams to promote increased productivity and su Overall, itis a very dynamic leadership style because you must change your behavior, address situations differently, and make decisions at the right time. 10, PATERNAL MATERNAL LEADERSHIP STYLE The term: Paternal refers to a male figure in a leadership position. Maternal denotes female leaders. The authority comes with the ability to play both paternal and/or maternal roles. Often, subordinates envision their leader as a leading ‘fatherly’ or ‘motherly’ figure in an organization. Paternalistic and maternalistic leadership is very progressive and successful in countries where we have a joint family system. As this style of leadership can take advantage and survives under varying conditions against WPU-QSF-ACAD-824 Rev. 00 (09.15.20)odd forms of adversity, you can expect such leaders to “lead” and last for a long time. 11. THE BUREAUCRATIC LEADERSHIP STYLE Bureaucratic leadership is an amazing leadership style that runs on the condition that everyone plays “by the book”, ‘The focus of the leaders using this leadership style is on the roles within the ranks of the company and making sure that each employee of the company has fixed roles and responsibilities. These rules and roles might have been laid down decades ago, but as a true bureaucratic leader, you are bound to follow the examples of your predecessors, as they were successful in using these rules. This leadership style can be used in areas where there is little room for flexibility and there's a lot at stake when anything goes bad. 12. VISIONARY LEADERSHIP Originally coined by Daniel Goleman, who researched emotional intelligence, the term “visionary leadership” applies to people who have often bold ideas about how the world and how various facets and functions of it should be. It’s possible to be a visionary without having a formal leadership role, but many visionaries do inspire others to follow their ideals and help them accomplish these goals. By definition, visionary leaders are not satisfied with the status quo and instead see better ways of doing things. They have a picture of what the future could look like and want to make it so. As the name suggests, these leaders are motivated by the end result., we do Why is visionary leadership important? Visionary leaders are not perfect; in fact, sometimes, their so-called visions are not practical. However, there is an important place for the leadership style. Visionary leadership causes change to occur, often bettering organizations, practices, people, and even the world. And change must oceur to keep society moving forward and evolving. Moreover, they inspire others to work toward a purpose and find meaning and purpose in their work, goals, and ideals. These are the people who create new innovations and find solutions to problems, which the world needs. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)13. PACESETTING LEADERSHIP Pacesetting leadership, as the name implies, focuses on the leader setting the pace for the organization by adopting a “Do as I do. Now.” approach. Team members watch the pacesetting leader and his or her speed, performance, and quality of work. The same output is expected from the team since the pacesetting leader sets an example for others to follow. As the team performs, trouble looms if the end-product is not provided by the stated deadline and doesn’t meet the leader's high expectations. Results are what counts in the end. A pacesetting leader is guided by the principle of not assigning a task to an incapable employee. In ¢ ‘ : other words, this leader won't Mrs S.A, Gieme give an employee more than Pacesetting Leadership he or she can handle. Therefore, the leader believes that it’s fair to either swoop in and take over from an employee who is failing or fire that employee on the grounds of incompetence. mms! ADVANTAGES Baa sro wa. srs cms Feces awconornnets | cneneorn What does the word nahn pacesetting mean? ste ciao The word pacesetting i means ™ “A person, group, or organization that is the most progressive or successful and serves as a model to be imitated.” ™ “Apperson or thing that sets the pace, as in racing.” on out andi JHB ER While the proper leadership style depends on the situation, three other factors also influence which leadership style to use. 1. The manager's background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? 2. The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary WPU-QSF-ACAD-824 Rev. 00 (09.15.20)depending upon the individual employee and what he or she will respond best to. 3. The organization. The traditions, values, philosophy, and concerns of the organization institution will influence how a manager acts. Forces Influencing Leadership Styles A good leader uses all three styles, depending on what forces are involved between the followers, J the leader, and the Participative? Delegative? ‘Combination? Forces situation. Some examples include: Using an authoritarian Situation y style on a new employee who is just learning the job. The leader is competent and a good coach. The Leader employee is motivated Forces to learn a new skill. ‘uation is a new environment for the employee. Follower The s Using a participative style with a team of workers who know their jobs. The leader knows the problem but does not have all the information. The followers know their jobs and want to become part of the team. Using a delegative style with a worker who knows more about the job than you do. You cannot do and know everything and the employee needs to take ownership of her job. Besides, this allows you to be more productive. Using all three styles: Telling your followers that a procedure is not working correctly and a new one must be established (authoritarian). Asking for their ideas and input on creating a new procedure (participative), Delegating tasks to implement the new procedure (delegation). Forces that influence the style to be used include: © Amount of time available © Are relationships based on respect and trust or disrespect? © Who has the information—you, the followers, or both? WPU-QSF-ACAD-824 Rev. 00 (09.15.20)© How well your followers are trained and how well you know the task © Internal conflicts ©. Stress levels. © Type of task, such as structured, unstructured, complicated, or simple? © Laws or established procedures, such as OSHA or training plans LONE U ILL ORY CO) BAAN A832 In 1958 Tannenbaum and Schmidt (1973) expanded on Lewin, Lippit, and White's three leadership styles by extending them to seven styles and placing them on a continuum as shown in the diagram below: Tannenbaum and Schmidt L Continuum of Leadership 1 ‘Manager-centered leadership Subordinate-centered leadership Imanoger ManagerselsMenoger Manager Manager Manoger ks Manager rakes deciion dechion ons presenesiéeas presents presents oroupte moke lows tom 0 Bucinstoy seag”” P'Sites tonetve problems gets Gectionwithn develop bout awestonsjrom ‘dechon —“sggestans_theimts he? options & Seog” sanjecet>thenmaverthe ""shesetr” ese on henge deco actions defined symandger Teh so coe tons tutor2u Continuum of Leader Behavior or Style Notice that as you go from left to right, it moves from manager- oriented decision making to team or subordinate-oriented decision making, thus the team’s freedom increases while the manager's authority decreases. Depending upon the present level of your team's experience and skills, you select a starting point and as the team grows and develops, you move on to the next one: © The manager makes the decision and announces it ~ The team has no role in the decision-making role. Coercion may or may not be used or implied. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)© Manager “Sells” decision — Rather than just tell, the manager needs to sell the decision, as there is a possibility of some resistance from team members. © The manager presents ideas and invites questions ~ This allows the team to get a fuller explanation so they can gain a better understanding of what the manager is trying to accomplish. © The manager presents a tentative decision that is subject to change - This action invites the team to have some influence regarding the decision; thus, it can be changed based on the team's input. © The manager presents the problem, gets suggestions, and then makes the decision — Up to this point the manager has always presented the decision, although the last style allows it to change based upon the team's input. Now the team is free to come up with options, however, the manager still has the final say on those options. © The manager defines limits, and requests the team to make a decision ~ The manager delegates the decision-making to the team; but instills specific limits on the team's solution. © The manager allows the team to function within limits - Now the team does the decision-making, however, the manager's superior may have placed certain limits on the options they can make. If the manager sits in on the decision making, he or she attempts to do so with no more authority than the other members do. Basically, the first two styles or behaviors are similar to the authoritarian style, the next three are similar to the participative style, and the last two are similar to the delegative style. This approach gives the leader more options that can be refined to specific situations or environments. MAJOR BEHA\ 5+2 Major Behavior Patterns of Leaders This describes seven behavior patterns or styles of leaders, including Social Leader as described by Howell and Costley (2001). Together, Howell and Costley (2001) wrote the first five styles. Shortly after their work was published, Costley passed away. Howell then went on to list two new ones (King, 2001): WPU-QSF-ACAD-82A Rev. 00 (09.15.20)+5 Supportive Leader - Supports and helps with team members’ development, shows consideration, and is people-oriented. Directive Leader - Delegate tasks to new team members and use them when a culture or situation prefers that the status be well defined. Participative Leaders - Involve team members in decision-making by using different approaches depending on the situation; listening to di voices, and then creating an alliance. Reward and punishment leaders - Recognize and reward followers; provide punishment when required (normally in the form of counseling). Charismatic Leaders - Have a strong effect on followers by appealing to their emotions, aspirations, needs, and values. +2 Boundary Spanning Leader - Build networks for the team by representing the team with higher-ups and connecting them with other groups. Social Leader - Build and forge so exchanges ‘The authors note that these are not styles in which a leader normally operates out of one mode, but rather the leader fits one of the above seven styles to fit the situation and the characteristics of his or her team to achieve the best outcome. Thus, they are behavioral patterns that good leaders know how and when to operate. The last two leadership behaviors, Boundary Spanning Leader and Social Leader fall under what is known as distributed leadership, in that leadership is shared through the interactions or social exchanges of the leader, followers, and the situation. Thus, rather than being a directive or linear form that travels from the leader to the followers, it is a horizontal network composed of the entire team in which the leader uses feedback from. all when faced with a decision. Courage - not complacency - is our need today. Leadership - not salesmanship. John F. Kennedy WPU-QSF-ACAD-824 Rev. 00 (09.15.20)To be an effective leader, your followers must have trust in you and they need to be sold on your vision. Korn-Ferry International, an executive search company, performed a survey on what organizations want from their the respondents said they wanted people who were both ethical and who convey a strong vision of the future. In any organization, a leader's actions set the pace. This behavior wins trust, and loyalty, and ensures the organization's continued vitality. One of the ways to build trust is to display a good sense of character composed of beliefs, values, skills, and traits (U.S. Army Handbook, 1973): Beliefs are the things we hold dear to us and are rooted deeply within us. They could be assumptions or convictions that you hold true regarding people, concepts, or things. They could be the beliefs about life, death, religion, what is good, what is bad, what is human nature, ete. Values are attitudes about the worth of people, concepts, or things. For example, you might value a good car, home, friendship, personal comfort, or relatives. Values are important as they influence a person's behavior to weigh the importance of alternatives. For example, you might value friends more than privacy, while others might be the opposite. Skills are the knowledge and abilities that a person gains throughout life. The ability to learn a new skill varies with each individual. Some skills come almost naturally, while others come only by complete devotion to study and practice. ‘Traits are distinguishing qualities or characteristics of a person, while character is the total of these traits. There are hundreds of personality traits, far too many to be discussed here. Instead, we will focus on a few that are crucial for a leader. The more of these you display as a leader, the more your followers will believe and ‘trust in you. Nareis ism is the part of an individual's personality that seeks attention and approval. It is the aspect within people that causes them to brag and seek to be the center of attention from time to time. Everyone exhibits some degree of narcissism. However, extreme narcissists are the ones who seem to constantly brag and constantly need to be the center of attention. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)Leaders should not ignore people in their organizations who appear to be extremely narcissistic, because these people usually have self-serving agendas. This may be in opposition to or a detriment to an organization’s mission and the morale of staff (Grijalva, Harms, Newman, Gaddis, & Fraley, 2015). It can also lead to an “us” versus “them” mentality, which can prove counter-productive to effective policing initiatives. Leaders, including those in public safety fields such as law enforcement, fire services, and emergency medical services, must be aware of their narcissistic tendencies and pay attention to others who seem to have extreme narcissistic personalities. Characteristics of Narcissists Extreme narcissists usually make an extraordinarily good first impression. They are very conscious of their appearance and how they appear to others. They excel at using charisma to impress and often manipulate and dominate discussions. This is a strategy to keep the focus on themselves (Hammond, 2016). However, what you hear them say about themselves is not necessarily true. The phrase “what you see is not what you get” often applies to these individuals (Maccoby, 2000). ‘An extreme narcissistic individual believes he or she does not need anybody's ass |s typically attempt to portray themselves as capable, determined individuals. This may be partially true; however, the extreme narcissist will stop at nothing to succeed, even if it is at the expense of the organization or others (Grijalva et al., 2015). stance to succeed or excel. Such individua Overbearing narcissistic leaders generally lead by fear and so they seldom last very long in an organization (Grijalva et al., 2015). Others quickly realize that the extreme narcissistic individual is not as competent as people might have originally believed (Maccoby, 2000). McCall and Lombardo (1983) (as cited by Grijalva, et al., 2015), further notes 10 reasons why extreme narcissistic leaders and managers derail themselves, which often leads to termination. “Many of the reasons for derailment overlap with the very definition of narcissism. Illustrative reasons include: (a) insensitivity (abrasive, intimidating, bullying); (b) being cold, aloof, arrogant; (c) betraying trust; and (a) being overly ambitious. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)Grijalva, et al. (2015) goes on to express that narcissistic leader with these personality traits seem to rarely admit mistakes. This is attributed to a refusal to take responsibility for their unsuccessful decisions or actions and their fear of failure. Narcissistic Leaders Cannot Stand Disagreement Subordinates of an extreme narcissistic leader should be cautious and avoid confrontations. According to Maccoby (2000), a narcissistic leader cannot stand disagreement. In fact, they can be extremely abrasive with employees who doubt them — or with subordinates who are tough enough to fight back. Steve Jobs, for example, publicly humiliates subordinates. Thus, although narcissistic leaders often say that they want teamwork, what this means in practice is that they want a group of yes-men. Narcissistic individual is generally unable to admit anything but perfection in themselves and their actions. Unless the narcissistic leader or manager is being addressed by a subordinate in a constructive and supportive way, a person who dares to confront or disagree may find they are subject to extreme backlash and possible termination. This is because a narcissistic leader is “generally motivated by their needs for power and admiration rather than empathetic concern for the constituents and institutions they lead” (Rosenthal & Pittinsky, 2006). Hammond (2016) states, “A weakness of a narcissist is their extreme hatred of being embarrassed. There is nothing worse for them than having someone point out even the slightest fault. Ironically, they have no problem openly doing this to others.” Narcissistic Individuals Want Admiration, Not Love Narcissistic individuals “want to be admired, not loved” (Maccoby, 2000). Unlike other personality types, narcissistic people lack a guilty conscience: They will do whatever it takes in the pursuit of their own goals. Maccoby 2000 states: of all the personality types, narcissists run the greatest tisk of isolating themselves at the moment of success. And because of their independence and aggressiveness, they are constantly looking out for enemies, sometimes degenerating into paranoia when they are under extreme stress. WPU-QSF-ACAD-82A Rev. 00 (09.15.20)Leaders, managers, and especially those working in public safety fields need to be empathetic and caring individuals. They need to show empathy towards the public they serve, as well as to the subordinates they lead. These are important personality traits needed to build high-quality community relationships. Leaders must be active listeners who are open to input from subordinates as well as from the community. Most importantly, leaders in public safety occupations should show an earnest concern for the organization and the public’s safety above their self- serving agendas. Since extreme narcissism prevents people from such positive interactions, leaders must be cognizant of and discourage this type of behavior in the best interest of their departments and the communities they serve. The style of an organization's leadership is reflected in both the nature of that organization and its relationships with the community. If a leader is suspicious and jealous of power, others in the organization are likely to behave similarly, in dealing with both colleagues and the community. If a leader is collaborative and open, this behavior is likely to encourage the same attitudes among staff members and to work collaboratively with other organizations. In many ways, the style of its leader defines an organization. If the organization is to be faithful to its philosophy and mission, its leader's style must be consistent with them. An autocratic leader in a democratic organization can create chaos. A leader concerned only with the bottom line in an organization built on the importance of human values may undermine the purpose of its work. For that reason, being conscious of both your own styles as a leader and those of other, as leaders can be crucial in keeping the organization on the right track. WPU-QSF-ACAD-824 Rev. 00 (09.15.20)