L EA D E R S H I P

Insert Prayer
Chapter 5
Empowerment in the Workplace
5.1. Leadership Authority
5.1. Servant Leadership
5.2. Authentic Leadership
5.3. Military Leadership
5.4. Participative Leadership
5.2. The Leadership Position
5.2.1. Negative Consequences in the Use of Power
5.2.2. Sources of Leadership Power
5.3. Leadership, Psychological Size, and Two-Way Communication
Leadership is SERVICE, not
selfishness. The leader grows and
lasts longer by placing the well-being
of all above the well-being of self.
Through service to others, the leader
becomes strong.

-Lao -tzu
Authority is a form of
legitimate power that
comes with a certain
position.
There are two views of leadership authority- top down and
bottom-up. The top-down view holds that leadership authority
is based on position in a social hierarchy, and that power
flows from the highest level to the lowest, while the bottom-
up is the other way around.
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 U.S Constitution Right of Property Owners

Managers and Board of

Top executives
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Frontline
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D. Wren and A. Bedeian, A. The Evolution of Management

Thought (New York: Wiley, 2008).
The BOTTOM-UP VIEW of authority contends that power flows from below,
because people can always reject a directive. By saying yes or no, the individual
affirms or denies the authority of others.

According to Barnard, people will accept an order if four conditions are met:
(1) the person understands the order;
(2) the person believes the order is consistent with the organization's goals;
(3) the person believes the order is compatible with his or her interests; and
(4) the person is mentally and physically able to comply with the order.
Effective leaders make certain that their directives fall within their
subordinates' zones of acceptance. Otherwise, orders may be met with
resistance and even hostility.
 Both the top-down and the bottom-up views of authority have merit.
By accepting employment, employees acknowledge the authority of owners
and managers to make decisions and give orders, as well as their own duty
to comply and obey. Also, the successful manager is the first to
acknowledge the power of employees to achieve both their own and
organizational goals. A manager can govern most effectively with the
consent of those being governed. This condition shows the interdependence
common to most leader-follower relationships.
An approach to leadership that recognizes both the top-down and bottom-
up views of authority, and that effectively addresses the interdependent
nature of the leader-follower condition, is servant leadership, a philosophy
of leadership that can be practiced in all types, sizes, and forms of
organization.
SERVANT LEADER
Management author Robert Greenleaf states that servant leadership is a calling to
serve. This calling begins with the feeling deep down inside that one cares about
people and wants to help others. Then conscious choice causes one to aspire to
lead.

The great leader is a servant first, and that is the secret of his or her greatness.
The servant leader is different from the individual who is motivated by selfish goals.
Winston Churchill captured the spirit
of SERVANT LEADERSHIP
when he explained. “We make a
LIVING by what we get, but we
make a life by what we GIVE. What
is the use of living, if it be not to strive
for noble causes and to make this
muddled world a better place for
those who will live in it after we are
gone?
A sure sign of servant leadership
is the leader who stays in
touch with the challenges and
problems of others. One good way
to do this is to get out of the
executive suite and onto the shop
floor, out of headquarters and into
the field, out of the ivory tower and
into the real world
A popular term used to describe this is managing by
walking around (MBWA). Political leaders from George
Washington to Abraham Lincoln and business leaders
from Sam Walton to Herb Kelleher know the absolute
necessity of "connecting" with the people, and the
absolute requirement of "under-standing" their needs.
Servant leaders do not view leadership as a position of power; rather, they are
coaches, stewards, and facilitators. They seek to create climates where others
can do great work. Their approach is to ask, How can I help?

Quint Studer, author of Hardwiring Excellence,

identifies four questions servant leaders should
ask all employees.

(1) What is going right?

(2) What can be improved
(3) Do you have what you need?
(4) How can I help you achieve your
goals?
Google launched project OXYGEN to
identify the most effective behaviors of
managers inside the organization. The
three most important behaviors reflect
the spirit and practice of servant
leadership:
ACCESS (being available)
(1)being available by meeting
regularly with employees,
COMMUNICATION (listening
(2)communicating by asking questions effectively)

rather than always providing answers

(3) and showing support by taking an SUPPORT (providing guidance)
interest in employees personally.
Leadership author Ken Blanchard states that you
become a servant leader when you believe you are
here to rather than GET; you're here to
serve, not to be served.

Servant leadership encourages trust, listening, and

the ethical use of power and empowerment. A
picture can be an excellent way to convey a
concept. The servant leader uses the upside-down
pyramid approach to leadership.
The founding philosophy of Marriott International is based on the upside-down
pyramid approach to leadership, traced to the words of J.W. Marriott: "Take care
of the associates, the associates will take care of the guests, and the guests
will come back again and again."

When senior leaders serve managers and

supervisors, and managers and supervisors serve
frontline employees, the focus of employees is on
serving the customers. Such organizations in the
private sector thrive and grow.
Customers and Clients (pupils, patients, passengers, etc.)
Ultimate beneficiaries of the organization's efforts

Frontline Workers
Provide direct service affecting customer/
client satisfaction Support

Managers and Supervisors

Help frontline workers do their jobs
and solve problems

Top Executives
Keep mission and
strategies clear
Upside-Down Pyramid
Approach to Leadership
A Case of Servant Leadership

Sharp states, "How you treat your employees is how they will treat the
customers.
Our culture has always been based on the GOLDEN RULE-the simple idea of
treating others as you would have them treat you."

The upside-down pyramid approach of servant leadership leads to greater

customer focus, employee satisfaction, and company success.
The philosophy of "servant leadership" is very old and capsulized by Lao-
tzu:
"Enlightened leadership is service, not selfishness. The leader grows
more and lasts longer by placing the well-being of all above the well-being
of self alone."
12 Leadership Lessons from Pope Francis, five lessons stand out:

• be humble
• admit mistakes
• go where you are needed
• serve others
• and persevere

Pope Francis clearly understands that leaders serve people, not

institutions.
Brian X. Tierney was a young trader in the
Commercial Operations Division of American Electric
Power. His senior leaders saw important leadership
qualities in Brian-he cared about people, cared
about the company, kept job knowledge current, and,
critically, possessed integrity.

The company developed Brian's leadership skills through formal training,

challenging stretch assignments, and counseling from senior members of
management.
When the time came to choose a new vice president of commercial
operations, Brian got the call Prior to this time, the trading floor was one
level below the executive offices. On the day Brian was promoted. he
moved his office to the entrance of the trading floor and opened the door.
This concrete and visible action improved employee access,
communication, and support and resulted in significant improvement of the
performance of an already successful trading operation.
Brian was next promoted to senior vice president over three
operating divisions of the company. In this position, he
continued to practice the upside-down servant to leadership.
Effective leaders don't hide behind closed doors.
They meet with their employees where they work, in
factories, fields, stores, offices, and job sites. In this
way, they learn first-hand what the are thinking and
what they need. They listen carefully, knowing
frontline employees are often the best sources for
solutions to company problems. They don't limit
conversation to business.
Authentic Leadership

Closely related to servant leadership is the concept of authentic leadership,

described by Bill George in his book by the same title. Authentic leaders
have a genuine desire to serve others. They lead from core values, they
have courage and self-discipline, they establish trusting relationships, and
they are purpose driven.
There is congruence between
how authentic leaders feel and
what they do. They behave as
they do because of personal
conviction, versus self-gain or
social pressure. Consider the
example of Nelson Mandela, the
first Black president of South
Africa.
South Africa was ruled by a white minority government for almost two
centuries.

Although Blacks made up over 75 percent of the population, whites owned

most or the property, ran most of the businesses, and controlled virtually all
of the country's resources. Blacks did not have the right to vote and often
worked under deplorable conditions for minimum or no wages.
Mandela was a servant to all of the people, regardless of color. He knew
who he was at his core, and his leadership actions reflected those values. He
had courage and discipline to remain true to his conviction in the face of
personal pain and hardship. He remained kind and trusting in his relationships
yet was unyielding in his mission to achieve justice and equality for all.
Mandela was a role model for authentic leadership.
On trial in South Africa in 1963, Mandela declared: "I have cherished the
ideal of a democratic and free society in which all persons live together in
harmony and with equal opportunities. It is an ideal for which I hope to live
for and to see realized.
The authentic leader has the qualities of a self-actualized person,
identified by Abraham Maslow in Toward a Psychology of Being,
including realistic self-perception, strong ethical convictions, treatment
of others with respect, congruence between thought and action, and
personal transparency, demonstrating honesty to be one-self. For
example, when replacing a popular and effective leader, an authentic
leader doesn't try to copy his or her style, instead being true to his or
her own, unique personality. Bill George concludes: People trust the
leader who is genuine and authentic. not a replica of someone else
Military Leadership
 Military Leadership

The American military has produced leaders for all of its existence. Growing an
army from 188,000 in 1939 to 8.3 million in 1945 required developing thousands of
leaders. Leadership scholar Warren Bennis states that in all his formal education,
nothing equals what he learned at Officer Candidate School and later applied as a
company commander in Europe. Walter Ulmer, Lieutenant General, U.S. Army
(retired) and former CEO, Center for Creative Leadership, writes: "The U.S. military
must be prepared to fight and win, and do so while respecting the rights and dignity
of all human beings. Fulfilling this challenge demands leadership excellence at
every level of responsibility and specialization of duty."
Caring and servant leadership permeate the American military. The focus of the
leaders is on the well-being and development of their soldiers, sailors,
airmen, marines, and coast guard. Leaders at all levels are taught to put the
needs of their subordinates before their own and to lead by the principle
"Mission first, soldiers always." Consider the results: the world's best military
force of 18-year-olds led by 20-year-olds led by 25-year-olds that the world has
ever known.
"The leader's job is to make sure his personnel are successful. Their
job is not to make the leader look good. Leaders should set conditions for
their employees to be successful, and then get out of their way and let
them use their skills for maximum performance.
Participative
Leadership
Philosophy
Participative Leadership Philosophy

How do you tap the constructive power of people? How do you create both a
humanistic and a productive workplace? The answer is through participative
leadership. The process begins with involving people, which is necessary to
achieve understanding, which is necessary to achieve commitment. It is
important to know the views and consider the interests of all who are affected
when decisions are made.
In Call Sign Chaos, former Secretary of Defense Jim Mattis provides an
example of participative leadership to solve a complex problem in the Iraq
War: First Lieutenant Warren Cook recommended that combat leaders wear
colored jerseys and walk through plans with everyone watching.

He writes, "We put the 'Mother of all sand tables' in motion. We found a
natural amphitheater among the sand dunes and hard rocks, tape, and
spray paint to lay out a map of Iraq with enemy units highlighted. We
watched and learned as commanders walked through the movements of
their units, starting from Kuwait on D-Day and advancing deep into Iraq.
Young Warren Cook had come up with the most ingenious idea I'd heard
in 30 years of war-gaming. The colored jersey drills enabled everyone to
'image' what might occur.

A note to all executives: always keep close to your troops and seek
their suggestions to solve tough problems.
Empowered people have the necessary information to make decisions and
act; they don't have to wait for multiple levels of authorization. Empowered
people identify problems and they fix them. They do what it takes to keep
customers happy.
 
Empowered people don't have time for turf battles, because when everyone
shares power and a common goal, turf becomes irrelevant and teamwork
becomes an imperative.
In Teaching the Elephant to Dance author Jim
Belasco tells the story of Dr Cooley, the famous
brain surgeon. He followed Cooley on his rounds
one day and, en route to the operating room, saw
the surgeon stop and talk to a man mapping the
hallway.

They conversed for nearly 10 minutes before

Cooley dashed into the operating room.
His curiosity raised, Belasco commented, “That was a long conversation.”
The man mopping the floor replied, “Dr. Cooley talks to me quite often.” The
author asked, “What do you do at the hospital?” The man replied, “We save
lives.”
 The
Leadership
Position
The Leadership Position

Leadership is needed in all areas of society and at all levels of responsibility.

Titles of leadership include president, chief, captain, manager, director, and
supervisor, to name just a few. Both responsibility and power come with the
office of leadership. British Prime Minister Margaret Thatcher states that
being in power is like being a lady or a gentleman-if you have to remind
people that you are, you aren't. The challenge is to meet the responsibility of
the position without abusing its power.
"Great leaders are followed because people respect them
and like them, not because they have power.“

- Ken Blanchard
An example of a leader using power effectively is Herb Kelleher, former
CEO and co-founder of Southwest Airlines. At one point in his career,
he was recognized by Business Week, Fortune, and The Wall Street
Journal as America's most effective executive.
He states:
I started to get involved in the day-to-day
operations. I got to know people in a
personal way, and that was very enjoyable
for me. You'd go over to maintenance and
talk about how the planes were running.
You'd talk to the flight attendants and get
involved in such discussions as what their
uniforms ought to be.
You have to treat your
employees like customers.
When you treat them right, then
they will treat the customers
right. This has been a powerful
competitive weapon for us at
Southwest Airlines.
of the Negative
use of power
One interesting study reveals the tragic consequences of the negative use
of power in the medical world. Researchers found a dramatic difference in
performance results between hospital intensive care units (ICUs) in which the
staff unquestioningly followed the lead of an autocratic physician in charge and
ICUs that functioned as a team of colleagues, all of whom were free to make
suggestions that might benefit the patient. The "obedient," power-oriented
ICUs experienced higher staff turnover, lower efficiency, and twice the rate of
patient deaths.
The British historian Lord Acton said: "Power tends to corrupt; absolute power
corrupts absolutely." Deeper analysis shows that power, itself, does not corrupt.

What corrupts is fear: fear of losing power or fear of punishment from powerful
figures who may lead with immoral behavior.
The idea of using and not abusing the power that comes from a leadership
position is very old. The following quote is from Lao-tzu, the founder of
Taoism, who was born in the village of Jhren, China, in 604 Bc: I have
three precious things which I hold fast and prize. The first is
gentleness; the second is frugality; the third is humility, which keeps
me from putting myself before others.
Taoism is one of China's ancient spiritual traditions
viewed as both a philosophy and a religion. Tao Te
Ching is a book of virtue comprising only 5,000
words. It lays out the Tao, or "the Way," that is
believed to be present in everything that exists in
the world. It is seen as the continuity behind life's
ever-changing forces. The Tao gives rise to the
opposite but complementary forces of yin and
yang, which are the source of the endless changes
that the world endures.
Sources of Leadership Power
 Sources of Leadership Power

The core of leadership is

influence over others.
POWER OF THE
POSITION
Based on what leaders Power of the person
can offer to others (based on how leaders
are viewed by others)

Reward Expert
Coercive Referent
Legitimate Rational
Information Charismatic
 Based on what leaders can offer to others

Reward power is the power of resources

and awards. It’s the capacity to offer
something of value as a means of
influencing others “if you do what I ask, you
will be rewarded. “Control over pay,
promotions, desirable job assignments,
supplies, space, equipment, and parking
places are examples of reward power.
Coercive power is the capacity to punish as a means
of influencing others. “ if you don’t do what I ask, you
will be punished.” Coercive is leadership by
intimidation. It operates primarily on the principle of
fear.
Legitimate power is the capacity to influence others by virtue of formal
authority or the right of office. “Because I am the leader, you should do
as I ask.” Examples are the boss who assigns jobs, the coach who decides
plays, the captain who gives orders, and the judge who determines guilt
and penalties, and the teacher who assigns home works.
 Information power comes from
having access to data and news of
importance to others:

“I have important information, so you should do as I ask. “Keepers of

standards, rules, regulations, and arcane facts have information power.
Power of the person (based on how leaders are viewed by others)

Expert power is the capacity to influence others

because of the expertise, specialized knowledge,
good judgment or skill. A mechanic, an actor, a
nurse, or a lawyer may be influential because she is
recognized as the best in her profession. Ability in
an art, a science, a profession and a trade are
examples of expert power.

 
Referent power is the power of relationship.

It is the capacity to influence others because of

their desire to identify with the leader. Unselfish
motives and virtuous character raise the trust and
respect of the followers. Being admired as a role
model brings referent power to the leader.
Rational power is the capacity to influence others because of
well-developed reasoning and problem-solving ability.
Intelligence, logic and the mastery of rhetoric increase rational
power.

 
Charisma power is the ability to motivate and inspire others by
force of personal traits, including optimism, sense of adventure, and
commitment to a cause. Charisma power transform people to
achieve superior performance.
Effective leaders use multiple sources of power to accomplish their goals.
Leadership author Gary Yukl provides guidelines to use with different forms
of power:

Legitimate power- make clear and reasonable requests; explain the reason
for your request; don't exceed your scope of authority.
Reward power-provide rewards that are wanted and ethical; have simple-
to-under-stand and fair criteria for bestowing awards; bestow awards fairly.
Expert power-listen to the concerns and ideas of others; be confident and
decisive in crises; keep knowledge and job skills current.
Referent power-be sincere and respectful with others; show concern for
others; be supportive and helpful.
Abigail Johnson is a good example of a leader who effectively uses both the
power of the position and the power of the person. As president and CEO of
Fidelity, the financial services company with over $2 trillion in mutual funds and
other assets under management, she possesses the power of position. Although
she is the granddaughter of the company's founder, she worked her way up
through the ranks, beginning as a customer service telephone representative.
Along the way, she developed expert power based on technical knowledge
and referent power based on building strong internal and external networks.
Abigail Johnson is ranked as the 7th most powerful woman in the world by
Forbes magazine. Generally, power is given to leaders who get results and
have good human relations skills. Similarly, power is taken from those who are
incompetent and are callous or cruel
 Leadership, Psychological Size, and Two-Way
Communication

The concept of psychological size has special relevance for people in

authority positions. The individual who determines careers, decides wages,
and makes job assignments has considerable power over others, and this
power can influence the communication process.
Employees are in a weaker position, dependent to some degree on the
authority figure to protect them and watch out for their well-being. Some
will deny this observation, but one has only to observe the typical work
environment to see how differences in psychological size can affect
relationships and determine the way things are done.
 One-way communication presents three problems:

1. People may be reluctant to say or do anything that might offend the powerful
figure. According to George Reedy in The Twilight of the Presidency, even
people who had enjoyed two-way communication with Lyndon Johnson when
he was in the Senate began to criticize their behavior once he assumed the
presidency.
2. People may become dependent on the leader to make all the
decisions. Unwilling to risk making a mistake and being criticized, people
may fail to take initiative. The leader must then solve all the problems
and make all the decisions. Dependency on the leader underuses direct
reports and overburdens the leader.
3. People may become offended of the leader. The leader is seen as
autocratic and arrogant, and this perception may cause anger, hostility,
and even rebellion. Consider the case of the infamous Captain Queeg in
the film classic The Caine Mutiny. The captain's abusive behavior
eventually led to tragedy for everyone.
As a rule, leaders should avoid any behavior that demeans or intimidates
another person. The solution is to equalize psychological size. A picture of
the proper use of psychological size and good two-way communication
is required for reproduction or display.
 Effective Use of
Leader Psychological Size

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The effective leader is a very big circle with a very big reputation, but
this leader never gets in the way of the growth of others. The best way to
raise psychological Size is to show genuine interest in people. Through
attention to others and sincere listening, the leader shows that others are
important. A proven technique is to give people a project, some work to
"grow into." This approach builds pride and commitment, and it increases
the productivity of the group as a whole.
Leaders should keep in mind four important points in developing two-way
communication.

1st be approachable.
2nd model an honest and open style of communication. Be direct and sincere in
speaking.
3rd be patient.
4th make a sincere effort to draw people out without constantly evaluating their
remarks.
This will be seen as a demonstration of respect and will help create true dialogue.
The following guidelines can help accomplish this goal:

 Stop talking.
 Put the talker at ease.
 Show the person that you want to listen.
 Remove distractions.
 Empathize with the person.
 Be patient.
 Hold your temper.
 Go easy on argument and criticism
 Ask questions.
 * Encourage clarification.
Philosopher Tom Morris, author of If
Aristotle Ran General Motors, reminds
leaders that when you're in a position of
power over others, your words get
amplified far more than you may
realize. A whisper can sound like a
shout. There's a megaphone at work,
and you're not on the end where you
hear the extra volume.
 Overall, a leader's use of
psychological bigness and
overbalance is effective for only
a short period of time. After a
while, dissatisfaction causes
employees to rebel or escape.

The simple solution is to speak less and listen more, thereby showing respect for
others. Effective leaders at all levels of authority understand this human relations
principle.
What can we learn from Gandhi, the Indian
spiritual and political leader? We can learn
what Gandhi learned from his wife,
Kasturba, during 57 years of marriage.
When they were married in their teens, as
was the custom in India, the young
bridegroom was full of strong opinions and
recommendations for his young wife to
implement. Her usual approach was to
listen and smile, but then to proceed with
her own methods and at her own pace.
Later in life, Gandhi reported that he
had learned the power of civil
disobedience and the importance of
patience from his wife.

From him, he had learned a lifelong leadership message-most people, in the

final analysis, will do what they personally choose to do, and no amount of
coaxing or force can overcome an idea or a principle that is personally
believed. Great leaders guide and inspire-not command and control.
Thank
you!
 References
https://www.proquest.com/scholarly-journals/high-school-principals-as-leaders-styles-
sources/docview/2105067963/se-2

Carroll, B et al (2019), Leadership 2 (Contemporary Critical Perspectives), SAGE Publications Ltd,

London