Becoming a (better) Leader & Manager

Emerging Leaders Programme for Times of India Group

20-23 November 2008

Prof. Roger Lehman

INSEAD
Fontainebleau and Singapore

“All the management

books, including those
I have written, focus on
managing other
people. But you
cannot manage other
people unless you
manage yourself first.”

Peter Drucker

1
Which symbol best represents how you
see yourself as a leader?

A B

D
C

The average number of laughs per day for

children is...

400
2
The average number of laughs per day for adults
is...

25
“We understand another person in
the same way as we understand or
seek to understand ourselves.

What we do not understand in

ourselves we do not understand in
the other person either”

C. G. Jung

3
 Reflective Space
1. Think of one of your most successful personal leadership experiences
during the past year. What was there about it that made it so successful?
List 5-8 key aspects.

2. Now, think of the least successful personal leadership experience during

the same period of time. What were the key factors that made it so
unsuccessful? List the 5-8 key aspects.

Changing Employee Expectations &

Demands on the Boss

4
 Leadership challenge:
Changing human expectations

Only15% of employees are

motivated by their work
• High turnover
• Low risk taking
• Limited innovation
• Lack of accountability
• Low morale
• Weak customer service
• Conflicted teams
• Complacency
• Missed opportunities
• Missed deadlines
• Frustrated managers

Source: International Herald Tribune, September 16, 2004 Source: Randel Carlock, INSEAD

The 21st century is about influencing others

Intellectual Emotional

Autonomy Achievement Purpose Connection

Mastery Recognition

Mastery

Self-
Actualization

Esteem

Source: Randel Carlock, INSEAD

5
What is “Leadership Development” ?

Reflective Space
Safe Environment – transitional space
Access to diverse people
Over time – not “one shot”
Opportunity to “see self and others”
Tools – self, others, 360 feedback, cases,
personal application, and reflection
Appreciation for and understanding of your
“inner theater”

Reflective Space: Your Legacy

When you leave your

current position, what
do you want others to
say about you?

6
 Management Leadership

• Coping with complexity • Coping with change

• Planning and budgeting • Setting a direction
• Organizing and staffing • Aligning the people
• controlling and problem • Motivating and
solving inspiring

Source: Kotter, What Leaders Really Do, 2003

Managers
 discover what is unique about
each person and capitalize on it

 success depends on integrating

each person’s abilities and
eccentricities into a coordinated
plan of attack

 identify and deploy the

differences among people

 challenge each employee to

excel in his or her own way

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 Leaders

 discover what is universal and

capitalize on it

 success depends on bringing

people together beyond their
individual differences of sex,
race, nationality or personality

 identifies and focuses on the

few needs that all involved can
share

 capitalizes on these themes to

unify and mobilize in one
direction

Relationship Management

Superiors - advancement

Self Customers –
value creation Peers - survival

Direct Reports – track record

Superiors – to get your ideas across (Superiors can be family, customers, board members, etc.)
Peers – to get the task accomplished
Direct report – to get the work done beyond yourself
Self – to pull the pieces together and integrate an “authentic” approach to people
Customer – value creation = happiness

8
 Leadership is the process of influencing
an individual or a team to do something
that they would otherwise not do

The seven circle model of organisational

performance
Adapt Align Measure

Organisation
and role
External environment

design
Strategy ROI, shareholder
and goals value, Revenue,
Profit
Leadership
competencies 30%
Products and Climate
services

Leadership 70% Source: The HayGroup

styles

9
 Organisational Climate
Dimensions
There are six key dimensions that consistently affect individual and
organisational performance:

• Flexibility - little unnecessary bureaucracy, easy to innovate

• Responsibility - individuals empowered to act, authority delegated
appropriately
• Standards - emphasis on improving performance, excellence
emphasized
• Rewards - good performance differentially recognised and rewarded
• Clarity - goals, roles, processes, expectations and the big picture are
clear
• Team Commitment - strength of working relationships, co-operation
and pride

What kind of climate does your

team have?

What could you do to improve

it?

My team‘s performance is purely

dependent on my mood!

10
 Effective Leadership

Function Style

The #1 responsibility Leadership style is not

of a leader is to an ability or aptitude
catalyze a clear and but a preferred
shared vision for those approach. Effective
being led and to secure leadership style grows
commitment to and from within…. it
vigorous pursuit of cannot be taught but it
that vision can be learned

Six Basic Leadership Styles

 The Directive (Coercive) Style : Demands immediate compliance -

“Do what I tell you.”
 The Visionary (Authoritative) Style : Mobilizes People to a vision -
“Come with me.”
 The Affiliative Style : Creates harmony and builds emotional bonds –
“People come first.”
 The Democractic Style : Builds consensus through participation –
“What do you think?”
 The Pacesetting Style : Sets high standards for performance -
“Do as I do, now.”
 The Coaching Style : Develops people for the futureGoleman,
- Leadership that Gets Results

“Try this”

11
 Directive
Primary Objective: Immediate compliance

Gives lots of directives by telling employees what

to do, and does not permit much employee input
 Expects immediate employee compliance or
obedience
 Tight controls through close monitoring
 Relies on corrective feedback to emphasize what
is being done wrong
 Motivates by stating the negative consequences of
non-compliance

MCB3000 ©1997 Copyright, McBer & Company

Visionary
Primary Objective: long-term direction and vision

Takes responsibility for developing and articulating a clear vision and

direction for the organization
Solicits employees’ perspective on the vision and/or the best way to get
there
Sees selling the vision as a key part of the manager’s job
Persuades by explaining the “whys” behind the vision
Sets standards and monitors performance in relation to a vision
Uses a balance of positive and negative feedback

MCB3000 ©1997 Copyright, McBer & Company

12
 Affiliative
Primary Objective: Creating harmony

Is most concerned with promoting friendly interactions among co-workers

Places less emphasis on task, direction, goals and standards than on
meeting employees’ emotional needs
Pays attention to and cares for “the whole person” and stresses things
that keep people happy
Gives primarily positive feedback and avoids performance-related
confrontations
Rewards personal characteristics as much as job performance

MCB3000 ©1997 Copyright, McBer & Company

Democratic
• Primary Object:
• Building commitment and generating new ideas

Trusts employees have the capability to develop the appropriate

direction for themselves and the organization
Invites employees to make decisions affecting their work
Reaches decisions by consensus
Holds many meetings and listens to employees’ consensus
Rewards adequate performance and rarely gives negative feedback or
punishes

MCB3000 ©1997 Copyright, McBer & Company

13
 Pacesetting
• Primary Objective:
• Accomplishing tasks to a high standard of excellence

Leads by example or “modeling”

Has high standards and expects others to know the rationale behind
strategy being followed
Is apprehensive about delegating a task without assurance that the person
can do it to a high standard
Takes responsibility for tasks away from the person if high performance is
not forthcoming
Has little sympathy for poor performance

MCB3000 ©1997 Copyright, McBer & Company

Coaching
Primary Objective:
Long-term professional development of others

Helps employees identify their unique strengths and weaknesses in

light of their aspirations
Encourages long-range development goals
Reaches agreement with employees on manager’s and employees’
roles in the development process
Provides ongoing instruction with rationales and principles – as well
as feedback to facilitate employees’ development
May trade off immediate standards of performance for long-term
development

MCB3000 ©1997 Copyright, McBer & Company

14
Reflective Space: Your Leadership Style
Dem
ocra
tive tic
Direc Pace
setti
nary ng
Visio Coa
chin
g
ative
Affili

What is your most common leadership Style?

What is your least common leadership style?

Small group discussion

 most and least successful experience as a leader?

 how do you want to be remembered ?
 team climate ?
 leadership style ?

15
 How Managerial Style Affects Organizational Climate
The More Styles You Have, the More Situations You Can Manage

Climate
Flexibility Responsibility Standards Rewards Clarity Team
Commitment

Coercive Short term Task

Long term Long term or

Big picture Positive

impact
Authoritative
Short term

Long term
Affiliative Rewards
Styles

Negative
Not always
impact
Tied to

performance

Democratic
Impact varies
according
to
circumstance
Pacesetting With a good
Team
Short term
With less
Directed team

Coaching Long term

Short term

MCB3000 ©1997 Copyright, McBer & Company

Early Identification of Global Executives

1. Seeks opportunities to learn

2. Acts with integrity
3. Adapts to cultural differences
4. Is committed to make a difference
5. Seeks broad business knowledge
6. Brings out the best in people
7. Is insightful: sees things from new angles
8. Has the courage to take risks
9. Seeks and uses feedback
10. Learns from mistakes
11. Is open to criticism
Ratings by bosses of 838 managers in six international corporations on three continents.
These 11 characteristics distinguished high potentials from solid performers.
Source : M. McCall, High Flyers, Harvard Business School Press, 1998

16
Early Identification of Global Executives
1. Seeks opportunities to learn
2. Acts with integrity
3. Adapts to cultural differences
4. Is committed to make a difference
5. Seeks broad business knowledge
6. Brings out the best in people
7. Is insightful: sees things from new angles
8. Has the courage to take risks
9. Seeks and uses feedback
10. Learns from mistakes
11. Is open to criticism
Ratings by bosses of 838 managers in six international corporations on three continents.
These 11 characteristics distinguished high potentials from solid performers.
Source : M. McCall, High Flyers, Harvard Business School Press, 1998

Identifying Leaders

• People who look for challenges and achieve them

• Fast learners
• Eager for feedback
• See and value differences
• Look beyond their specialty
• Value different perspectives

17
 High Flyers - Sources of Initial
Success
Track Record

Brilliance

Commitment/Sacrifice

Charm

Ambition

Source: M.W. McCall, Jr.

High Flyers, Developing the Next Generation of Leaders, 1998

High Flyers- Sources of Failure

Track Record
Brilliance
Commitment/Sacrifice
Charm
Ambition

18
 Universal Effective Leadership Traits
(Globe Study)

 Integrity
 Transformational skills
 Team-building skills
 Orientation towards excellence
 Decisiveness
 Intelligence

Universal Ineffective Leadership Traits

(Globe Study)

Non-co-operative behavior
Ruthless
Non-explicit communication
Loner tendencies
Irritability
Dictatorial moods

19
 “It is important for a manager to have at hand precise
answers to most of the questions that subordinates may
raise about their work”
1977 - 1979 DATA

“It is important for a manager to have at hand precise

answers to most of the questions that subordinates may
raise about their work”
1991 - 2000 DATA

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 “It is important for a manager to have at hand precise
answers to most of the questions that subordinates may
raise about their work”
PERCENT AGREE

The Dynamics of Derailment

Difficulty handling or implementing change

Failure to develop subordinates
Unable to build teams
Poor treatment of others
Ineffective communication
Inability to influence others
Lacks organizational savvy

Asapted by K.Witt based upon: Center for Creative Leadership

Preventing Derailment

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 The Dynamics of Derailment

Strengths become weaknesses

Blind spots matter

Success leads to arrogance

Bad luck

Source: M.W. McCall, Jr.

High Flyers, Developing the Next Generation of Leaders, 1998

Four Qualities of Insprirational Leaders

. . .
lf
Authenticity
 Selectively showing a weakness and your human-ness
r s e
Being a good sensor
y ou
b e
 Able to gauge unexpressed feelings and can judge

to
whether or not relationships are working
Tough empathy
 giving people whate
i s
e n g !!
they need, not what they want

a llon what is unique

Daring to be different

h s il l
k about you; what sets
ore
c from the crowd?
 Capitalizing
e apart m
Th
you

it h
w
but
Why Should Anyone Be Led by
You? Goffee & Jones, HRR, 2000

22
 The Yin and Yang of Level 5 Leadership

PROFESSIONAL WILL

Creates superb results, a clear

catalyst in the transition from
good to great.
Demonstrates an unwavering
resolve to do whatever must
be done to produce the best
long-term results, no matter
how difficult.
PERSONAL HUMILITY Sets the standard of building
an enduring great company;
Demonstrates a compelling will settle for nothing less.
modesty, shunning public Looks out the window, not in
adulation; never boastful. the mirror, to apportion credit
Acts with quiet, calm for the success of the
determination; relies company - to other people,
principally on inspired external factors, and good
standards, not inspiring luck.
charisma, to motivate.
Channels ambition into the
company, not the self; sets
up successors for even more
greatness in the next
generation.
Looks in the mirror, not out
the window, to apportion
responsibility for poor
results, never blaming other
people, external factors, or
bad luck.

Everybody is normal.....

until you get to know

them better

23
 Factors Influencing Our “Style”
Genetics
Personality
Genetic Pool

Environment
Family background – birth order, parental relationships,
family norms
Culture

Early Childhood Experiences

Relationship to Parents
Peer relationships

Other
Previous experiences
Situational Demands & the work environment

Leadership Behavior: The clinical paradigm

Determinism
All behavior is motivated and can be explained
Irrational behavior has a rationale

Unconscious motivation
Many wishes and fantasies are not conscious

Defense Mechanisms Matter

coping mechanisms developed to protect the person against
dangers arising from impulses, fears, unacceptable feelings or
perceived external threats

The role of intrapsychic and interpersonal processes

Tension and anxiety arise from unconscious forces containing
unacceptable wishes and fears
Continuity between past, present and future

Source: Luborsky & Chrits-Christoph, Understanding Transference, 1990

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 You can tell a lot about a person's character
by his way of eating jelly beans.
Ronald Reagan

Reflective Space

1. List 3 aspects of your personality that you are most satisfied with. How
do these impact your effectiveness as a leader?

2. List 3 aspects of your personality that you would most like to

change. What impact do these have on your effectiveness as a
leader?

25
Narcissistic Personality

Arrogant

A sense of superiority

A sense of uniqueness

Exaggeration of talents and abilities

Boastful and pretentious behavior

Grandiose fantasies

Self-centered and self-referential

Need for attention and admiration

Obsessive – Compulsive
Personality

Very conscientious

Preoccupied with orderliness

Perfectionistic

Control freak

Strong need for conformity

Tend to be rigid and dogmatic

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 Avoidant Personality

Socially inhibited

Want to be close to people but have difficulty doing so

Timid and shy

Hypersensitive to negative comments

Tend to be withdrawn

Exaggerate the risk of doing things outside of their

 routine

Defense Mechanism

The manner in which a

person actively
struggles to protect
themself from
perceived psychic
dangers (e.g. anxiety,
guilt, shame) through
the use of ingenious
and unconscious
strategies

27
 Reflective Space: Why You ??

Why should anyone be led by

you?

Great Managers & Leaders

Motivate by….

• articulating the organizations vision in a way that

resonates with the audience
• regularly involve people in deciding how to achieve the
organization’s vision
• providing coaching, feedback and role-modelling
• recognizing and rewarding success

Source: Kotter, What Leaders Really Do, 2003

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