I always wonder what’s the difference between Leadership and Management? This course helped me to learn it.
What is leadership?
This video explains Leadership through an easy example. To lead is to have the ability to get people to follow. To influence people, we need to do:
- Start from simple easy movement, which is easy for people to start
- Be prepare you are alone, people won’t follow
- Keep doing
- Keep encouraging
Actually, I quite like Jack Ma’s talk which shows that he is an effective leader.
What is effective leadership and what is effective management?
Leadership and management are not either-or options. They work together as a blended approach. If management is about the procedure, then leadership is about people.
What are leadership styles?
The first approach is to use the Tannenbaum and Schmidt Continuum to see how we can balance between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager.
(image is from URL: https://culcj15020110.files.wordpress.com/2016/03/sa.png?w=1000)
The second approach is to use the Situational leadership model to understand different circumstances. Effective leadership is actually working from high management towards low management. Trust and Believe people can do will make us spend less time on managing people. (e.g., displayed in the diagram below: S1 -> S2 -> S3 -> S4, sometimes it works another way around S4 -> S3 -> S2 -> S1)
(image is from URL: http://www.people.vcu.edu/~rsleeth/HBFigure.jpg)
Motivation is a drive to satisfaction. It makes people make work forward positively, responsibly, and happily. We can motivate people in many ways, however it all depends on individuals. From Howthorne effect, we can see that more resources do not always make better outcomes and performance.
(image is from URL: http://cdn.b2binternational.com/images/stories/publications/white_papers/herzberg_theory_motivation.png)
So how do we know what motive the person and how can we motivate them? The approach is:
- Talk to people and find out what’s important for them (their motivators)
- Open your eyes/ears (try new ways; look opportunities for them)
- Motivate them using their motivators daily
What are transformational leaders?
Transformational leadership is social skills that get the best of you and people. It creates real, fair, honest interpersonal connections. It creates valuable and positive change in the followers which develop followers into transformational leaders.
(image is from URL: https://s-media-cache-ak0.pinimg.com/originals/d8/f2/4c/d8f24c8405a986c97f9ef77b095344a1.jpg)
So how can we develop transformational leadership skills? One crucial approach is to develop Emotional Intelligence, which fits in transformational skills well. According to Dr Goleman’s study, we know that it’s important, we can develop our EQ, we can learn it. It brings out the real self.
(image is from URL: https://managementpocketbooks.files.wordpress.com/2012/01/danielgolemaneimodels.jpg)
Then, we need to learn how we make the team work together. Here is an example of developing plans. It’s not a very good one. And it is not a single direction process. No7, actually linked back to Step 4, 5, 6.
(image from URL: http://www.learnalberta.ca/content/inspb3/html/images/circle.jpg)
Objectives are difference from aims/goals. Objectives are short-term, highly specific and achievable new state of outcome. It’s never “ongoing”! As a leader, you need to know your team objectives that you are able to governance.
Objectives can bring the team: motivation, focus on reality/priority, and measurable performace/sucess.
I quite like one of the skills the trainer used. When we state an objective, we should define the output like:
“By xxx (specific deadline), I will have + verb-ed (action) + noun (a new state).”
We can use the SMART checklist when we write objectives.
(image is from URL: http://cdn.zoeticamedia.com/wp-content/uploads/2010/10/SMART-Objectives.png)
Deal with tricky cases and conflict
This is too complicate to discuss here. I have seen many examples, but they were manageable and not exceptional. I was joking with a colleague and said, “The more different-characteristic people you work with, the more you learn.”
A few reminders for myself:
- It’s a conversation aims to resolve a problem. You don’t solve people’s problems, you offer support and input you can.
- Always deal with what presents!
- Don’t mention the individual’s name when bring up a complaint from the person.
- Bring the issue by saying something like “I notice…”
- If people ask you a complaint they had, say something like “I will deal with it.”; “I am working on it.”
- If the person respond silently, you can go back to your expectations for them and say something like “I can suggest… If you notice anything that I can do to support you, tell me.” Then you two need to set a reasonable agreed timescale to resolve it.
- Divisive conflict needs to be dealt with at the time it happens.
- Using verbal warning means a formal process starts.