Leadership Communications

Great Man Theory

Only a man can be a leader.

He is born a leader (intrinsic traits).

Situational Leadership

Leader adjusts their style based on the situation, factoring in followers.

Two pillars: leadership style and maturity level of followers.

Transactional Leadership

Quid Pro Quo.

Leader is reactive in nature.

Short-term motivating.

Transformational Leadership

Leaders transform their followers, making the sum greater than the parts.

Charisma, Intellectual Stimulation, and Individual Consideration are the three main aspects.

Servant Leadership

Leader puts their followers (and their goals and development) ahead of themself.

Seven pillars.

Often serves a higher purpose.

Visionary Leadership

Leader has a clear vision for the future and gets their followers excited about it.

Authentic Leadership

Your past and your story are why people follow you.

Leader has a strong history or learned lessons that molded them.

Committed to bettering themselves - lifelong learner; asks for feedback often.

The leader is who the leader is, no matter who their followers are.

Charismatic Leadership

People follow the leader with the larger-than-life personality.

Commands loyalty and devotion; inspires followers to accept and execute without question or hesitation.

Leader MUST have strong ethical framework.

Autocratic / Authoritarian Leadership

Little to no input from followers.

Leader takes charge and makes all decisions

Clear separation of leader and follower.

Work is highly structured and rigid.

Discourages innovation.

Humble Leadership

Leader acknowledges limits and faults to followers.

Spotlights followers' strengths.

Models teachability.

Unselfish with power.

Paternalistic Leadership

Eastern-based ideal (China)

Caring, stern - like a father figure

Participative / Democratic Leadership

Leader and follower are close in level/skill.

Highly values all voices.

Takes longer to make decisions; leader may be seen as the voice of the group.

Works best in low-pressure environments with no urgent deadlines.

Systems Leadership

Focus on the big picture - see patterns and interconnectedness of work.

Open mindset; adaptable.

DEI champion.

Co-creates structures - finds new processes to make work more efficient and effective.

Toxic Leadership

Toxic leader.

Susceptible followers.

Conducive environment.

Laissez-faire Leadership

Leader is laid-back and reactionary.

"Hands off"

Interpersonal Roles

People-focused roles.

Figurehead, leader, liaison, teacher

Figurehead role

Performs leader duties

Leader role

Motivates and encourages workers

Liaison role

Deals with others outside of the group

Teacher role

Shows how to complete a task/job

Informational Roles

Focused on obtaining and sharing information.

Monitor, disseminator, spokesperson

Monitor role

Scans the environment for information and collects what is needed

Disseminator role

Shares information with other departments on behalf of the group

Spokesperson role

Speaks on behalf of the group to another party(s)

Decisional Roles

Focused on making decisions appropriately.

Entrepreneur, disturbance handler, resource allocator, negotiator

Entrepreneur role

Adapts themself and subordinates to change

Disturbance handler role

Responds to and resolves conflicts

Resource allocator role

Decides who gets what resources

Negotiator role

Bargains for preferable outcomes for team members

Technical skills

How to do the work.

Managing processes and timelines efficiently and effectively.

Human/Interpersonal Skills

How to deal with people.

Emotional intelligence, motivation, inspiration, managing conflict.

Conceptual Skills

How to set strategy and solve problems.

Creating vision, problem-solving, setting goals/planning.

Performance Orientation

The degree to which a collective encourages and rewards group members for performance improvement and excellence.

Assertiveness

The degree to which individuals are assertive, confrontational, and aggressive in their relationships with others.

Future Orientation

The extent to which individuals engage in future-oriented behaviors, such as delaying gratification, planning, and investing in the future.

Humane Orientation

The degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others.

Institutional Collectivism

The degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action.

In-Group Collectivism

The degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families.

Gender Egalitarianism

The degree to which a collective minimizes gender inequality.

Power Distance

The extent to which the community accepts and endorses authority, power differences, and status privileges.

Uncertainty Avoidance

The extent to which a society, organization, or group relies on social norms, rules, and procedures to alleviate unpredictability of future events.

Charismatic Score

The ability to inspire, motivate, and expect high performance outcomes from others based on firmly held core values.

Team Oriented Score

The ability to effectively build teams and implement a common purpose or goal among team members.

Participative Score

The degree to which managers involve others in making and implementing decisions.

Humane Oriented Score

Autonomous Score

The degree to which leaders are independent and individualistic.

Self-Protective Score

The degree to which leadership focuses on ensuring the safety and security of the individual and group through status enhancement and face saving.

Pillars of Trust (8)

Clarity

Compassion

Character

Competency

Commitment

Connection

Contribution

Consistency

Clarity (pillar)

Being clear about your mission, purpose, expectations, and daily activities.

Compassion (pillar)

"Do unto others as you would have them do unto you." Caring beyond your own best interest.

Character (pillar)

Doing what is right ahead of what is easy. Consistently doing what needs to be done when it needs to be done, whether they feel like doing it or not.

Competency (pillar)

Staying fresh, relevant, and capable. Continuing to learn new ways of doing things and staying current on ideas and trends. Making a habit of reading, learning, and listening to fresh information.

Commitment (pillar)

Standing through adversity. Showing commitment and sacrifice for the greater good.

Connection (pillar)

Building relationships by making friends and building genuine connections. Rooted in gratitude.

Contribution (pillar)

Delivering desired outcomes and real results.

Consistency (pillar)

Doing little things consistently to achieve results. Encourages a higher level of trust and better results.

Courageous Leadership

Authenticity

Resilience

Emotional Intelligence

Self-Discipline

Commitment to Purpose

Eustress

"Good" stress - a healthy amount of deadlines and obligations that stretch you and come in short-term bursts

Distress

Unhealthy stress; too much is required of you over your resources for an extended period of time

Physical Stress

Being in pain, illness, very hot/cold

Mental Stress

Thinking you do not have the resources to meet current demands (overloaded at work, forgetfulness, to-do lists, financial stress)

Behavioral Stress

Any activity that causes stress.

(Problem-solving activities, accidents, interviews, etc.)

Emotional Stress

Toxic relationships, interpersonal difficulties, hormonal shifts, guilt, unresolved trauma

Individual Influences on Stress

Personality (Type A/B), self-esteem & efficacy, explanatory style, hardiness, gender, experience, social support.

Acute Stress

Alertness & excitement, increase in energy, uneasiness & worry, feelings of sadness, loss of appetite, immune system suppression, increased metabolism.

Chronic Stress

Loss of sex drive, high blood pressure, diabetes, irritability, lowered resistance, anxiety & panic attacks, depression, eating disturbances.

RAIN Method

Recognize, allow, investigate, non-identification.

SELF Method

Serenity, exercise, love, food.

SWEET Method

Sleep, water, eating, exercise, time.

RELAX Method

Recognize, eliminate, let go, attitude, x-tra sleep.

Stress Management Techniques

Journaling, yoga, deep breathing, exercise, talking with friends, music, therapy, planning & delegating, avoiding drugs & alcohol.

Factors of Ethical Leadership (6)

Values

Character

Actions

Goals

Honesty

Power

Ethical Values

Similar to character ideals

Modal Values

Means or actions taken by a leader

End Values

Outcomes or goals of a leader

Character

A fundamental aspect of ethical leadership.

A series of traits that can be developed in leaders.

Pillars of Character (6)

Trustworthiness

Respect

Responsibility

Fairness

Caring

Citizenship

Trustworthiness

Encompasses ideas like honesty, reliability, and loyalty (most complex pillar)

Respect

Treating others the way you want to be treated

Responsibility

Being accountable and able to respond to and meet expectations

Fairness

Having a balanced standard of justice without personal feelings and relationships

Caring

Prioritizing the welfare of others and good relations with other people

Citizenship

Giving more than you take; reflecting on how you ought to behave as part of a community

Actions

The ways in which a leader goes about accomplishing goals.

Showing Respect

Treating others as unique human beings.

Respect is not obedience; respect is tolerance and acceptance.

Serving Others

Promoting the best interest of others (seen as mentoring, team building, etc.)

Showing Justice

Treating all followers fairly and without bias

Goals

How a leader uses their aspirations to influence others.

Goals are a reflection of a leader's ethics.

Honesty

Not just about telling the truth, but also being open with others and representing reality as fully as possible.

Most important trait, as cited by followers.

Honesty does not always mean immediate truth; it means appropriate truth (time and place matter - sometimes the leader cannot share all of what they know)

Power

Ethical Leadership

Moral means to achieve a worthy goal; the influence of a moral person who moves others to do the right thing in the right way for the right reasons

Utilitarian Approach

The greatest good for the greatest number of people.

Must define the scope (all the people in the world, the people in the class, the people on the team, etc.)

Individualism Approach

Promotes the individual's best long-term interest / personal wellbeing

Rights Approach

Avoiding acts that remove individuals' rights and liberties

Virtue Approach

Moral behavior that stems from personal virtues, not policies

Consequential Approach

The outcome determines the morality of the act

Beneficence Ethics

The priority is to "do good"

Distributive Justice Approach

Decisions are made based on equity, fairness, and impartiality - treatment is not based on any arbitrary characteristics

Procedural Justice Approach

Decisions are made based on equity, fairness, and impartiality - rules are administered fairly

Compensatory Justice Approach

Decisions are made based on equity, fairness, and impartiality - individuals are compensated for harm by the party(s) responsible