Leadership Part II

Continued from last time…

Last time, we defined leadership and differentiated it from management, in this article, we look at some other aspects of leadership:

TYPES OF LEADERSHIP

“All managers develop a style of leading or motivating surbodinates”, says Edwin B. Flippo in his book “Personnel management”. Flippo continues to define leadership style as ‘a pattern of behaviour designed to integrate organisational and personal interests in pursuit of some objective”. Obviously, the writer (Flippo) assumes that every manager is a leader! This could be true to some extent but as to whether all are effective is an entirely different matter.

Styles vary widely from the total autocrat to the almost total democrat, where people do as they please. In between these extremes are the various shades that colour the leadership spectrum. The total autocratic leader usually belongs to the traditional class where the influence is derived from the office rather than personal attributes. In this scenario, the person is given too much power by virtue of holding office and can do as he/she pleases. The selfsame leader rides a high horse, is untouchable, authoritarian, makes decisions alone and passes them down the hierarchy and all must bow to the “decree” or risk being chucked out. Further more, the autocrat does not interact with the operatives closely but revolves in a unique executive orbit, with little or no touch with reality. The autocratic is egocentric as seen in fig 1 below. The bigotedly egocentric leader constantly reminds you that s/he is charge and roars when you mistakenly display flashes of attempting to stage a coup detait. Such kind of leaders rare raise other leaders as they have no time for others or feel threatened by any up coming leaders. This is typical in Africa where the power distance between the superior and subordinates is so vast. The wider the power distance, the better, Leadership made in Africa! Having asserted the above, we must hasten to say that the same autocratic leaders also do know that they need to motivate people and thus do once in a while declare a bonus or pay rise. Autocratic leaders differ in degree of assertion and yet do have a following as well.

As we veer to the other extreme of the leadership chart, the total democrat almost has no control over the situation at hand. People do as they please; For example, they report or knock off work at any time, unless of course they belong to the virtual office. The underlying belief and principle is that people are completely mature, self-regulative will do the reasonable thing at all-times. Fig 2 below illustrates how the radiant overly liberal leader always gives out with little interaction and feed back from team mates.

But nothing could be further from the truth because training alone does not straighten up people. People need an attitude change consistent with their profession & calling in life. In the total democratic environment, nobody questions or is accountable to any one. Varying views on issues will hold sway and the goal not uniform.

In dealing with styles, we must not fail to state that leaders are all persuasive and in a way manipulative though the effective leader is sincere and trustworthy in all circumstances. Other attributes such as the open consultative styles, the benevolent, the goal centred or the people centred are true and come in various degrees depending on what side of the pendulum one falls. Fig 3 below attempts to show the ideal effective leader that interacts with team mates thus leading to higher output.

Thus, we have seen that styles differ widely and apply differently in varying places and circumstances. We now turn to zero in on Covey’s principle centred leadership approach because I believe highly effective people do not only have the seven habits reverted on the tablets of their hearts but these habits orbit around a central principle. In other words, all other orbiting traits emanate from a firm personal principal that directs and influences all steps taken.

As earlier intimated Stephen Covey’s excellent book “Principle centred leadership” lays down many valuable truths that are critical for one to be effective and revolutionary. In as much as people must begin with the end in mind, have multiple paradigm shifts; they must have a firm principle base from which to propel their actions.

Principle centred leadership, to borrow Covey’s phrase, is an excellent point from which to begin operating. What this teaching basically advances is that whatever we do, there are no short cuts to things. If a farmer wants to reap a rich harvest, he has to first clear the area, plough the ground, plant seed and wait for rain, or better still, irrigate the field. As the case may be, he will have to wait for the natural phenomenon like the rain to fall and let the plants germinate. This entire activity takes time and will have to be patiently followed through until harvest time. In a nutshell, for one to operate effectively, they have to work within a certain framework or else short circuit progress. No one has ever short circuited nature and escaped unscathed. Further more, the person must go through multiple paradigm shifts where they see things in a totally different light as well as put a finger on the source of strength-the inner self. Arriving at this stage requires one taking a critical and honest introspective look and then resolving to break with the past so as to achieve new and higher heights. Breaking with the past requires courage, maturity, humility and determination whilst working with a reasonable but highly set goal framework. The principle centred leader must at all costs avoid the ‘Seven deadly sins’ or pitfalls that seek to creep in the way. These are stated as the quest to quickly get wealth without labour, indulge in pleasure thoughtlessly (especially after some success), have an abstract knowledge minus character, go about business without ethics, using modern technology without human touch, being unsacrificial and finally waxing politically eloquent without principle. In every endeavour and sphere, there are rules to be obeyed much like the Christian Ten commandments (Exodus 20:1-17, Bible)

Having successfully surmounted and evaded the pitfalls, the principled person must know where their power base lies and from whence it comes. The knowledge is critical for prudent utilisation when needed. Also, the leader must leave all communication lines open so that information can freely flow to and fro the person. Clear and timely communication is cardinal for success. Finally, under this head, the person ensures that the family life is equally properly cultivated and not merely relegated to the terraces. Usually, the danger is to be so engrossed in the pursuit of excellence at the expense of the other equally important aspects of life. This is scandalous for a leader. To the contrary, the effective leader is balanced and well rounded recognising the centrality of the family unit. As we know, people thrive from a strong base of a highly effective family where every one is aware of what is going on, is participative and kept within the loop. The smaller private victories are achieved first within the confines of the home and then later mature to bigger and greater victories. The family is the foundation upon which the superstructure of success is built. In a nutshell, the principled leader sharpens all the family members from the youngest child to the spouse by way of coaching, interacting, complimenting as well as giving them the confidence and vision to succeed. The adage ‘Teach them how to fish rather than giving them freely’  holds true ultimately.
Look out for the next article as we continue in our consideration of the grand subject of leadership.

To be contuned......