LEADERSHIP

LEADERSHIP COVEY PRINCIPLE CENTERED LEADERSHIP (2002)

Instead of looking at traits as styles of leadership he looks at why followers follow. People follow different motivational and psychological purposes Power of the leader might influence followers Coercive based on fear big stick approach Utility power based on perceived sense of equity and fairness followers are more reactive creates individualism people paying more attention to own perspective and desires. Legitimate power a quality of distinction, quality and excellence rare based on honour with leader honouring the follower and the other way round sustained makes choices based on deeply held values control is not external but self control based on trust and inspiration

PYRAMID OF INFLUENCE COVEY 7 HABITS (2002)

OVERT ATTEMPTS AT INFLUENCE (telling, explaining, teaching) _______________________

RELATING (Making deposits) _______________________ MODELING (Example)

Leadership Covey (2002)

Relationship - Assume the best of others - Seek first to understand - if offended take initiative - admit your mistakes apologise - go one on one - be influenced by them first - accept the person and the situation

Leadership contd
When a real leader speaks, people listen e.g M Luther King Leaders earn the right to be heard live your message first - you must be more than the messenger Does your character compliment your message?

LEADERSHIP Strickland et al (2005)

General Electric According to Jack Welch Leaders were supposed to exhibit the 4 Es - Energy enormous personal energy - Energize the ability to motivate - Edge instinctive competitiveness, ability to make tough decisions, saying yes or no instead of maybe. - Execution the ability to carry things through to fruition

 Seven Habits Personal vision personal leadership personal management Interpersonal leadership Empathic Communication Creative Co operation Balanced Self renewal Finding your voice and inspiring others to find theirs (8th habit)

Leadership Covey 7 Habits of Highly Effective People (2004)

INTERPERSONAL LEADERSHIP COVEY (2004)

Leader constantly seek mutual benefit and satisfaction in all interactions Win win arrangements people feel committed to action Win win there is a spirit of co operativeness and not competition Principle based on the fact that one persons success is not achieved at the expense or exclusion of the success of others Leads to an Emotional Bank Account credibility, trust and respect

GROUP EXCERCISE
Choose a leader that is known to your group and assess him/her on the following - Leadership Where does his/her power lie - Interpersonal Leadership - Which style does he use from Coveys Pyramid of Influence - What successes/failures have resulted from his leadership