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DRINON'S LEADERSHIP EXPRESS

Defining Leadership Over the past century much research has been conducted on the topic of leadership.

These studies have produced many theories and dif- fering views on the subject. Most definitions con- tain similar elements; leaders, followers, a hierarchy, some form of influence, and a purpose to be served or goal to be achieved.

Because there is no one definition of leadership, the leader is free to choose the elements he or she favors in order to manage one’s situation and get results through others. This article will prepare you to state, develop or define your own unique leadership philosophy and style.

Examining Leadership Styles

Each leader communicates in his or her way, based on a variety of factors, including personality, role models, experience, education, training and the situation. Each follower also has a unique way of reacting or responding to any given leader. It’s chal- lenging to get the leadership – follower fit just right. Leaders must work at developing their skills while better understanding their followers. Followers often have to adjust to a leadership style that does not perfectly suit them. This discussion of leader- ship styles looks at some basic approaches to leading people.

Basic Leadership Styles Although new styles have been named over the

Refining Your Leadership Philosophy &Style

years, a study led by psychologist Kurt Lewin in 1939 has been influential in the world of leadership and management thinking and birthed the name and description of three major styles as Autocratic, Democratic and Laissez-Faire. Simply put, auto- cratic leaders tend to be more authoritarian, while democratic leaders allow followers to have a say in what happens and Laissez-Faire leaders take a hands-off approach by empowering workers to do what they are hired to do and being available for input if and when needed

Establishing Authority & Utilizing Power with Followers

One essential leadership challenge is developing authority with followers. One must consider power, authority, leverage and influence. Although these words can mean the same thing at times, this article assigns each a slightly different application.

Power Power can be obvious or not so. Either way, power usually gives one some sort of advantage over, or with, others. Power can include physical, economic, emotional, intellectual, and spiritual or relationship strengths we possess. Power involves who you are, who you know, what you are able to do and what you have at your disposal.

Authority The match between a leader’s values and actions generally gives them credibility, integrity and

By Rich Drinon, M.A.

authority with others. A leader with authority is one who people WANT to follow. Followers observe how closely the leader lives in alignment with the truth he or she pronounces. Walking the walk, talking the talk and living the life – these give one authority with others.

Leverage Leverage also gives the leader an advantage with others. Leverage often pertains to things like rules, policies, procedures, laws and other protocol people must follow to get along, get things done and keep their jobs. As a leader, it’s important to know what legal and policy leverage you have with followers.

Influence Influence involves the relationship between the leader and any individual follower or group of followers. A healthy relationship with one’s boss, where the employee feels recognized and appreciated, can have a huge impact on the commitment, involvement and productivity.

Identifying Four Pillars of Leadership

Displaying Character Leaders are always exposed to issues of character, integrity, credibility and trust. There’s no escaping the expectations of others. For this reason alone, not all people are cut out to be leaders. A good starting point in developing one’s character is to begin with an idea of who you want to be and by what standards you choose to live. Integrity means living in alignment with the ideals we embrace. This is also a source of our credibility, and it’s our “credibility” that gives us “credit” with others.

Maintaining Commitment One’s family, followers and public can also be sensitive to the individual’s every decision when it comes to

keeping commitments. Leaders are expected to keep their commitments. People are disappointed when they don’t. Leaders, however, can also become over- committed when elected, invited or volunteered to serve in multiple leadership roles. At some point, this can result in exhaustion and burnout. Leaders must evaluate how many commitments they have at any given time, and consider which ones stay and which ones are ready to be handled by others.

Increasing Consciousness When a person is less mature, he or she tends to be more concerned with self and to be reactive towards things disliked. Usually one who is in a leadership or management role has matured beyond this stage and spends more of life operating from a higher and more reasonable level of consciousness. As a leader matures his or her focus shifts to self AND others; people at this level of growth respond rather than reacting to life’s challenges. At a higher level of development a leader views things as being about everyone or all and he or she becomes more proactive. From this level the leader can take a higher, inclusive, long term look at the world, and their industry, organization, followers, families and community (Corrales & Rhodes, 2001).

An individual can take aim at higher perspectives and work on developing new behaviors until he or she grows into a new level.

Practicing Continuation Many organizations today are asking, “Who will lead us in the future?” It’s not uncommon to see a once inspired group of people, who were rallied by a great leader, begin to falter when there is no replacement in sight.

For this reason, it’s important for leaders and members of an organization to identify upcoming talent that can be taught, encouraged, coached and mentored. If you believe in your work and want the organization or movement to continue, you must make leadership continuation a priority.

Creating Your Unique Philosophy & Style

Taking time to consider and state your leadership philosophy is a useful exercise. Being able to verbalize your concise philosophy gives you a point of view from which to operate. This point of view is the lens through which you take direction, make decisions and mentor others. In addition, it provides your followers with a frame of reference which allows them to work more effectively for you or with you.

Try this three step approach when devising your philosophy statement: 1. List some of your mentors, and jot down lessons you learned from these influences. 2. Give your philosophy a short, concise title. 3. Briefly describe your philosophy.

Here is an example you can use as a template: Mentors: Parents, Basketball Coach, Youth Group Minister, First Boss

Lessons Learned: Do what you say you’ll do. Finish what you started. Be a good representative of what you believe. Treat others the way you want to be treated. Title: Lead by Example

Brief Statement: My leadership philosophy is to lead by example. When I set an example, I show others my own work ethic and competence, and set an expectation for others to meet.

Regardless of your philosophy or style, you and your followers will be able to function more effectively if they understand your frame of reference and you understand theirs, and everyone finds ways to work together to accomplish the end results. If you pass your philosophy of “Lead by Example” on to your followers, they in return are likely to pass it on to people they mentor.

Author’s Note In each of the “magazine” articles making up this leadership series books are recommended that I’ve found helpful in my own development. Several of those are cited below. Each of these ranks highly in my choices for interesting, practical and, in most cases books that are well researched or pass the test of time, and that can help you develop as a person and leader.

Resources & Recommended Reading: • Corrales, R. & Rhodes, C. (2001). The congruent leader (First ed.). Overland Park, KS: Self Mastery Publishing • Kellerman, B. (2008). Followership: How followers are creating change and changing leaders (1st ed.). Boston, MA: Harvard Business Press. • Kouzes, J. M., & Posner, B. Z. (2003). Credibility: How leaders gain and lose it, why people demand it (First ed.). San Francisco, CA: Jossey-Bass. • Kouzes, J.M., & Posner, B.Z. (2007). The leadership challenge (4th Ed.). San Francisco, CA: Jossey-Bass. • Krueger, J., & Killham, E. (2005). At work, feeling good matters. Gallup Management Journal Online. • Cherry, K. (2008). Leadership theories. About.com.