DAV White Paper September 2015 - Leadership by Judy Hofer

UNDERSTANDING LEADERSHIP
Sept
2015
TRUSTED PARTNERS IN STRATEGIC STAFFING SINCE 1975 | www.dav.co.za
WHITE PAPER
BY JUDY HOFER, EXECUTIVE HEAD
D A VS T R AT E G I C S TA F F I N G S O L U T I O N S

TABLE OF CONTENTS
Understanding the Differences: Management vs. Leadership............... 3
Core Leadership Theories........................................................................ 5
Leadership Styles..................................................................................... 8
Challenges Facing Today’s Leaders...................................................... 11
Traits of Great Leaders.......................................................................... 14
Conclusion.............................................................................................. 16
About DAV............................................................................................... 16
About Judy Hofer, Executive Head......................................................... 16
Resources .............................................................................................. 17

UNDERSTANDING THE DIFFERENCES:
MANAGEMENT VS. LEADERSHIP
For the past 50 odd years there’s been an ongoing debate in academic
circles as to the difference between leadership and management. Some
people have argued that they are essentially the same thing. Others
see them as separate, but offer different reasons why. All too often the
comparison tends to cast managers in an unfavourable light as compared
to leaders.
In fact, both are essential and fulfil a valuable function. They are necessarily
linked and complementary and there are similarities – they both influence
people and contribute to the success of an organisation – but they are
quite different things. Of course, it’s not always easy to separate the two.
In today’s economy, where value comes increasingly from the knowledge
of people, a manager quite often demonstrates leadership qualities and
leaders regularly take on management functions. In addition, people
exhibit leadership qualities no matter their official title or level within
the organisation.
So how are the roles different and how do they overlap? For clarity, let’s
arrive at a definition of the essence of each role.
One of the best-known writers on both is Warren Bennis, who identifies the
functions of a manager, in part, as one who administers, initiates, maintains,
focuses on systems, relies on control, wants immediate results, asks how
and when, and has an eye on the status quo. He identifies leaders as those
who innovate, originate, initiate, develop, focus on people, inspire trust,
have a long range view, ask what and why, have their eye on the horizon,
and challenge the status quo.
In essence:
• Leadership is setting a new direction or vision for a group that they
follow, i.e.: a leader is the spearhead for that new direction.
Both are essential
and fulfil a valuable
function. They are
necessarily linked
and complementary
and there are
similarities – they
both influence
people and
contribute to the
success of an
organisation – but
they are quite
different things.

• Management controls or directs people/resources in a group
according to principles or values that have been established.
Lets look at some of the essential differences:
MANAGER LEADER
Make up of role Stability Change
Decision-making Makes Facilitates
Approach Plans detail around constraints Sets and leads direction
Vision Short-term: today Long-term: horizon
Control Formal influence Personal charm
Appeals to The head The heart
Culture Endorses Shapes
Action Reactive Proactive
Risk Minimises Takes
Rules Makes Breaks
Direction
Existing direction/keeps
status quo
New direction/challenges
the norm
Values Results Achievement
Concern Doing the thing right Doing the right thing
Focus Managing work Leading people
Human Resource Subordinates Followers
When all is said and done, however, there are many terms used to identify
leaders and managers that are more synonymous than differentiating.
Motivating various levels of staff, encouraging productivity and creativity,
maintaining organisational stability, and balancing external change with
internal culture, are some of the ways leadership and management are
inextricably linked. To be a strong leader and/or manager, individuals must
adhere to rigorous personal development, believe in their own humility,
constantly grow from a continuum of experiences, and always be guided
by their own instincts and values.
To be a strong
leader and/
or manager,
individuals
must adhere to
rigorous personal
development,
believe in their
own humility,
constantly grow
from a continuum
of experiences, and
always be guided by
their own instincts
and values.

CORE LEADERSHIP THEORIES
Mankind has long been fascinated with what, exactly, makes one person
emerge as a leader over others. Personality? Character? The situation?
It’s only been since the mid 19th century or so, however, that we have
formalised this fascination into theoretical exploration. Early leadership
theories focused on what qualities distinguished leaders from followers,
while subsequent theories looked at variables such as situational factors
and skill levels. Eight major theories, commonly categorised by which
aspect is believed to define the leader the most, have emerged:
1. Great Man Theory. Originally proposed by Thomas Carlyle in the
1840’s, the Great Man theory assumes that leadership is inherent;
that great men are born not made – they are destined from birth
to emerge as leaders. The term ‘Great Man’ was used because,
at the time, leadership was thought of primarily as a male quality,
and leaders were often ascribed the qualities of mythical heroes.
Great Man theory did much to establish and reinforce popular
support for trait-based leadership thinking then, and for many
years afterwards.
Mankind has long
been fascinated
with what, exactly,
makes one person
emerge as a
leader over others.
Personality?
Character? The
situation?

2. Trait Theory. Similar to Great Man theory, trait theory assumes
people are born with inherent traits, some of which are particularly
suited to leadership and those with the right (or a sufficient)
combination of the right traits will make good leaders. The focus is
on discovering what these traits are, often by studying successful
leaders. Indeed distinct traits DO arise in the profiles of effective
leaders and in the way that followers desire to be led, however, this
does not alone adequately explain what effective leadership is or
how it can be developed.
General acceptance of trait-based leadership theory remained
virtually unchallenged for around a hundred years.
3. Behavioural Theory offers a new perspective – that leadership is
based on definable, learnable behavior: leaders are made, rather
than born. This theory looks at what leaders do rather than who
they are. This implies that anyone can learn to be a leader simply
by learning how to behave like one: a remarkable shift. Behavioural
theory divides leaders into two categories: those concerned with
task and those concerned with people.
4. Participative Theory suggests the ideal leadership style is one
that takes others into account. The assumptions, as summarised
by changing minds, are:
ƒƒ Involvement in decision-making improves understanding of the
issues by those who must carry out the decisions.
ƒƒ People are more committed to actions where they have been
involved in the relevant decision-making.
ƒƒ People are less competitive and more collaborative when they
are working on joint goals.
ƒƒ When people make decisions together, the social commitment
to one another is greater and thus increases their commitment
to the decision.
ƒƒ Several people deciding together make better decisions than
one person alone.
Behavioural theory
implies that anyone
can learn to be a
leader simply by
learning how to
behave like one: a
remarkable shift.

5. Situational Theory proposes that leaders choose the best course of
action based upon situational variables. Different styles of leadership
may be more appropriate for certain types of decision-making. For
example, in a situation where the leader is the most knowledgeable
and experienced member of a group, an authoritarian style might
be most appropriate. In other instances where group members are
skilled experts, a democratic style would be more effective.
6. Contingency Theory. Similar to situational theory, contingency
theory proposes that success depends upon a number of variables,
including the leadership style, qualities of the followers and aspects
of the situation: there is no one best way of leading – a leadership
style effective in some situations may not be successful in others.
The main difference is that situational theory focuses more on the
behaviours the leader should adopt, given situational factors (often
about follower behavior), whereas contingency theory takes a broader
view that includes contingent factors about leader capability and other
variables within the situation.
7. Transactional Theory bases leadership on a system of reward and
punishment. Transactional leadership is often used in business:
when employees are successful, they are rewarded; when they fail,
they are reprimanded or punished. Additional assumptions are:
ƒƒ Social systems work best with a clear chain of command.
ƒƒ When people have agreed to do a job, part of the deal is that they
cede all authority to their manager.
ƒƒ The prime purpose of a subordinate is to do what their manager
tells them to do.
8. Transformational Theory. The essence of transformational theory
is that leaders transform their followers through their inspirational
nature and charismatic personalities. They inspire followers to
change expectations, perceptions and motivations to work towards
common goals. Overall, they balance their attention between action
that creates progress and the mental state of their followers.
Success depends
upon a number of
variables, including
the leadership
style, qualities of
the followers and
aspects of the
situation: there is
no one best way
of leading – a
leadership style
effective in some
situations may not
be successful in
others.

Perhaps more than other approaches they are people-oriented
and believe that success comes first and lasts through deep and
sustained commitment.
The leadership field has made great strides forward since the 1840’s
in uncovering whether leaders are born or made, how followers affect
how successful leaders can be, how some charismatic leaders build up
societies and others destroy them, as well as what impact leading through
technology has on individual and collective performance. Where leadership
theory and research will take us over the next decade is indeed intriguing.
LEADERSHIP STYLES
Leadership styles are not fixed in place, cast in stone for all time and
permanently attached to an individual’s personality. They are inter-
changeable: the best leaders know that different styles are applicable to
different situations and to different people and will choose the style best
suited to get the desired results. It’s probably true to say, however, that
each leader has an instinctive, dominant style. Let’s look at some of the
main leadership styles:
The leadership field
has made great
strides forward
since the 1840’s in
uncovering whether
leaders are born
or made. Where
leadership theory
and research will
take us over the
next decade is
indeed intriguing.

Autocratic
Useful for when there’s no need for team input or input will not change
the end decision, this style has the leader making decisions without
consulting anyone and has been shown to be the most demotivating.
Democratic
Builds consensus through participation and is most effective when the
leader needs the team to buy into or have ownership of a decision, plan,
or goal. It is not the best choice when a quick decision is called for.
Laissez-Faire
Leaders offer support and advice but largely give the team freedom in how
they manage their work. Very high job satisfaction for people with high
autonomy but damaging for people who don’t manage their time well or
need additional knowledge, skills or motivation to get their job done well.
Visionary
Moves people towards a shared vision and openly shares information,
telling them where to go but not how to get there. This style is best when
a new direction is needed but can fail when trying to motivate more
experienced experts or peers.
Coaching
This style connects wants to organisational goals, helping people find
strengths and weaknesses and tying these to career aspirations and
actions. This style is good when delegating challenging assignments,
demonstrating faith that demands justification leading to high levels of
loyalty. Done badly, this style looks like micromanaging.
Affiliative
A very collaborative style focused on emotional needs over work needs,
creating people connections and harmony. Often used alongside visionary
leadership, it’s useful for healing rifts and getting through stressful
situations but used badly allows for the avoidance of emotionally distressing
situations such as negative feedback.
The coaching style
connects wants
to organisational
goals, helping
people find
strengths and
weaknesses and
tying these to
career aspirations
and actions.

Pace-setting
This ‘do as I do’ style expects and personifies excellence and self-
direction. Great if staff are already highly skilled and self-motivated and
quick results are needed. Over the long-term though, this style can lead
to exhaustion and decline.
Commanding
Soothes fears and gives clear direction, expects full compliance (agreement
is not needed). This approach is best in times of crisis when safety is at
stake or you need rapid, unquestioned compliance and with problem
employees who do not respond to other methods. It should be avoided in
almost every other case because it can alienate people and stifle flexibility
and inventiveness.
Bureaucratic Leadership
Rigorous rule-followers, this leader ensures that people follow procedures
precisely.
Appropriate for managing people who perform routine tasks or for work
involving serious safety risks or large sums of money, this style is much
less effective when flexibility, creativity, or innovation are called for.
Transformational
This style is exemplified by integrity, self-awareness, empathy, humility
and high emotional intelligence. Tranformational leaders motivate people
and communicate well. They set clear goals, have excellent conflict
resolution skills and hold themselves accountable for their actions.
Charismatic
Charismatic leadership resembles transformational leadership: both
types of leaders inspire and motivate team members. The difference lies
in their intent. Transformational leaders want to transform their teams
and organisations, while charismatic leaders often focus on themselves
and their own ambitions.
If you’d like to identify your instinctive leadership style, here’s a handy
online quiz.
Tranformational
leaders motivate
people and
communicate
well. They set
clear goals, have
excellent conflict
resolution skills and
hold themselves
accountable for
their actions.

CHALLENGES FACING TODAY’S LEADERS
The life of modern-day leaders is more demanding than ever. Internally,
they need to motivate diverse groups of people, work across organisational
boundaries, improve efficiency and achieve growth. Externally, they face
a complex and globalised environment in which they have to keep ahead
of competitors and exceed the expectations of other stakeholders.
According to a survey conducted at the Center for Creative Leadership,
involving 763 leaders across seven countries, there are six primary
leadership challenges facing all leaders no matter where they are in the
world:
• Developing managerial effectiveness: The challenge of developing
relevant skills; such as time management, prioritisation, strategic
thinking, decision-making, and getting up to speed with the job; to
be more effective at work.
• Inspiring others: The challenge of inspiring or motivating others
to ensure they are satisfied with their jobs and motivated to work
smarter.
• Developing employees: The challenge of developing others, especially
through mentoring and coaching.
The life of modern-
day leaders is more
demanding than
ever. Internally, they
need to motivate
diverse groups of
people, work across
organisational
boundaries,
improve efficiency
and achieve growth.
Externally, they
face a complex
and globalised
environment.

• Leading a team: The challenge of team-building, team development,
and team management.
• Guidingchange:The challenge of managing, mobilising, understanding,
and leading change.
• Managing internal stakeholders and politics: The challenge
of managing relationships, politics, and image, such as gaining
managerial support and getting buy-in from other departments,
groups, or individuals.
These are difficult challenges, and many leaders feel ill-prepared to tackle
them. The most frequently mentioned challenge is developing managerial
effectiveness. Here are some recommendations:
• Goal-setting is important. Be proactive in setting goals, as well as
timelines and deadlines which are required to meet those goals.
• Delegate more. Delegating can, in fact, make you more productive.
The act of delegation can also empower the people to whom you
have given work.
• Work on tasks that maximise your unique value-add. There will
always be important tasks that only you can do. These are the tasks
on which you should focus as you will maximise your specific value
to the organisation. Everything else, try to delegate.
• Gain some role clarity. Understand what your work does and does
not entail. With that, you may have to practice and be comfortable
saying ‘no’.
The division between task- and relationship-oriented leadership has
long been a challenge. Three of the challenges, namely inspiring
others, developing employees and leading a team; are all related to the
relationship-oriented part of leadership. Here are some considerations:
• Take an active role in mentoring, coaching, and developing others.
Provide challenging opportunities, broadcast successes to upper
management and empower others to increase their area of competence.
Support your employees by providing guidance and feedback.
• Meet the needs of your employees. It’s not just making sure your
employees have the right software or enough office supplies. You also
Leaders face many
difficult challenges,
and many leaders
feel ill-prepared to
tackle them.

have to meet their psychological and social needs.
• Manageteameffectiveness.Make sure your team has a clear purpose,
strong support, and effectively shares information among the group
and with important stakeholders outside the group.
Guiding change is a key challenge for leaders. Organisations exist in a
VUCA world (volatile, uncertain, complex, and ambiguous) and leaders
need to be adept at managing, mobilising, leading, and dealing with
change. Some suggestions include:
• Try it, you might like it. It’s natural that people don’t like change.
Leaders should try to transform their own thinking, and be more
open to fresh ideas. People may witness that shift in attitude and
embrace change.
• Embrace emotional reactions to change. It’s not enough to use
rational arguments. Leaders also need to be sensitive to employees’
emotions and show empathy.
• Since you cannot be clairvoyant, be clear. Nobody can tell others
what the future holds, but you can definitely tell others about the
present and what you’re doing to reach the desired future stage.
Another frequent challenge is managing internal stakeholders and politics.
To more effectively accomplish this, leaders need to develop and enhance
their political savvy, defined as ‘the ability to effectively understand others
at work and to use such knowledge to influence others to act in ways
that enhance one’s personal and/or organisational objectives.’ There are
several ways to do this:
• Mingle strategically and build strong networks and relationships.
• Manage up. Proactively keep your boss informed: the struggles you
and your team are having, and what is going well.
• Read the situation. Observe and gather information from others
and the environment.
• Leave people with a good impression. Being politically savvy is
not being manipulative. Having integrity and being authentic are
Guiding change is
a key challenge
for leaders.
Organisations exist
in a VUCA world
(volatile, uncertain,
complex, and
ambiguous) and
leaders need to be
adept at managing,
mobilising, leading,
and dealing with
change.

of the utmost importance. Get feedback on how your message
and behaviour really come across to others. Avoid gossiping. Keep
confidences. Deliver on the promises you make.
TRAITS OF GREAT LEADERS
The path to leadership isn’t an easy one. In the past, managers were
expected to maintain the status quo in order to move ahead, but today’s
leaders are expected to be visionary. Through good times, stressful times
and terrible times, great leaders must be both learners and teachers,
foresee paradigm changes in society, have a strong sense of ethics and
work to build integrity in their organisations. Here are some key qualities
that good leaders tend to possess:
• Emotional stability. Good leaders tolerate frustration and stress,
are well-adjusted and have psychological maturity.
• Self Assurance. They tend to be free of guilt, have little or no need
for approval and are usually unaffected by prior mistakes or failures.
• Enthusiasm and Optimism. The very best leaders are usually active,
alert, expressive, energetic, optimistic, open to change and they
tend to be uninhibited.
The path to
leadership isn’t an
easy one. In the
past, managers
were expected to
maintain the status
quo in order to
move ahead, but
today’s leaders
are expected to be
visionary.

• Conscientiousness. Leaders usually have a very high standard of
excellence and an inward desire to do their best. They also have a
need for order and tend to be very self-disciplined.
• Honesty. Strong leaders are extremely ethical and believe that
honesty, effort and reliability form the foundation of success.
• Accountability. Extraordinary leaders take responsibility for everyone’s
performance, including their own.
• Tough-mindedness. Good leaders are practical, logical and to-
the-point. They tend to be low in sentimental attachments and
comfortable with criticism.
• Focus. Extraordinary leaders plan ahead and think through multiple
scenarios and the possible impact of their decisions.
• Ability to Delegate. Good leaders avoid micromanagement. They
decide what strengths each employee possesses and assign them
tasks that best fit those strengths.
• Communication. They consistently communicate work expectations
and give constructive feedback.
Beyond these basic traits, leaders of today also possess traits which help
them motivate others and lead them in new directions:
• Intuitiveness. Rapid changes in the world today combined with
information overload result in an inability to ‘know’ everything. Good
leaders know the value of using their intuition and trusting their
gut when making decisions.
• Team orientation. Business leaders today put a strong emphasis
on team work. Instead of promoting an adult/child relationship with
their employees, leaders create an adult/adult relationship which
fosters team cohesiveness.
• Charisma. Leaders who have charisma are able to stimulate strong
emotions in their employees by defining a vision which unites and
motivates them.
• Humor. Although not a requirement, a sense of humor goes a long
way in leadership. It helps create a positive work environment and
enhances a feeling of camaraderie.
Leaders of today
also possess traits
which help them
motivate others
and lead them in
new directions.

ABOUT DAV
As leaders in specialist recruitment since 1975, DAV employs over 120
people with national representation in S.A., blue chip clients across Africa
(many have been with us since the beginning) and top quality candidates
who trust us with every step of their careers. We form a fundamental
part of the Adcorp Group, Africa’s largest human capital group, and offer
expert recruitment across many areas of specialisation.
ABOUT JUDY HOFER, EXECUTIVE HEAD
Judy has 36 years’ experience in HR, Marketing and
Recruitment and extensive management experience
gained as an EXCO member with large listed and
non-listed companies. A highly successful consultant
herself, Judy is a passionate Team Leader within our
Johannesburg Commercial and Foreign Languages
Divisions. Judy loves to share her knowledge and
expertise and is passionate about mentoring others.
CONCLUSION
Great leaders always have a definite purpose and a plan for attaining it.
They surround themselves with talented people who share their vision.
DAV, a leader in
specialist recruitment,
is available to assist.
Please get in touch on
marketing@dav.co.za
or access our website:
www.dav.co.za

RESOURCES
1. Leadership and Management: What is the Difference? – Steve
Myers, Team Technology
2. Leadership vs. Management – ChangingMinds.org
3. Leadership vs. Management – Diffen.com
4. Leadership vs. Management | Focus on Leadership and
Management – Ernie DiMattia, Library Journal
5. Leadership: Current Theories, Research and Future Directions –
Bruce J. Avolio, Fred O. Walumbwa and Todd J. Weber
6. Core Leadership Theories – MindTools
7. Leadership Theories – Changing Minds
8. The 8 Major Leadership Theories – Kendra Cherry, Psychology
Expert, about.com
9. Leadership Theories – Leadership-central
10. Leadership Theories – Business Balls
11. 6 Leadership Styles and When you Should Use Them – Robyn
Benincasa, Fast Company
12. 8 Common Leadership Styles – Rhea Blanken, FASAE
13. Leadership Styles – Changing Minds
14. 6 Emotional Leadership Styles – Changing Minds
15. Leadership Styles – Kendra Cherry, Psychology Expert,
about.com
16. 31 Traits all Great Leaders Share – Richard Feloni,
Business Insider
17. Top 10 Qualities that Make a Great Leader – Tanya Prive, Forbes
18. The 9 Traits that Define Great Leadership – Peter Economy, Inc

Johannesburg Office
Adcorp Office Park - West,
Nicolway Bryanston, Cnr. William Nicol &
Wedgewood Link, Bryanston, 2191
PO Box 68288, Bryanston, 2021
Telephone +27 11 217 0000
Fax +27 11 217 0001
Email marketing@dav.co.za
Cape Town Office
5th Floor, The District 41, Block C
41 - 45 Sir Lowry Road,
Woodstock, 7925
PO Box 6805, Roggebaai, 8012
Telephone +27 21 468 7000
Fax +27 21 461 7092
Email marketing@dav.co.za www.dav.co.za
Remember to RecycleConnect with us on www.dav.co.za/social
TRUSTED PARTNERS IN STRATEGIC STAFFING SINCE 1975

DAV White Paper September 2015 - Leadership by Judy Hofer

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Similar a DAV White Paper September 2015 - Leadership by Judy Hofer

Similar a DAV White Paper September 2015 - Leadership by Judy Hofer (20)

DAV White Paper September 2015 - Leadership by Judy Hofer