Leadership to motivate others to

peak performance

Presented by
Rich Mayhew
 OUR AGENDA
• Session introduction
• What is leadership?
• Leadership vs Management
• 7 Bases of Power
• FIRO-B
• Leadership process
• Situational Leadership
• Learning Groups
Statement 1:

Leaders
are born
that way
Statement 2:

The
leader
knows all.
 Statement 3:

The There can

be only
leader one leader.
knows all.
Statement 4:

Leaders
The
never
leader
falter.
knows all.
 Statement 5:
The leader must
always
be in control.
The
leader
knows all.
 Is it…

The or
leader
knows all.
Process? Position?
 Management
A process of orchestrating others to get results through the e

Leadership
nfluencing others; working with and through them to accomplis

9
 Issue Management Leadership

Concerns Complexity Change

Planning and
Creating an Agenda Budgeting
Establishing Direction

Developing a
Human Network for Organizing and
Aligning People
Achieving the Staffing
Agenda
Controlling and Motivating and
Execution Problem Solving Inspiring
Produces
Outcomes Predictability 10
Change
 POWER BASE DEFINITION
Physical, social, emotional, economic
COERCIVE force

REWARD Giving or denying something

LEGITIMATE Administering feelings of obligation

REFERENT Respect or commonality

EXPERT Based on knowledge and expertise

INFORMATIONAL Control based on information known

AFFILIATION Based on who the leader knows

11
12
 situational leadership
Hi
R
e
l
a
Encouraging Coaching
t
i
o
n
s
h Delegating Structuring
i
p Lo
Lo Task Hi

13
 Task vs Relationship

•Task behavior
•More one-way discussion
•“Telling approach”
•The agenda is the task at hand
•The focus is on activities and outcomes
•Relationship Behavior
•More two-way discussion
•Focus is on how the person is relating to the task
•Psychological/social support e.g. encouragement

14
 Encouraging Coaching

Delegating Structuring

High Skill High Skill Some Skill Low Skill

High Willingness Variable Willingness Low Willingness Low or
High Willingness
 Skill vs Willingness
Skill

•Past experience
•Specific training
•Education level
•Their understanding of the task
Willingness

•How much they buy into organizational goals

•How much drive for achievement they have
•How much they want to do the task
•Whether incentives are in place that support them doing the task
 Encouraging Coaching

Delegating Structuring

High Skill High Skill Some Skill Low Skill

High Willingness Variable Willingness Low Willingness Low or
High Willingness
 Encouraging Coaching

Delegating Structuring

High Skill High Skill Some Skill Low Skill

High Willingness Variable Willingness Low Willingness Low or
High Willingness
 Encouraging Coaching

Delegating Structuring

High Skill High Skill Some Skill Low Skill

High Willingness Variable Willingness Low Willingness Low or
High Willingness
 Encouraging Coaching

Delegating Structuring

High Skill High Skill Some Skill Low Skill

High Willingness Variable Willingness Low Willingness Low or
High Willingness
21
 The Leadership Challenge
Kouzes & Posner

• Challenge the Process

• Inspire a shared vision High
High
Performance
• Enable others to act Performance
Team
Team
• Model the way A Real Team

• Encourage the heart

22
Challenge the process

• Search for opportunities

• Experiment and take risks

23
 Inspire a shared vision

• Envision the future

• Enlist others

24
 Enable others to act

• Foster collaboration
• Strengthen others

25
 Model the way

• Set the example

• Plan small wins

26
 Encourage the heart

• Recognize individual contributions

• Celebrate accomplishments

27
 Application
In your learning groups:

•Discuss your reactions to what you

learned this evening.
•What do you think you do well as a
leader?
•What would you like to develop within
yourself to be a leader?