Communication – The Fifth C of Leadership

Every day leaders influence others by persuading, giving presentations, listening, explaining, and providing feedback – in other words, by Communicating.  The importance of our fifth C, Communication, is further evidenced by the close ties communication has to the other Cs.  For example, leaders need to present the vision to others and persuade them to support the vision in order to be a Catalyst.  Being a good listener and providing quality feedback are also two important communication skills for effective Compassion.  And finally, good communication provides individuals with the knowledge and Courage (our sixth C) to make decisions. Given this realization, it is no wonder James C. Humes, presidential speech writer, remarked that

“The art of communication is the language of leadership.” 

Therefore, any individual who wants to be a good leader must invest the time and energy into becoming a good communicator.

Whether dealing with an individual, team, or organization, persuasion is the primary way leaders seek to convince others about the importance of the vision.  For that reason, extensive research has been done around the persuasive process.  In regard to effective persuasion, Conger (1998) begins by making this challenging statement: “If you are like most business people…you use logic, persistence, and personal enthusiasm to get others to buy a good idea.  The reality is that following this process is one surefire way to fail.” (p. 86)  Instead, Conger redefines persuasion as a “learning and negotiating process” (p. 86).  At first, this distinction may seem difficult to accept, but Conger makes a convincing case.

What becomes clear is that Conger (1998) is not saying that data, logic, and passion are bad; rather, they are not enough.  He goes on to outline the four critical steps for persuasion: (1) building credibility in the eyes of one’s audience; (2) framing one’s goals to include the audiences’ values and goals; (3) using vivid language and strong evidence; and (4) establishing an emotional connection with the audience.  It is also important to note, however, that communication is not all about talking – listening is just as – if not more – important. 

Leadership expert Stephen Covey (2004) puts it this way: “The key to…having power and influence with people can be summed up in one sentence: Seek first to understand, then to be understood.”   Some effective listening behaviors include: (a) “echoing,” paraphrasing back to the individual what he or she just said as a way to check for understanding; (b) “letting people talk,” fighting one’s tendency to jump into the conversation and possibly cut someone off; and (c) “demonstrating aware listening” by making eye contact with the speaker (Berg, 2012, p. 4).  The importance of listening and persuasion is also reflected in the servant-leader model.

Listening and persuasion are two of Spears’ (2002) ten characteristics of the servant-leader.  Spears describes a good servant-leader as one who “seeks to listen receptively to what is being said (and not said!)” (p. 5).  What makes his discussion of listening unique, however, is his emphasis on the importance of listening to oneself as a personal leadership tool.  “Listening also encompasses getting in touch with one’s own inner voice and seeking to understand what one’s body, spirit, and mind are communicating…it is essential to the growth of the servant-leader” (p. 5).  Also, in regard to persuasion, Spears emphasizes that leaders rely primarily on influence rather than positional authority and threats.  “The servant-leader seeks to convince others, rather than to coerce compliance” (p. 6).

And then, after a leader has taken the time to understand his or her personal composition, put together a team based on strengths, cultivated his or her moral authority, developed an inspiring vision, invested time and effort into the development of those around him or her, persuaded people regarding the importance of the vision and listened to their differing perspectives, he or she has set the stage for courageous action.

[As was discussed in a previous blog post, here at Inta-Great, we define leadership as “a service-oriented relationship by which change occurs as a leader influences others toward a common vision.”  In order to be effective at influencing others in the pursuit of that vision, we propose that leaders follow the Inta-Greated Leadership Model which consists of the “Seven Cs of Leadership:” (1) Composition; (2) Character; (3) Catalyst; (4) Compassion; (5) Communication; (6) Courage; and (7) Celebration.  Embodying the Seven Cs is what allows leaders to have an impact at the personal, team, and organizational levels and ultimately results in real transformation and sustainable results.]

Referenced Works:

• Berg, B. L. (2012). Qualitative research methods for the social sciences (8^th ed.) Boston: Pearson Education.
• Conger, J.A. (1998). The necessary art of persuasion. Harvard Business Review,76(3), 84-95.
• Covey, S. R. (2004). The 7 habits of highly effective people: Restoring the character ethic (6^th ed). New York: Free Press
• Spears, L. C. (2002). Tracing the past, present, and future of servant-leadership. In L. C. Spears, & M. Lawrence. (Eds.), Focus on leadership: Servant-leadership for the 21st century. (pp. 1-16). New York: John Wiley & Sons, Inc.

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Catalyst – The Third C of Leadership

Harry S. Truman once said,

“Men make history and not the other way around.  In periods where there is no leadership, society stands still.  Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.” 

These history making leaders have a vision for a better future, rally people around the vision, and work with those people to achieve the vision.  In other words, they act as Catalysts.  Therefore, Catalyst, the third C, refers to the leader’s ability to inspire aligned action toward a compelling vision. 

Kouzes and Posner (2006) state that leaders must “inspire a shared vision” by “envisioning the future” and then “enlist others in that common vision by appealing to shared aspirations” (p. 4).  Organizational change expert John Kotter (1995) declares that every successful transformation effort he has researched involved the leaders developing a clear and inspiring vision for the future.  Kanter (2005) puts it this way, “A raw idea…must be shaped into a theme that makes the idea come alive.  Ideas don’t launch productive changes until they become a theme around which others begin to improvise, a vision that raises aspirations” (p. 4).  And, Senge (1990) emphasizes that, “The practice of shared vision involves the skills of unearthing shared ‘pictures of the future’ that foster genuine commitment and enrollment rather than compliance” (p. 488).  And finally, Gill (2003) writes, “A vision is a desired future state: this is the basis for directing the change effort” (p. 312).

In regard to the transformational and servant leadership theories, vision plays a prominent role in both of them.  To begin, the servant-leader characteristics of “conceptualization” and “foresight” emphasize the importance of vision.  Conceptualization is the ability “to dream great dreams,” and foresight is described as “closely related to conceptualization” because of its focus on future possibilities (Spears, 2002, p. 7).  Next, the inspirational motivation factor of transformational leadership involves leaders creating excitement and enthusiasm around the vision through the use of symbols, emotional appeals, and simple messages (Northouse, 2010).  This link between the vision and motivation is one of the main reasons why it is so important to leadership.

Motivation expert Kenneth W. Thomas (2009) explains, “the purpose and vision, then, provided a target that could align the efforts of different people to solve problems and cooperate….the compelling vision was a strong motivational force that inspired people” (p. 23).  It is important to note, however, that when it comes to creating a vision or purpose statement, research has shown that not all visions are equally effective.

According to Thomas (2009), workers are rarely inspired by purposes that are focused on making a profit or other economic considerations.  Instead, the vision or purpose statement should connect to workers’ need for recognition, responsibility, and the opportunity to fulfill one’s potential.  For example, Chick-fil-A’s mission statement, “Be America’s Best Quick-Service Restaurant” hits on all of these needs.  The focus on being known as the best speaks to one’s need for recognition and fulfilled potential, and it makes the employees responsible to America for their service.  In the end, however, having a vision is not enough.  Leaders need to utilize the rest of the Cs in order to go about achieving the vision.

[As was discussed in a previous blog post, here at Inta-Great, we define leadership as “a service-oriented relationship by which change occurs as a leader influences others toward a common vision.”  In order to be effective at influencing others in the pursuit of that vision, we propose that leaders follow the Inta-Greated Leadership Model which consists of the “Seven Cs of Leadership:” (1) Composition; (2) Character; (3) Catalyst; (4) Compassion; (5) Communication; (6) Courage; and (7) Celebration.  Embodying the Seven Cs is what allows leaders to have an impact at the personal, team, and organizational levels and ultimately results in real transformation and sustainable results.]

Referenced Works:

• Gill R., (2003). Change management or change leadership. Journal of Change Management 3(4), 307-318.
• Kanter, R. M. (2005). Leadership for change: Enduring skills for change masters.  Teaching Note, Harvard Business School Publishing, 1-15.
• Kotter, J.P. (1995). Leading change: Why transformational efforts fail. Harvard Business Review, 73(2), 1-9.
• Kouzes, J. & Posner, B. (2003). Student leadership practices inventory.  San Francisco: Jossey-Bass Publishers.
• Northouse, P. G. (2010). Leadership: Theory and practice (5th ed). Los Angeles: Sage.
• Senge, P.M. (2003). The fifth discipline: The art and practice of the learning organization. In J. S. Ott. Classic reading in organizational behavior (pp. 484-491). Belmont, CA: Wadsworth/Thomson Learning.
• Spears, L. C. (2002). Tracing the past, present, and future of servant-leadership. In L. C. Spears, & M. Lawrence. (Eds.), Focus on leadership: Servant-leadership for the 21^st century. (pp. 1-16). New York: John Wiley & Sons, Inc.
• Thomas, K.W. (2009).  Intrinsic motivation at work: What really drives employee engagement. San Francisco: Barrett-Koehler.

Character – The Second C of Leadership

“Ability may get you to the top, but it takes character to keep you there.” ~ John Wooden

[As was discussed in a previous blog post, here at Inta-Great, we define leadership as “a service-oriented relationship by which change occurs as a leader influences others toward a common vision.”  In order to be effective at influencing others in the pursuit of that vision, we propose that leaders follow the Inta-Greated Leadership Model which consists of the “Seven Cs of Leadership:” (1) Composition; (2) Character; (3) Catalyst; (4) Compassion; (5) Communication; (6) Courage; and (7) Celebration.  Embodying the Seven Cs is what allows leaders to have an impact at the personal, team, and organizational levels and ultimately results in real transformation and sustainable results.  In this post, we will further explore the second of our Seven Cs – Character.]

Throughout the leadership literature, there is an emphasis on the leader serving as a role model for followers.   A leader cannot be viewed as a role model; however, if they do not possess character.  Character refers to the integrity of the leader.  It means others view them as credible and possessing moral authority. 

Kouzes and Posner (2006) refer to this principle as “Model the Way” and describe it as leaders being “clear about their personal values and beliefs” (p. 3).  They go on to encourage leaders to “keep people and projects on course by behaving consistently with these values and setting an example for how they expect others to act” (p.3).  Being clear about one’s own values and setting an example for how others should act paves the way for leaders to be champions for the organization’s values.

Not only is a leader responsible for developing his or her own character, he or she is also responsible for helping to develop the character of his or her team and organization.  According to Johnson (2012), “Leaders are the ethics officers of their organizations, casting light or shadow in large part through the example they set” (p. 318).  Essentially, leaders need to serve as ethical role models to their followers, and they need to be champions of the ethical decision-making process.  This means leaders must internalize the ethical climate they promote by embodying the organization’s values and then hold others accountable to those values.  Doing so requires rewarding those who act ethically and punishing those who do not—regardless of the results from that employee’s behavior.  Leaders must walk the ethical talk.

The idea of leaders serving as role models is also especially prominent in the transformational leadership theory as it closely aligns with the “idealized influence” aspect of transformational leadership.  Idealized influence refers to transformational leaders’ ability to live by standards and values that allow followers to view them as role models.  “They [transformational leaders] are deeply respected by followers who usually place a great deal of trust in them” (Powell, 2011, p. 177).

Finally, the leader’s character is important because it affects how well others respond to the leader’s attempts to cast a vision and instigate change.  For example, renowned change expert, John Kotter (1995), states that in order to facilitate change, leaders must embody the change and serve as role models for the rest of the organization.  “Communication comes in both words and deeds, and the latter are often the most powerful form” (p. 6).  He then goes on to emphasize the importance of leaders communicating the change vision “in deed” because, “nothing undermines change more than behavior by important individuals that is inconsistent with their words” (p. 6).  Similarly, Roger Gill (2003) also emphasizes the importance of leaders serving as role models when facilitating change.  Gill writes, “In any change process, the change champions – leaders – must be credible,” and he then goes on to define credibility as being perceived by others as honest and competent (p. 316).

It is this link between character and change that sets the stage for the next or third C, Catalyst.

References:

• Gill R., (2003). Change management or change leadership. Journal of Change Management 3(4), 307-318.
• Johnson, C.E. (2012). Meeting the ethical challenges of leadership: Casting light or shadow (4^th ed.). Thousand Oaks, CA: Sage.
• Kotter, J.P. (1995). Leading change: Why transformational efforts fail. Harvard Business Review, 73(2), 1-9.
• Kouzes, J. & Posner, B. (2003). Student leadership practices inventory.  San Francisco: Jossey-Bass Publishers.
• Powell, G. N. (2011).  The gender and leadership wars.  Organizational Dynamics, 40, 1-9.

The Inta-Greated Leadership Model

Leadership is often discussed but rarely understood.  A complicated discipline – it represents a mix of psychology, sociology, anthropology, communications, business, and political science theory – it is not easy nor for the faint hearted.  Instead, leadership is a calling that requires dedication, perseverance, and humility.  For those who persevere, however, leadership is greatly rewarding as leaders play a key role in creating, changing, and cultivating culture.  But first, being an effective leader requires that an individual understand what leadership really is.

To many, leadership equates to management.  And yet this is not the case.  Management is focused on tasks and details and comes from a place of positional authority.  In contrast, leadership is focused on vision and serving others from a relationship built on influence.  Anyone with a title can demand a certain level of compliance from their subordinates; however, a true leader is one who not only inspires compliance but greatness.  I grew up playing sports, and in that context we used to call it “giving 110%” or “running through walls.”  At worst, management will result in people giving up when faced with a wall; at best, those people might figure out a way around the wall.  Leadership alone is what inspires and enables people to run through walls.

The question becomes then, “How do I enable and inspire others to run through walls?”  The simple answer of “being a leader” is not enough.  What does it mean to be a leader?  After studying many different leadership theories and perspectives, here at Inta-Great, we have come to believe there is a fundamental difference between providing a definition of leadership and providing a model of leadership.  While a definition is simply about explaining a phenomenon, models are about what specific behaviors, actions, and character traits are effective or ineffective.  Definitions describe; models prescribe. With that in mind, we’ve developed the following definition and model of leadership.

At Inta-Great, we define leadership as “a service-oriented relationship by which change occurs as a leader influences others toward a common vision.”

And, in order to be effective at influencing others in the pursuit of that vision, we propose that leaders follow the Inta-Greated Leadership Model consisting of the “Seven Cs of Leadership:” (1) Composition; understanding the unique personalities, strengths, and motivators of themselves and the team; (2) Character; cultivating credibility and moral authority; (3) Catalyst; inspiring and aligning action toward a common vision; (4) Compassion; coaching and empowering people to do the best they can; (5) Communication; persuading, presenting, listening, and negotiating; (6) Courage; seizing opportunities despite the inherent risk and uncertainties; and (7) Celebration; showing gratitude and celebrating success.

We believe that embodying the Seven Cs is what allows leaders to have an impact at the personal, team, and organizational levels ultimately resulting in real personal and cultural transformation and sustainable results.  Please see a visual representation of the Inta-Greated Leadership Model as Figure 1.1 below.

Free from fads, fluff, and feel-good teaching, the Inta-Greated Leadership Model is based on proven leadership principles.  To illustrate this, we will be publishing a series of blog posts in the near future that will discuss how each of the Seven Cs connect to the leadership literature.  We hope that you join us as we explore the research and evidence supporting each of the Seven Cs and the impact they are capable of having at the personal, team, and organizational levels.  And, as always, we wish you the best of luck as you continue on your leadership journey.

2013–A New Year & A New Start

2013– a new year and the perfect time for a new start.  

This concept is nothing new.  For as long as most of us can remember, people have been using this time of year to set their “New Year’s Resolutions.”  However, for most people, those resolutions are broken as quickly as they are made.  Anyone with a gym membership will tell you gym traffic typically doubles during the month of January before slowing down to its usual flow around mid-February.  So why are we so bad at following through with our New Year Resolutions?

Most of our resolutions tend be made in the moment with lots of emotion but with little consideration and little planning.  For example, we look into the mirror on January 1st, see the results of our holiday merry-making, and adamantly declare–“I NEED to lose weight!  I will start working out!”  This example highlights another problem with many new year’s resolutions–they tend to be reactive and not proactive.

The many problems begin shortly after we join the gym.  We don’t actually know what exercises we should be doing–are we just trying to lose weight or build muscle?  Or maybe we should be trying to tone muscle.  Then, real life hits, and suddenly it is hard to fit going to the gym into our busy schedules.  And finally, we haven’t actually made any changes to our eating habits, so even though we are going to the gym a bit more often, we’re not seeing the results we want–and before you know it those problems add up and we stop going to the gym altogether.  Have you ever experienced anything like this in your own personal or work life, and what can we do about it???

Most resolutions fail because they are not linked to a broader vision.  Instead of standing alone, personal and organizational goals should support our personal or organizational vision.  Therefore, identifying the vision becomes the first step.  We’ve already discussed the “Key Aspects of a Great Vision” before, so we won’t go into all the details about it here.  But, we will remind you that quite simply, vision paints a picture of the future state you/your organization wants to achieve.  It defines what success looks like.  If we go back to the weight loss example, a strong vision statement would be, “Living a healthy lifestyle that includes a regular work-out program and a nutritional diet.”

But sometimes, having a big vision can seem overwhelming to a leader.  We have these big dreams—how are we ever going to achieve them?

The answer is simple; we need a plan.  The key lies in translating the vision into multiple, smaller goals.  When we do this, it is very important to write these goals (or resolutions) down.  Writing them down creates personal accountability, because now, we have a list that we can go back to and measure ourselves against.  However, don’t just take my word for it…

According to Dave Kohl, professor emeritus at Virginia Tech (as quoted in Five):

• 80% of Americans say they don’t have goals.
• 16% of Americans have goals, but they don’t write them down.
• < 4% of Americans actually write their goals down.
• < 1 % of Americans write down their goals on an ongoing basis.
• People who regularly write down their goals earn 9x as much over their lifetimes than those who don’t.

So, don’t wait.  Make this the year you get serious about your resolutions.  Take the time and identify your vision and break it down into smaller goals to achieve that vision.  Then, write those goals down.  You’ll be amazed at the difference consideration and planning can make.

Referenced Works:

• Zadra, Dan. (2009). Five: Where will you be five years from today?. Seattle: Compendium, Inc.

Courage, Failure, & Leadership

cour·age
noun \ˈkər-ij, ˈkə-rij\
Definition of COURAGE
: mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty
–  Definition from the Merriam-Webster Dictionary

When it comes to defining courage, the key phrase is: “and withstand.”  Courage is not about fearlessness.  It is about being afraid and moving forward anyway.  It is about pursuing a passion—a purpose—that is greater than one’s fear.

In his book, Next Generation Leader, Andy Stanley identifies courage as one of the “five essentials for those who will shape the future.”  I’ve struggled with this emphasis on courage because courage seemed to be more of a personality trait than a skill.  And, requiring a leader to have a certain personality trait reminded me of the outdated “Great Man” leadership theories.  These theories essentially said that leaders are born, not made, and all great leaders share a certain set of personality traits.  Contrastingly, at Inta-Great, we subscribe to the transformational and serving leadership theories—theories that focus on skills and competencies leaders can learn and develop.

However, after moving along in my leadership journey, and watching others on theirs, I have come to realize that Andy Stanley is right.  Courage is essential to leadership.  But what I have also come to realize is that courage is less of a personality trait you are born with and more of an attitude that is cultivated.  [Look for another post about how to cultivate courage in the near future.]

So, why is courage so important to leadership?  As it was defined earlier, courage involves persevering in the face of “danger, fear, or difficulty.”  Danger, fear, and difficulty tend to result from ambiguity and uncertainness about the future.  And, if there is one area leaders specialize in, it is ambiguity and uncertainty.  At Inta-Great we define leadership as, “A service-oriented relationship by which change occurs as a leader influences a group of individuals toward a common purpose.”  One of the key words in this definition is “change.”

Leaders influence change toward a common purpose.  Change is inherently difficult, and sometimes frightening.  It involves leaving the realm of “what is” for “what could be.”  Leaders are not content to relax, put their feet up, and pat themselves on the back.  Instead, they are leaning forward, looking toward the future, and thinking about how things could be even better—and yet, thinking about it is not enough.

How many people at your workplace have opinions about what should change in the organization?  Probably a lot.  Most people have ideas about how communication could be improved, what new products should be developed, what management should be doing, etc.  But, they are not doing anything about it.  Contrastingly, leaders at all levels are those who not only see the opportunities, but seize the opportunities—taking steps toward making change happen despite the inherent risk and uncertainty.  This requires courage.

Sometimes taking the risk pays off.  The leader is successful and achieves what he or she sets out to achieve.  And, in some ways this is what one is taught when studying leadership.  If you follow this approach—if you utilize these essentials of leadership, or these four factors of transformational leadership, etc.—you will be successful.  But sometimes this doesn’t happen.  Sometimes a leader will do everything right—cast a great vision for the future, empower those around him or her, etc.—and he or she will fail.  What happens then?

Recently, my mentor, a successful and engaging woman, set out on a new path.  She felt led to pursue what many called an impossible goal.  She knew it was going to be an uphill battle, but her vision of what could be and her passion to serve others gave her the courage to try anyway.  And try she did.  She gave 110%, made some great progress, inspired many along her way, but in the end, she failed.  She did not achieve her goal.

So once again, she, and other leaders who have failed or will fail, must tap into the power of courage.  This time, courage will be needed to pick oneself up, identify one’s next goal, and begin working toward it.  As Mary Anne Radmacher has said, “Courage doesn’t always roar.  Sometimes courage is the little voice at the end of the day that says I’ll try again tomorrow.”

While everyone needs time to “lick their wounds” so to speak, leaders refuse to let failure define them.  Instead, they use it to strengthen them.  Leaders know that failures are great learning opportunities.  They know that failure experiences are hard, but they help the leader cultivate wisdom for next time.  Sometimes failure is a necessary perquisite for success.  This is the risk the leader is willing to take.

Why is the leader willing to take such a risk?  As we’ve already discussed, the passion and purpose the leader is pursuing is a strong motivator.  But, there is something else.  The best leaders understand that failure, while it hurts in the moment, is a passing thing.  Regret is not.  The regret that comes from not trying—from missed opportunities—can last a lifetime.  So, even more than failure, leaders fear regret.  They understand the adage, “You may be disappointed if you fail, but you are doomed if you don’t try.”

So, while my mentor may not have achieved her goal, she can rest in knowing that tomorrow, or next month, or next year, or twenty years from now, she will never have to look back at her life and wonder “What if…”  “What if I would have taken that risk?”  “What if I would have left my comfort zone?”  Instead, she will know that she worked hard, made a lot of progress, inspired many individuals, and paved the way for those who will come after her.

And now, in some ways she has an even bigger opportunity than those who achieve their goals—for it is during times of trial and darkness that one’s true character really shines.  By refusing to let this experience define her, she will go on to impact even more.  I know for me, she remains a source of inspiration and a great lesson in courage and leadership.  Finally, it is my hope, that others will be inspired by her story to act courageously.  For as we have seen, courage is essential to leadership. 

-Written by Valerie Faust, Director of Blossom & Flourish and Training & Development Consultant

Key Aspects of a Great Vision

You cannot lead others if you don’t know where you are going–that is why having a vision is so important.  

So, what are some key aspects of a Great Vision?

1. It is clear and compelling, and it is short and sweet.   

2. It makes people excited to be a part of something greater than themselves. 

3. It appeals to one’s need for: recognition, responsibility, and fulfillment. 

4. It’s NOT about the money.

Listen to the clip below to learn more about the key aspects of a Great Vision.

Motivation and Leadership

As we’ve discussed, motivation has become a buzzword in the business community. And, now that we’ve looked at some of the major motivational theories out there–Herzberg’s motivator-hygiene theory, path-goal theory, and McClelland’s learned needs theory–we can further explore the important role they play in organizational leadership– especially transformational leadership.

At a high level, motivation is an important leadership skill.  Motivation is defined as “(1) what energizes human behavior, (2) what directs or channels such behavior, and (3) how this behavior is maintained or sustained” (Steers, Porter, & Bigley, 1996, p. 8), or more simply, the “reason(s) I do what I do.”  As such, understanding the motivational process is important to effective leadership.  If one defines leadership as, “an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (Rost, 1993, p. 102), motivation becomes one of the ways the leader can influence his or her followers.  To put it more clearly, motivation plays a key role in how the leader can energize, direct, and maintain followers’ behavior toward real changes and mutual purposes.

More specifically, Bass (1990, p. 13) defines transformational leadership as occurring “when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group.”  In addition to this definition, there are four factors of transformational leadership: (a) idealized influence, (b) inspirational motivation, (c) intellectual stimulation, and (d) individualized consideration (Northouse, 2010).  While motivation plays a role in all four of these areas, the three theories we have discussed play a prominent role in inspirational motivation, individualized consideration, and intellectual consideration.

Inspirational motivation involves leaders creating excitement and enthusiasm around the vision and high expectations through the use of symbols, emotional appeals, and simple messages (Northouse, 2010).  Thomas (2009) explains, “the purpose and vision, then, provided a target that could align the efforts of different people to solve problems and cooperate….the compelling vision was a strong motivational force that inspired people” (p. 23).  When it comes to creating a vision or purpose statement, research has shown that not all purposes are equally effective.

According to Thomas (2009), workers are rarely inspired by purposes that are focused on making a profit or other economic considerations.  This finding is consistent with Herzberg’s Motivator-Hygiene theory.  Herzberg found that “concerns such as pay, security and work conditions…are less capable of energizing workers to higher levels of performance” (Hill, 2008, p. 174).   Instead, if Herzberg’s theory is followed, the vision or purpose statement should connect to workers’ need for recognition, responsibility, and the opportunity fulfill one’s potential.  For example, Chick-fil-A’s mission statement, “Be America’s Best Quick-Service Restaurant” hits on all of these needs.  The focus on being known as the best speaks to one’s need for recognition and fulfilled potential, and it makes the employees responsible to America for their service.  In addition to playing a big role in inspirational motivation, motivational theory is also important to the individualized consideration factor of transformational leadership.

Individualized consideration consists of “… focusing on the development and mentoring of individual followers and attending to their specific needs” (Powell, 2011, p. 5).  Here there is an emphasis on the uniqueness of the individual.  This factor speaks to how important it is for the leader to take the time to get to know his or her followers on an individual basis and learn their strengths and what motivates them.  For example, if one utilizes McClelland’s learned needs theory, one should identify which of the four needs the individual is primarily motivated by (power, achievement, autonomy, affiliation).  Path-Goal Theory also requires this focus on individuals’ needs.

“To apply path-goal theory, a leader must carefully assess the subordinates and their tasks, and then choose an appropriate leadership style to match those characteristics” (Northouse, 2010, p. 135).  In addition to this connection to individualized consideration, path-goal theory plays a key role in intellectual stimulation as well.

Intellectual stimulation involves supporting “…followers as they try new approaches and develop innovative ways of dealing with organizational issues” (Northouse, 2010, p. 179).  It includes removing obstacles which are preventing growth and progress from taking place (at both the individual and organizational level).  Or, in the words of path-goal theory, “The leader should help subordinates define their goals and the paths they want to take…when obstacles arise…[it] may mean helping the subordinate around the obstacle, or it may mean removing the obstacle” (p. 132).

Overall, motivation is a complicated topic that plays a critical role in effective leadership, specifically in the inspirational motivation, intellectual consideration, and individualized consideration factors of transformational leadership.

Referenced Works:

• Bass, B. M. (1990).  From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.
• Hill, A. (2008). Just Business: Christian ethics for the marketplace. Downers Grove, IL: InterVarsity.
• Northouse, P. G. (2010). Leadership: Theory and practice (5^th ed). Los Angeles: Sage.
• Powell, G. N. (2011).  The gender and leadership wars.  Organizational Dynamics, 40, 1-9.
• Rost, J. C. (1993). Leadership for the twenty-first century. Westport, CT: Praeger Publishers.
• Steers, R.M., Porter, L.W., Bigley, G.A. (1996). Motivation and leadership at work. (6^th ed.) New York: McGraw-Hill.
• Thomas, K.W. (2009).  Intrinsic motivation at work: What really drives employee engagement. San Francisco: Barrett-Koehler.

How Leaders Can Facilitate Change

Change is an integral part of any type of growth.  If any organization is to grow, leadership must recognize that change is inevitable, and then set up a process to help people embrace it.  Too often, employees experience what they perceive to be random attempts at change with no thought-out plan.  It is these impulsive and unsuccessful change attempts which lead to an organizational culture of skepticism and negativity.  To prevent such a culture from taking root in their organizations, leaders need to: (a) be aware that most people dislike change, (b) solicit input from the employees, and (c) communicate and celebrate the change.   

When trying to implement a change, the first thing leaders need to understand is that most people reject change.  In fact, up to 80% of people in an organization can be labeled as reactive thinkers.  Reactive thinkers tend to resist change, avoid responsibility, fear taking risks, and have low confidence (Oakley and Krug, 1991).  Therefore, change efforts must begin by changing the mindset of these individuals.  As Oakley and Krug emphasize, one of leadership’s main responsibilities is to bring out the best in those they lead.  Attitude is critical to performance, and one of the key issues behind attitude is one’s self-esteem.  One way to help improve employee self-esteem is by soliciting their input during the change process.

Some leaders have the “it’s my way or the highway” mentality – they believe they can impose their ideas onto other people.  And yet, as Oakley and Krug point out, this philosophy does not work for implementing long-term change (1991).  Instead of only telling people what to do, leaders should strive to engage employees in the change process.  Leaders can do this by asking for employee feedback, questions, and ideas to make the change more successful.  This experience not only increases employees’ self-esteem and confidence, it also helps employees feel a sense of ownership for the change initiative. 

Engaging people throughout the change process facilitates organizational “buy-in.”  Without such commitment it will be impossible to move change forward.  Another way to develop buy-in is by building trust with one’s employees.  It is only when people trust a leader that they will be willing to follow him or her into the unknown territory of change.

One way of building trust is through constant, clear, and honest communication.  The first step in the communication process is to develop a clear vision around why the change needs to take place and what it will look like.  Unless change is clear in the leader’s mind, it will be impossible for him or her to communicate a compelling vision to others (the same is true for leadership teams).

Once the leader is clear on the vision, he/she needs to communicate it.  Leaders can communicate the vision by delivering speeches, sending emails, posting the vision statement on the wall, participating in discussions – but most importantly –  by “living out” the message.  As Kotter (1995) says, “Communication comes in both word and deeds, and the latter are often the most powerful form” (p.65).

This consistent communication in word and deed will reinforce the change process as will celebrating successes.  Many times leaders are so bogged down with trying to achieve results, they do not take the time, energy, and resources to acknowledge success.  For employees, the perception of never being recognized can erode their desire to engage in change as engaging usually takes great effort.  One way to combat this is by celebrating short-term wins and recognizing, perhaps even rewarding, employees for their involvement in the change process (1995).

Overall, leaders need to remember that change does not happen overnight.  Instead, it is a long and deliberate process that requires engaging one’s employees, communicating a clear vision, and celebrating successes along the way.  When used together, these actions will help employees open their minds and be more receptive to new ideas and change in order to help the organization grow.

Resources:

• Kotter, J. (March, 1995). Leading change: why transformation efforts fail. Harvard Business Review.
• Oakely, E., Krug, D. (1991). Enlightened leadership. New York, New York: Simon and Schuster.

Leadership and Government

Inta-Great’s Founder and President, Kathy Coder, discusses the importance of leadership in government and why she decided to run for State Representative in Pennsylvania’s 16^th District. 

What is your primary reason for running?:  I want to use my background and experience to make a difference in our State’s future.  I desire to help create a sustainable flourishing state and region for the next generation.  I am not looking for a “job” or to be a career politician.  I think we need people in Harrisburg who know how to lead from a foundation of integrity and principle-centered decision-making.  I would like to use my leadership, local government, and business experience to help be part of a team who can create positive change.

What will be your top priority?:  Strong leaders understand their role is to serve the people they are leading; they also understand the importance of a compelling vision.  For those reasons, I will serve the people by putting their needs ahead of politics, party, and self-serving agendas.  I will also cast a vision of Pennsylvania as one of the most thriving states in the nation with reduced government size, spending, and taxes and increased job creation and economic development opportunities.

What’s the biggest problem facing the state?:  The lack of leadership.  A common definition of insanity is to keep doing what you’re doing and think you’re going to get different results.   Year after year, we keep hearing about the same issues and nothing changes.  Obviously, we need new thinking and people who have the courage, character, competence, and commitment to make change happen. We need to get the right people on the bus in the right seats and come together for the common good of our State—I think if we do that many of the problems will start being resolved.  Also as leaders, we elected officials need to role model what we want others to do, and we need to open to more accountability.  (For example: I am not taking the State pension and will report my expenses and receipts for the per diem allowances.)

Any final remarks?:  The compelling lack of leadership is why I got involved with politics to begin with.  Never in a million years would I have envisioned that I would be running for office.  Four years ago, my business was thriving, and my life was comfortable.  Then, I attended my first council meeting, and my life was turned upside down.  I saw a lack of leadership and competence. It violated every good leadership practice I was ever taught!  I was convicted that I had no right to complain, unless I was willing to get my hands dirty and get involved.  Since then, I have been passionate about getting others educated and involved as well.  I believe government can be better.  I have spent over 20 years in the private sector learning from wise mentors and business leaders.  I have translated these learnings into my public service.  I understand the importance of applying principle-centered, servant-leadership practices in government.  I realize that elected office is a stewardship and an honor.

If you wish to find out more information about Kathy Coder’s campaign, please visit:  http://www.kathycoder.com/