Leadership Part 1/3 by William Haines

Good evening everyone. It's going to start a few weeks looking at good leadership. You might wonder, why should one learn about leadership? What's the point of learning about leadership? What are you hoping to achieve through this course? One reason is to understand the nature and practice of good leadership so that one can become a better leader, a better colleague, or a better subordinate. If we're working in a business or any kind of institution, we always find either a leader, or we're a colleague, or a subordinate. If we can understand leadership better, it means we can understand how to function better in whichever of these three different positions we have. So, we're going to be looking at some of the functions of leadership and what leaders do. This will help you to recognize these functions and to be able to spot what's going on, to analyze leadership yourself, to see the good side and the mistakes a person might be making because an awful feeling can come from failing in that function. Hopefully, you'll also learn how to apply these functions yourself.

The first question is then, what is leadership? It's the ability to set a course that others can follow. Anything else? It's about helping others to grow. Another function of leaders is to make decisions and choices. A very important part is to train other people to develop their own abilities so they can also become leaders. What other ideas might there be? Part of it, of course, is giving direction. Xenophon, a Greek philosopher and historian, was one of the first people to write an explanation of what leadership is. He himself was a leader in the Greek army and said that leadership is the ability to inspire willing obedience in others. Do we normally willingly obey others? In that sense, it's the ability to inspire others to willingly obey you and to follow you. It's not just telling people what they should do; it's actually inspiring people so they want to do it because they are motivated.

Another definition comes from John Harvey Jones, who was a director at CBI for a long time. He said leadership is about getting extraordinary performance out of ordinary people. A good leader can inspire a group of ordinary people to do something extraordinary, while another person in the same situation may be a complete failure. If you change the person who's in charge to someone who is a leader, they can get a very ordinary group of people to achieve things that are quite extraordinary and challenge them to go beyond their limitations. Dag Hammarskjöld, who was Secretary-General of the United Nations, said, 'Your position never gives you the right to command; it only imposes on you the duty to live your life so that others may receive your orders without being humiliated.' This highlights the difference between a leader and a boss. A leader is out there in front, showing people what to do through their own example, while a boss just sits back and gives orders.

Let's look at some other quotes to examine leadership more systematically. Samuel Moon said that a frontline leader should always work harder and better than other people; then they will follow him. If you live that way yourself, you will not have to tell your members to follow you; they will want to follow you on their own. John Adair, whose theories of leadership I have drawn upon, said you can be appointed a commander or a manager, but you're not a leader until your appointment is ratified in the hearts and minds of those who work under you. You may have got the job, but you have to win the hearts and support of the people. They are the ones who decide whether you're the leader or not; you don't say, 'I'm the leader.' The people following you decide that you're the leader.

What are the different ways of looking at leadership? There are three main approaches: the qualities approach, the situational approach, and the functional approach. Although we should look at these in much more detail, they are all kind of related and interlinking. What are the qualities of a good leader? One quality is the ability to listen. Xenophon said that a particular leader had all the qualities of leadership that a man of his sort could have. However, one good quality in a leader is not enough; you have to be good at everything. What sort of qualities does a leader need to have? One is to listen. What other qualities are important in leadership? Being good at everything might be unrealistic. What qualities do you look for in a leader? Honesty is very important. Would you regard a person as a leader who wasn't honest? No. Any other qualities? They have to be very motivated. If a leader of a team isn't motivated or interested in the project, would you be motivated? No. What about positivity? Yes, a positive attitude is important. Someone having a vision is also very important. Any other qualities you can think of? Communication is very important because if you're leading a group, you need to explain to them what they are going to be doing so they can understand clearly. If they can't understand clearly what they're supposed to do, then it just won't work.

There are certain drawbacks in this approach. When academics have looked at the qualities of leaders, they find there is often very little overlap. There's no definitive list of qualities that everyone agrees on. Another problem with this approach is that it favours selection rather than training, suggesting that some people are born leaders. Some people might be born enthusiastic or very good at communicating, as opposed to something that anyone can learn through training. But how do you gain the necessary qualities? Some people say it's good for a leader to have a good sense of humour. How do you gain a good sense of humour? You read a book of jokes and memorise them? If a leader is supposed to have a vision and doesn't have one, how do you get one? It's difficult. Some of these qualities are just personality traits, and is it possible to change your personality? You can try to change your personality, but at the end of the day, that's very hard, especially as you get older. There are some people who have these qualities but are not necessarily effective leaders. A person might be incredibly enthusiastic and positive but may not be a good communicator or a clear thinker. It's not just having these qualities that is important, but this approach is useful because it shows some of the necessary qualities that John Adair picks out, and that people often agree with, such as enthusiasm. It's very important for a leader to be enthusiastic. If a leader isn't enthusiastic about the task or project, would people be motivated to follow that person? No.

Another important quality is integrity. A leader needs to be honest, committed to values, and committed to the truth, not lying but being straightforward and clear. Integrity is the quality that makes people trust you. A leader needs to be trusted because sometimes your life may be in that person's hands. If you're in a war and have soldiers in little battalions or groups, you need to trust your leader because your life is in their hands. If you can't trust your leader, it makes for a very problematic situation. Leaders need to have qualities that make people trust them. Toughness is also important. A leader has to be able to take criticism and not be nice all the time. When you're leading, everything isn't always going to run smoothly. If you start here and want to get over there, there will be all kinds of difficulties. It's very easy to give up when you face persecution or criticism. A leader has to be tough; when the going gets tough, the tough get going. If you have a leader who isn't tough and gives up at the first difficulty, is that going to work? No. You want a leader who is tough but also demanding, challenging the people on their team to give their best and go beyond their limitations to achieve things they never thought they could achieve.

It's also very important for a leader to be fair, not to have favourites, and not to make judgments based on personal whims. What is fair, good, just, and for the best of the team is what matters. Children value fairness in teachers. They may be tough and strict, but the most important thing is that they are fair. Warmth and humanity are also important. You want someone who cares about you. Leaders should care about the people they are responsible for, showing humanity and understanding the difficulties they are going through. If you feel that a leader genuinely cares about you as a person, you will feel a much stronger sense of loyalty and be more willing to give your best. Humility is also very important. If something goes wrong and the leader makes a mistake, they should admit it. They shouldn't get too big for their boots; they should remain humble and give credit where credit is due. Sometimes, when something successful happens, it is tempting for leaders to take all the credit for themselves. However, they should acknowledge the contributions of others and be humble about sharing praise while taking responsibility for any mistakes.

This is the qualities approach. It is good to look at the qualities a leader should have, but there are also limitations to this approach. The situational approach suggests that authority flows to one who knows. For example, if there is a shipwreck on an island, you might think that you need to build a house. Who should organise the building of the house? Maybe the carpenter, who has building experience, would be expected to do that. On the other hand, if you need food, perhaps the fisherman would become the leader in that situation. This idea suggests that depending on the situation, the person who has the most knowledge or experience becomes the leader. Going back to Xenophon, he emphasised the importance of knowledge or being qualified. There is a small risk that leaders will be regarded with contempt by those they lead if whatever they ask of others, they show themselves best able to perform. Therefore, it is very important for a leader to have knowledge. If you're in a position of authority but lack knowledge, what will you most likely do? You might make mistakes.

Decision-making is crucial in leadership. For instance, if a person claims to be the captain of a shipwrecked vessel and insists on supervising the building of a house, it may not work out well. It's essential for leaders to possess the necessary knowledge relevant to their roles. If someone is appointed to a position without the requisite understanding, it can lead to poor decision-making and serious consequences. Enthusiasm alone is not sufficient; leaders must also be smart and organised to achieve results. This highlights the limitation of merely possessing qualities without the necessary knowledge or qualifications.

Authority can be categorised into three types: positional authority, personality authority, and knowledge authority. Positional authority comes from holding a specific job title, while personality authority stems from an individual's natural ability to influence others. Knowledge authority is based on expertise in a particular field. Ideally, effective leadership combines all three types of authority. However, a leader with extensive knowledge may still struggle if they lack relational skills or the ability to communicate effectively. Leadership also requires strong management capabilities, as organisational structures can shift and change.

The functional approach to leadership considers three variables: the leader, the situation, and the group. These elements can change, affecting the outcome of a task. A leader may succeed with one group but fail with another, necessitating an adjustment in their leadership style. Groups develop their own dynamics and personalities, making them more than just a collection of individuals. This complexity underscores the importance of understanding team dynamics and the need for effective leadership.

Teams are essential for achieving common goals. Some tasks cannot be accomplished alone, such as climbing Mount Everest, which requires a team effort. Teams are formed around a shared purpose, and their success depends on cohesiveness and collaboration. For example, in sports, a well-coordinated team can perform seamlessly, while a disjointed team struggles to function effectively. Maintaining group cohesion is vital for morale and overall performance.

Every team faces challenges that can threaten its unity. Good morale is crucial, as it can significantly impact outcomes. A smaller army can defeat a larger one if it possesses higher morale, as seen in historical battles. Team spirit is essential for success, and trust among team members fosters cooperation and enjoyment in working together. Building friendships within a team enhances the overall experience, making the work more enjoyable and fulfilling.

Individuals within a team have their own needs, which must be addressed for optimal performance. According to Abraham Maslow's hierarchy of needs, physiological needs such as food and shelter must be met first. Once these basic needs are satisfied, individuals seek security and a sense of belonging. Relationships with family and friends become important, and fulfilling these needs contributes to overall well-being. After establishing safety and belonging, individuals often pursue personal achievements and recognition, which further enhances their self-esteem and sense of purpose.

Ultimately, a team must balance its collective goals with the individual needs of its members. A successful team requires a common task to accomplish, a positive atmosphere for collaboration, and attention to the individual needs of its members. Ignoring any of these aspects can lead to dissatisfaction and disengagement, undermining the team's effectiveness.

Looking after each other is important, but if you forget about the task, what happens after a while? You lose direction and may feel that your efforts are meaningless. You might enjoy each other's company, but without a sense of achievement, being together as a team has no meaning. Therefore, it is crucial to remain focused on the task for which a team is assembled. However, if a leader focuses solely on the task and drives people too hard, burnout can occur. People may feel that it is no longer enjoyable, and if they are unwell but still expected to perform, they may feel that their well-being is disregarded in favour of the bottom line, leading to feelings of exploitation.

On the other hand, if a leader ignores the team's needs and everyone is pushed to meet individual targets without developing the team as a whole, communication breaks down. Without communication and cohesiveness, productivity declines. Even if individuals are focused on their tasks, the overall results suffer due to a lack of synergy and encouragement from working together. Conversely, if the focus is too much on team unity, individual needs may be overlooked. For instance, if someone has a doctor's appointment but is told to sacrifice their health for the sake of the team, it can lead to unhappiness and discontent.

When individuals feel their needs are not being met, they lose interest. For example, when joining a company, one might wonder if there are opportunities for career development. If employees feel unappreciated and unsupported in their growth, the best ones may leave. If a company fails to address individual needs, it risks losing its most talented employees, which ultimately harms the business. This situation can lead to a downward spiral where the company struggles to maintain quality and productivity.

If a business focuses solely on individual needs, it can lead to a collapse, similar to trade unionists demanding high pay without considering the overall task. In God's ideal, there cannot be an individual purpose that does not support the whole, nor can there be a whole purpose that does not consider individual interests. Successful companies have clear tasks and attract qualified individuals while ensuring a positive team atmosphere. Employees who feel valued and supported are more likely to enjoy their work and contribute to the company's success.

A leader must focus on three areas: the task, the team, and the individuals within the team. A clear focus on the task is essential for boosting team morale. A leader must be knowledgeable and organised; being a nice person is not enough if they cannot manage effectively. If a leader is disorganised, it can lead to frustration and a lack of enjoyment in the work. Therefore, a leader must ensure that everyone has a clear role and that conflicts are resolved to maintain team spirit.

Additionally, a leader should be concerned about the well-being of individuals, assigning tasks that challenge them without overwhelming them. Understanding each team member's strengths and weaknesses allows a leader to provide appropriate challenges that foster growth. As John Adair stated, until a leader can manage these essential areas, their leadership will not be accepted by the team. When a leader successfully balances these aspects, they create a productive team that achieves its goals and generates positive results.

Leaders must inspire their teams to take responsibility and strive for excellence. While a leader cannot do everything, they are accountable for the team's performance. If something goes wrong, the leader is held responsible, as they are tasked with ensuring that all areas are covered. A good leader delegates effectively and supervises to ensure that tasks are accomplished. The traditional apprenticeship model illustrates this process, where a master teaches an apprentice to become self-sufficient and responsible.

Ultimately, a leader's goal should be to cultivate a sense of ownership among team members. When individuals feel that the company is theirs and take pride in their work, they become motivated to contribute. A good leader fosters this sense of responsibility, ensuring that team members are not just following orders but are engaged in their tasks. When this sense of ownership is achieved, it leads to a greater sense of accomplishment for everyone involved. Next week, we will explore the functions of leadership in more detail, breaking them down to understand their significance better.

The qualities approach suggests that some individuals are born to be leaders, while the functional approach posits that leadership skills can be learned. It is not solely about charisma; many politicians with extensive business experience are often more effective in government because they understand management. In contrast, those who have only been involved in politics may lack the necessary management experience, which is crucial for roles in the cabinet or as a prime minister. Thus, it is essential to possess various skills to be an effective leader.

In the United States, the lengthy presidential campaign serves as a testing ground for candidates' leadership abilities. They must attract support, manage substantial financial resources, and engage capable individuals. Observing candidates on the campaign trail allows voters to assess whether they possess the qualities necessary to lead the country. Similarly, to become Prime Minister, one must persuade party members that they are the best candidate. This evaluation is based on the candidate's qualities and experiences.

The effectiveness of schools in developing leadership skills varies. Some schools focus solely on academics, which may result in students lacking essential leadership experiences. In contrast, schools that emphasise sports provide opportunities for students to learn teamwork and group dynamics. Being part of a sports team can teach valuable lessons about leadership, especially when one becomes a captain and must make decisions that differ from those of ordinary players. If students are not exposed to such environments, they may miss out on crucial learning experiences.

Leadership skills can be cultivated if individuals are given opportunities to learn from others, make mistakes, and receive mentorship. However, societal values play a significant role in shaping leadership. If a society prioritises obedience to authority, it can lead to a culture where individuals blindly follow leaders, potentially resulting in dictatorship. This dynamic can create a rebellious atmosphere, making collaboration difficult. The concept of obedience, particularly in the context of listening and understanding, is essential for responsible decision-making.

In Hebrew, the words for obedience do not exist in the same way they do in English. The original Hebrew meaning focuses on listening and understanding rather than blind obedience. This distinction highlights the importance of acting based on one's conscience and knowledge. Good parenting involves explaining the reasons behind rules to children, fostering their ability to make informed decisions. When children understand the world around them, they can act responsibly rather than merely following orders.

Historically, Jewish communities have often questioned authority, which has contributed to their success. This questioning attitude contrasts with the expectation of obedience, which can be misused to control individuals. The concept of obedience was only introduced into Hebrew after the establishment of Israel in 1948, as the need for a functional army arose. Dictators often gain power because many people prefer to be told what to do, seeking someone to resolve their problems. Charismatic leaders can appeal to emotions and appear effective, but the underlying desire for direction drives the rise of dictatorships.

Examining the functions of leadership in detail reveals the complexities involved in decision-making and other essential leadership tasks. Understanding these dynamics is crucial for developing effective leaders who can navigate the challenges of governance.