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A change in Training Of Quality Managers

5  OTHER APPROACHES TO LEADERSHIP

Quinn was the mode that was first selected but his work dates back to 1988.  The Working Groups have collapsed down the number of dimensions from eight to six or seven.(see appendixB).

Further research has drawn out some new distinctions that will impact on the issue of competencies for example the table below draws the distinction between traditional leadership and management and the role of a leader-manager (Hooper, 2000).

It can be seen that the Quinn Model fits much more to the traditional models. So then what are the competencies required for the new leader-manager?

Daniel Goleman has written extensively Emotional Intelligence (EI) (eg Primal Leadership).  He cites the analysis of data from competence models indicating that intellect, cognitive skills such as big-picture thinking and long-term vision were important. He has found that EI skills played an increasing role at higher levels in organisations where technical skills are less important.

leadership competences relating to EI are as follows:

Self-awareness

·        Emotional self-awareness

·        Accurate self-assessment

·        Self-confidence

          Self-management

·        Self-control

·        Transparency

·        Adaptability

·        Achievement

·        Initiative

·        Optimism

          Social awareness

·        Empathy (micro-level)

·        CSR (Macro level)

·        Organisational awareness

·        Service

            Relationship Management

·        Inspiration

·        Influence

·        Developing others

·        Change catalyst

·        Conflict management

·        Teamwork and collaboration

These all complement the competencies suggested by Quinn.

In further work this has been related to six styles of leadership:

1.      Coercive: “Do what I say”

2.      Authorative : “ Come with me”

3.      Affiliative: “ People come first”

4.      Democratic: Giving workers a voice in decisions.

5.      Pacesetting: Setting high performance standards

6.      Coaching: Focus on personal development

It has been found that an Authorative style is the most effective and the Pacesetting and Coercive styles least effective.

In some other work the distinction has been drawn between Transformational Leadership and Transactional Leadership.  The diagram below illustrates the essential principles:

The competencies for a Transformational Leader are similar to those of Emotional Intelligence. Therein attitude and skills appear to be far more important than knowledge.

This leadership is not restricted to the top management but the responsibility of each professional in the organisation.

The challenge for the leader is to create a climate in which everyone feels responsible and accountable for the mutual open space.

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