Competent Leadership: Presenting the Knowledge to Lead, Along with the Practical Lessons and Experience to Do It Well

By T. S. Marshall PhD

A must-read for either an aspiring or experienced leader who wants a straightforward and common sense approach to leading people at any level. Dr. Marshall offers outstanding guidance and advice on how to know yourself better, make quality decisions, and authentically engage with seniors, peers, and direct reports (Thomas M. Cioppa, PhD, Federal Senior Executive Service member and US Army colonel, retired).

Dr. Marshalls Competent Leadership provides approachable, expert instruction applicable to both professional and personal lives in both public or private organizations. His experience-infused counsel is spot-on, emboldening the reader by offering simple yet impactful methods to energize leadership. Do not wait to prioritize your own brand of consistent, authentic leadership growth. Start today, and start here. The pages practically turn themselves (Tresa Gowland, senior vice president of account management, Rosetta, a customer engagement agency).

Dr. Marshall is an accomplished consultant, teacher, and leader. Now he can add accomplished author to that list. This book is an extremely effective, accessible treatise on leadership. Every reader will find something useful in it and something that can be immediately used. Self-awareness and a sophisticated knowledge of what comprises effective leadership are crucial components for leading in contemporary times. This book delivers on both. Students and practitioners will come away with a solid understanding of their own particular leadership strengths and challenges and what it means to be an effective leader in various contexts (Cheryl Simrell King, PhD, director, Master of Public Administration Program, the Evergreen State College).

Dr. Marshall offers a book with good, easily digestible information about leadership. His ability to weave stories from his years of experience with current research on leadership is of value to anyone at any level in an organization. I would highly recommend this book to anyone seeking to become a better leader (Alannah Bjur, RN, MS; clinical analyst, University of Washington Medical Center).

• Language: English
• Publisher: AuthorHouse
• Release date: Aug 3, 2018
• ISBN: 9781546253761

T. S. Marshall PhD

T. S. (Steve) Marshall, Ph.D., is the founder and President of T. S. Marshall & Associates, Inc., based in Seattle, Washington. He has provided leadership and professional development training, consulting, and coaching services to employees in the U.S., Australia, England, Hong Kong, India, Indonesia, Philippines, Korea, Poland, and Singapore. Dr. Marshall's domestic and foreign travel, multicultural experiences, and personal relationships with people of many nationalities have resulted in substantial experience and expertise in leadership.

Book preview

© 2018 T. S. (Steve) Marshall, Ph.D.. All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

Published by AuthorHouse 08/02/2018

ISBN: 978-1-5462-5377-8 (sc)

ISBN: 978-1-5462-5376-1 (e)

Any people depicted in stock imagery provided by Getty Images are models,

and such images are being used for illustrative purposes only.

Certain stock imagery © Getty Images.

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

CONTENTS

Foreword

Acknowledgements

Chapter 1 What is Leadership

Formal and Informal Leaders

Influence: A Foundational Leadership Competency

Reputation in Leadership

Developing Leadership Behaviors

Chapter 2 Leadership Styles and Performance

Leadership Styles

Adapting Your Leadership Style

The Components of Performance

Chapter 3 Building Relationships

What We Don’t Know Can Hurt Us

Leadership and Emotional Intelligence

Hot Buttons and the Tales We Tell Ourselves

Managing You: Being Resilient

Chapter 4

Aspects of Communication

The Communication Process

Communication Styles

Listening and Responding

Chapter 5 Motivation

Motivators and Demotivators

Expectation in Motivation

Chapter 6 Conflict Resolution

Principles for Resolving Conflict

Conflict Resolution Process

Chapter 7 Decision Making

Making Sound Decisions

Implement, Evaluate, and Follow Up:

Applied Decision Making Example

Communicating the Decision

ABOUT THE AUTHOR

FOREWORD

As a businessperson and educator, I have spent the past two decades helping emerging and established leaders to develop professionally and succeed at work and life. This book is about the knowledge to lead along with the practical lessons and experience to do it well. Though not a workbook, there are plenty of opportunities in this book to assess, examine, and develop your leadership and the environments (at work, home, and elsewhere) within which it occurs. Along the way, I hope you will pause your read long enough to reflect on the leadership lessons as they relate to you.

My leadership expertise is grounded in business, education, and life. I was a police officer at age 19, led a multi-national company of 50+ people at age 25, and later managed operations of a 2,000+ organization. During that time, I earned my undergraduate, graduate, and doctorate degrees in management and leadership. Since then, I have taught in the business program as fulltime faculty at the University of Washington-Tacoma, and for the past nine years I have taught in the Master of Public Administration Program at The Evergreen State College as adjunct faculty.

I left fulltime faculty to develop and lead a firm that provides leadership and professional development training, consulting, and coaching to national and multi-national organizations, higher education, healthcare, and federal, state, and local agencies in the U.S., Australia, England, Hong Kong, India, Indonesia, Philippines, Korea, Poland, and Singapore. Domestic and foreign travel, multicultural experiences, and personal relationships with people of many nationalities have resulted in an immense understanding and appreciation for leadership in varied cultures and organizational contexts. Regarding business and leadership: I have a proven record of accomplishment in knowing it, doing it, and teaching it.

Just like there is no one-style-fits-all approach to leadership, reliance on only one book, one voice, one approach is ill advised. Want to become a better leader? Read whatever you can on leadership, learn what you can, and practice, practice, practice. Bear in mind, leadership does not discriminate: a formal position or title does not make someone a leader, and a leader may not have a formal position or title. One does not necessarily come with the other.

ACKNOWLEDGEMENTS

I wish to thank my wife, Sandra, and adult children, Justin and Morgen, who offered comments on early drafts and patiently supported me during the writing of this book. Their insights were always welcomed and immensely valuable.

Also, I would like to express my deepest gratitude to two of my business colleagues, Maria Luisa T. Acosta, J.D.; and Brian J. Peters, Ed.D., whose leadership knowledge and experience have benefited me tremendously over the years. Thank you both.

Finally, many thanks to those who were the first to review my manuscript in whole or in part: Thomas M. Cioppa, Ph.D.; Richard W. Stackman, Ph.D.; Alannah Bjur, RN, MS; and Kelly S. Johnston. They provided their professional perspectives and intellectual insights that helped me finish this important work.

CHAPTER 1

WHAT IS LEADERSHIP

Don and Sue were alike in many ways: both had like seniority and held the same position as Regional Director in the same regional office (at different times) under the same CEO. Though they had much in common, they could not be more different.

DON CAME FIRST. In his mind, he was a gift to his staff. Though the organization had a mission, the job of the staff—comprised mostly of professional and technical staff—was to make him look good and get him promoted. He made this perfectly clear. Since he was the Director, Don believed his leadership, by default of title and position, was implicit and not to be questioned. He made most of the decisions and told his staff what to do, when to do it, and how to do it. Ever confident, Don even told his staff that if they were successful, one day, they could be just like him. Don’s style suffocated the staff, and morale plummeted; people reluctantly came to work and were eager to leave at the end of the day. In the end, Don was reassigned to another position within the region—not the big promotion he hoped for, but he was out of the picture.

THEN CAME SUE. The difference in styles astounded the staff. Sue clarified the organization’s mission, shared responsibilities, asked the staff to participate in problem solving and decision making, and reassured and supported them in achieving personal and organizational outcomes. Who is this person, they wondered. Sue mentored staff, recognized and rewarded contributions, and, essentially, got out of their way so they could do the job they always wanted to do. She fostered a sense of purpose, autonomy, and mastery. Under her leadership, organizational performance, customer satisfaction, and morale flourished. People could not wait to come to work. For the first time in a long while, staff had brown-bag lunches to discuss improvement ideas and even hung around at the end of the day to tie up loose ends. It was not long before executive leadership recognized her talents and whisked her away. Sue got the big promotion that Don hoped for.

Sue’s promotion made her Don’s supervisor, a cruel irony for Don. He could not believe it. In his mind, Sue did not do anything. When he was Director, he was busy all the time directing—what, in his thinking, directors are supposed to do—and driving numbers (performance). I bet you think this story is fiction; I wish it were.

Like the story of Don and Sue, people generally know leadership when they see it, but putting what they see into words can be challenging. Knowing what makes a leader is important because to become better at anything, you need to know what to get better at—what specifically must you know and do? To Don, leadership came with the position; it meant being directive: telling people what, when, and how to do their jobs. To Sue, leadership was a process; it meant enabling people to be successful and then getting out of their way.

What is heartbreaking is Don was probably a good person. Regrettably, he never learned or was taught how to be a leader. In the absence of knowing, Don did what he thought leaders do; unfortunately, he was wrong. Sue, on the other hand, was a gifted leader. She clarified direction and purpose, and listened to and supported her staff. A good description of leadership suited to this story is: As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear. The next, the people hate (Lao Tse, 604-531 b.c.).

Leadership applies to everyone, everywhere. Whether a formal or informal leader, at work or at home, we all have to do it. It is not always planned, but when it happens, inevitably, someone has to step up. So, learning important leadership skills can only help. There is no downside. The good news: leadership skills and competencies are mostly learned. Whatever your leadership abilities or behaviors are now, it is good to know they can get better. In this chapter, we will explore the definition of leadership, types of leaders, influence, reputation, and an approach for developing leadership behaviors.

Here are a few of my favorite quotations that describe leadership and leader behaviors:

* The first job of a leader is to define a vision for the organization… Leadership is the capacity to translate vision into reality. (Warren Bennis)

* If there is anything I would like to be remembered for it is that I helped people understand that leadership is helping other people grow and succeed. To repeat myself, leadership is not just about you. It’s about them. (Jack Welch)

* A genuine leader is not a searcher for consensus but a molder of consensus. (Martin Luther King, Jr.)

* If your actions inspire others to dream more, learn more, do more and become more, you are a leader. (John Quincy Adams)

* A manager takes people where they want to go. A great leader takes people where they don’t necessarily want to go but ought to. (Rosalyn Carter)

* [A] leader…is a [person] who can persuade people to do what they don’t want to do, or do what they’re too lazy to do, and like it. (Harry S. Truman)

* Great leaders are almost