Organizational Leadership Class Lecture Chris Mason, Ph.D.

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Class Agenda

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• Introductions • Define “Leadership” • Take an Arial View of the Field of Organizational Leadership

Defining “Leadership”

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Management

Leadership

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vs.

- Peter Drucker

Management is doing things right;

Leadership is

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doing the right things.

The Challenge of Defining Leadership

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Always, it seems, the concept of leadership eludes us or turns up in

another form to taunt us again with its slipperiness and complexity.

- Bennis (1959)

Leadership Definitions

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Function: noun 1 : the office or position of a leader; 2 : capacity to lead 3 : the act or an instance of leading – Merriam-Webster

"Leadership is a social influence process in which a person steers members of a group toward a goal.” – Bryman

“…A leader is a man 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, 33rd President of U.S.

“A leader defines a vision for the organization....and has the capacity to translate vision into reality." – Warren Bennis

"Leadership is the art of influencing and directing people in such a way that will win their obedience, confidence, respect and loyal cooperation in achieving common objectives." – U. S. Air Force

"Leadership is realized in the process whereby on or more individuals succeeds in framing and defining the reality of others. – Smircich & Morgan

influence capacity to lead

vision

framing

persuade people

reality achieving common objectives

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Study the

Leader

•Leadership Behaviors (what leaders do)

•Leadership Characteristics (who leaders are)

•Assessing & Developing Leaders (how leaders form)

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Study the

Leader

•Leadership Characteristics (who leaders are)

Interests, Values, Goals, Aspirations

Traits, Personality, Work Styles

Skills, Abilities, Competencies

Backgrounds, Experiences

What makes leaders different?

Model focused on Leader Characteristics

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Charismatic Leadership Charismatic Leaders create a strong personal appeal for followers and lead through emotion and rhetoric. Their impact may not always be seen as positive; but they can hold great influence.

Bases of Power French and Raven (1959) • Legitimate – This comes from the belief that a person has

the right to make demands, and expect compliance and obedience from others.

• Reward – This results from one person's ability to compensate another for compliance.

• Expert – This is based on a person's superior skill and knowledge.

• Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others.

• Coercive – This comes from the belief that a person can punish others for noncompliance.

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Leadership Competency Models

• Thought Leadership – Strategy – Judgment – Business Knowledge – Planning & Execution

• Results Leadership – Motivation and Courage

• People Leadership – Leadership & Influence – Interpersonal – Communications

• Self Leadership – Self Management

• Decisiveness • Developing Others • Entrepreneurship • External Awareness • Influencing and Negotiating • Managing People • Partnering • Planning and Evaluating • Situational Leadership • Strategic Thinking • Team Building • Vision

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Study the

Leader

•Leadership Behaviors (what leaders do)

Class Exercise

Which best represents what leaders must do?

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A

B

C 3:00 2:30 2:00 1:30 1:00 0:30 0:00

Leaderless Group Discussion Debrief

• Who showed leadership in the class?

• What did they do differently from others?

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Models Focused on Leader Behavior

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Transformational Leadership

Transformational leaders focus on motivating and inspiring followers to identify creative new solutions.

Servant Leadership

Servant leaders focus on supporting their followers and meeting their needs first.

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Study the

Leader •Assessing & Developing Leaders (how leaders form)

Assessment & Development

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Are leaders born or made?

Leadership Assessments Leadership Development

• Questionnaires • Cognitive Ability Tests • Assessment Centers • In-Depth Interviews • Biographical Data • 360 Degree Assessments

• Leadership Training Programs • Business Games and Simulations • Developmental Assessment Centers • Mentorships & Executive Coaching • 360 Degree Feedback Debriefs • Rotational Assignments

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Study the Followers

Followership

Adoption Behaviors

Follower Characteristics

Followership

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Kelley (1992) – Types of Followers:

Alienated followers - independent thinkers, but do not commit to a leader.

Passive followers - do as they are told, but do not think critically.

Conformist followers - participative, but do not provide healthy criticism.

Pragmatic followers – Pragmatic, but not highly engaged with the group.

Exemplary followers – (ideal type) excel at all tasks, engage strongly with the group and providing intelligent yet sensitive support and challenge to the leader.

“without followers, there is no leader”

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Adoption Behaviors Everett Rogers (1962)

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Study the Interactions

Implicit Leadership Theory

Participative Leadership

Leaders Members Exchange Theory

Participative Leadership Continuum of Decision Procedures

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Autocratic Decision

Delegated Decision

Consultative Decision

Joint Decision

No Participation by Followers

High Participation by Followers

Another Example: Vroom and Yetton’s “Normative Decision Model”

Normative Decision Model

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Decision Making Style Description

Autocratic l (Al) Leader solves the problem along using information that is readily available to him/her

Autocratic ll (All) Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed.

Consultative l (Cl) Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone.

Consultative ll (Cll) Leader shares problem with group members collectively, but makes decision alone

Group ll (Gll) Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision.

Vroom & Yetton

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Study the Environment Contingency

Theories Crisis

Organizational Structure

Example of a Contingency Theory:

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Environmental Factors • Task Structure • Formal Authority System • Work Group

Leader Behaviors

Follower Factors • Personality of Followers • Experience of Followers • Ability of Followers

Outcomes (e.g., Performance

of Followers)

Path-Goal Theory

An Aerial View of the Field of Organizational Leadership

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Study the

Leader Study the Followers

Study the Interactions

Study the Environment

Questions/Thoughts?

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