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Leadership

Day MSIMWinter 2006

Karine Barzilai-Nahon

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Topic Objectives1. Decide whether the person has the traits and

skills to be a leader.

2. Identify the leadership style the leader is now using.

3. Size up the leadership situation and recommend the leadership style to use, and why.

4. Explain how a leader can strengthen his or her power base.

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What Do Leaders Do? Leadership

One person influencing another to willingly work toward a predetermined objective.

Effective Leadership A balance of traits and skills, and leadership

styles or behaviors, all combined in a way that’s right for a particular situation.

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The Traits And Skills Of Leadership Traits

The unchanging characteristics of a person that predisposes someone to act in a particular way.

Skills The ability to do something in an effective and

efficient manner.

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Power and Leadership

Mechanisms of power leaders can use: Authority Coercion Force Influence Manipulation

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Claiming Legitimacy (Sources of authority)Max Weber Rational-Legal authority Traditional authority Charismatic authority

(Authority = The ability to control legitimately)

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Leadership Theory and Reseach The trait approach (until late 40’s) The Style approach (until 60’s) The contingency approach (60’s-80’s) The New Leadership approach (from 80’s)

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Leader Behaviors: The Ohio State Studies (Stogdill) Which of these styles makes a

leader more effective? Consideration

Leader behavior indicative of mutual trust, friendship, support, respect, and warmth. (Example: “The leader is friendly and approachable.”)

Initiating structure Leader behavior by which the person organizes the work

to be done and defines relationships or roles, the channels of communication, and ways of getting jobs done. (Example: “The leader lets group member know what is expected of them.”)

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Leader Behaviors: The University of Michigan Studies (Likert) Leadership Styles (Orientation)

Employee-oriented Leader A leader who focuses on the needs of employees and

emphasizes building good interpersonal relationships. Job-centered Leader

A leader who focuses on production and on a job’s technical aspects.

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Leader Behaviors: The University of Michigan Studies (cont’d) Leadership Styles

Close supervision A leadership style involving close, hands-on monitoring

of subordinates and their work. Laissez-faire leader

A leader who takes a hands-off approach toward supervising subordinates.

General leader A leader who takes a middle-ground approach between

close supervision and laissez-faire leadership.

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Transactional versus Transformational Leadership Behaviors Transactional Leadership Behaviors

Leadership actions that focus on accomplishing the tasks at hand and on maintaining good working relationships by exchanging promises of rewards for performance.

Transformational Leadership Behaviors Leadership actions that involve influencing major

changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission, objectives, and strategies.

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Six Leadership Styles at a Glance

FIGURE 10–2aSource: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April 2000, pp. 82–83.

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Six Leadership Styles at a Glance (cont’d)

FIGURE 10–2bSource: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April 2000, pp. 82–83.

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Six Leadership Styles at a Glance (cont’d)

FIGURE 10–2cSource: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April 2000, pp. 82–83.

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Situational Theories Of Leadership Path–Goal Leadership Theory (House)

Assumes that the leader’s job is to ensure that followers are motivated to do their jobs, and is based on the expectancy theory of motivation.

The leader’s job To increase the personal rewards subordinates receive

for attaining goals To make the path to these goals easier to follow by

reducing roadblocks—setting goals, explaining what needs to be done, and organizing the work.

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Situational Theories Of Leadership (cont’d) Substitutes for Leadership Theory (Kerr and

Jermier) Various characteristics of subordinates, the task,

and the organization may either substitute for (render unnecessary) direct intervention by the leader or neutralize (prevent) the leader’s best efforts.

Implications for leaders: Choose the right followers Organize the task properly

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Situational Theories Of Leadership (cont’d) The Vroom–Jago–Yetton Model

A situational model based on a continuum of five decision styles with differing degrees of employee participation that enables leaders to analyze a situation and decide how much participation is called for using: A set of management decision styles A set of diagnostic questions A decision tree for identifying how much participation the

situation calls for.

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Types of Management Decision Styles

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Vroom–Jago–Yetton Model’s Diagnostic Questions

Is there a quality requirement such that one solution is likely to be more rational than another?

Is there sufficient information to make a high-quality decision? Is the problem structured? Is acceptance of the decision by subordinates critical to effective

implementation? If you alone make the decision, is it reasonably certain that it would

be accepted by your subordinates? Do subordinates share the organizational goals to be obtained in

solving this problem? Is conflict among subordinates likely over preferred solutions?

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Vroom and Yetton Decision Process Flow Chart (Decision Tree)

Source: Adapted from Leadership and Decisionmaking by Victor H. Vroom and Philip W. Yetton, by permission of the University of Pittsburgh Press. Copyright © 1973 by University of Pittsburgh Press.

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Hersey-Blanchard Situational Leadership Model

Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.

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Applying the Situational Leadership Model

Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.

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How To Improve Your Leadership Skills Skill 1: Think Like a Leader

Identify what is happening Explain why it is happening Decide what you are going to do about it.

Skill 2: Use an Appropriate Leadership Style Leaders usually fit their style to the situation. Different leadership styles are appropriate to different

situations.

Skill 3: Pick the Right Leadership Situation Gravitate toward leadership situations that fit your

favored leadership style.

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Skill 4: Build Your Power Base Bolster your leadership potential by enhancing

your authority (increasing your power).

How To Improve Your Leadership Skills