Chapter  12  &  13      

Leadership  &  Power  –  Part  I  

By  the  end  of  this  lecture,  you  should  be  able  to:  

1.  Define  Leadership  2.  Explain  trait  and  behavioral  theories.  3.  Describe  con?ngency  theories  of  leadership.  4.  Compare  and  contrast  charisma,c  leadership  

and  transforma,onal  leadership  

What  is  Leadership?  

•  Leadership  is  the  ability  to  ____________  a  group  toward  the  achievement  of  a  _______  or  set  of  ______.  

•  Not  all  leaders  are  managers,  nor  are  all  managers  leaders.    – Nonsanc?oned  leadership  is  oIen  as  important  or  more  important  than  formal  influence.    

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Theories  of  Leadership  

1.  Trait  Theories  2.  Behavioral  Theories  3.  Con?ngency  Theories  4.  Leader-­‐Member  Exchange  (LMX)  Theory  

Contemporary  Theories  5.  Charisma?c  Leadership  6.  Transforma?onal  Leadership  

1.  Trait  Theories  of  Leadership  

Trait  theories  of  leadership  focus  on  personal  quali<es  and  characteris<cs.      

What  Traits  do  you  think  predict  leadership?  •  ____________  is  the  strongest  trait  which  predicts  effec?ve  leadership.  

•  ________________  &  __________________also  showed  strong  rela?onship  to    leadership.  

•  Another  trait  that  may  indicate  effec?ve  leadership  is  emo?onal  intelligence  (EQ).    

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1.  Trait  Theories  of  Leadership  

Effec?ve  leaders:  – Like  being  around  people.  – Are  able  to  assert  themselves  (extraverted).  – Are  disciplined  and  able  to  keep  commitments  they  make  (conscien?ous).  

– Are  crea?ve  and  flexible  (open).  

QUESTION:  Can  these  skills  be  learned?  

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2.  Behavioral  Theories  of  Leadership  Behavioral  Theories  of  Leadership  proposes  that  specific  _____________  differen?ate  leaders  from  nonleaders.  •  Implies  that  leaders  can  be  __________.      

Two Classic Studies  (mid-­‐1940s to mid-­‐1950s)  

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§  University  of  Michigan      §  Ohio  State  

University  of  Michigan  Studies  

§  Explore  leadership  behaviors    § Two  types  of  leadership  behaviors  conceptualized  as  opposite  ends  of  a  single  con?nuum： _____________  Orienta<on  and  ______________  Orienta<on  

 

Employee  Oriented  Employee-­‐centered Concerns  the needs of employees  &  interpersonal  rela<onships  

Produc<on  Orientated  Job-­‐centered  Concerns  the needs of  the  job/Technical  emphasis  &  tasks  accomplishment  

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University  of  Michigan  Studies:      

Is  it  possible  to  have  BOTH  at  the  same  <me?  

Ohio  State  Studies  

Leadership  Behavior  Descrip<on  Ques<onnaire  (LBDQ)  

Iden?fy  number  of  ?mes  leaders  engaged  in  specific  behaviors  

• 150  ques?ons  • Par?cipant  seangs  (military,  industrial,  educa?onal)  

 Results  

• Par?cular  clusters  of  behaviors  were  typical  of  leaders  

What  do  I  do  to  show  considera?on  for  employees?  

High

What  do  I  do  to  get  the  job  done?  

Initiating Structure

Con

side

ratio

n Ohio State University Leadership Model:  

High

Low

Ini?a?ng  structure  

What  is  it?   •  Focus on geang the ______________.

•  The extent to which a leader defined and structured his or her role and the roles of group members in the search for ________ aVainment  

Examples   •  assign group members to particular tasks  

•  expects workers to maintain definite standards of performance  

•  Emphasizes mee?ng  of deadlines  

Consideration  

What  is  it? •  Focus  on  mee?ng  people’s  needs and developing ________________.

•  The extent to which a leader had job rela?onships characterized by mutual _________ and respect for group members’  ideas  and  feelings.  

Examples  

•  Help group members  with personal problems  

•  Show apprecia?on for  their work  

•  show concerns for follower’s  well  being, comfort, status and sa?sfac?on  

Global  Implica?on:    Culture  &  Leadership  

Research  suggests  interna?onal  differences  in  preference  for  ini?a?ng  structure  and  considera?on  •  Brazilian  employees    

– Most  effec?ve:  __________________  •  French  employees  

– Most  effec?ve:  __________________  •  Chinese  employees  

– Most  effec?ve:  ___________________  

Discussion    

 

Do  the  right  traits  or  behaviors  of  leaders  guarantee  success?  

3.  Con?ngency  Theories  of  Leadership  

Con?ngency  theories  explore  the  _______________  influences  i.e.  context  which  affects  leadership    

•  Fiedler  Con<ngency  Model  –  match  between  leader’s  style  and  the  degree  to  which  the  situa?on  gives  the  leader  control  

•  Step  1  –  Find  out  the  leader’s  style    •  Task  OR  Rela<onship  Oriented  •  Step  2  –  Match  with  the  situa?on  

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3.  Con?ngency  Theories-­‐  Fiedler  Model  P.371  

3.  Con?ngency  Theories  –  Fiedler  Model  

Defining  the  Situa?on  – Con?ngency  dimensions:  1.   Leader-­‐member  _____________  

confidence,  trust,  respect  for  leader  2.   __________  structure          structured  or  unstructured  task  3.   Posi<on  _________            leader’s  power  on  hiring,  firing,  promo,on…  

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Leader-­‐Member  Exchange  (LMX)  Theory  •  Leaders’  crea?on  of  ____________  and  outgroups.    Subordinates  with  ingroup  status  will  have  higher  performance  ra?ngs,  less  turnover,  and  greater  job  sa?sfac?on.  P.374  

3.  Other  Con?ngency  Theories  §  Situa<onal  leadership  theory  (SLT)  is  a  con?ngency  theory  that  focuses  on  the  ____________  -­‐  Successful  leadership  is  achieved  by  selec?ng  the  right  leadership  style,  which  is  con?ngent  on  the  level  of  the  followers’  readiness  (ability  &  willingness)  

§  Path-­‐goal  theory  –  effec?ve  leader  assist  and  support  followers  to  clarify  their  ___________  to  achieve  the  organiza?onal  goals  (direc?ve  or  suppor?ve  rela?onship)  

§  Leader-­‐par<cipa<on  model  relates  leadership  behavior  and  par?cipa?on  in  ___________________which  is  determined  by  seven  con?ngencies  and  five  leadership  styles    –  e.g.  consulta?ve  style  and  con?ngencies  of  whether  leader  has  sufficient  informa?on/acceptance  cri?cal  to  implementa?on.  

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Video:  Leadership  in  Five  Minutes  

•  hnps://www.youtube.com/watch?v=XKUPDUDOBVo  

Contemporary  Leadership  Theories  

4.  Charisma<c  Leadership  5.  Transforma<onal  Leadership  

4.  Charisma?c  Leadership  

Charisma    kəˈrɪzmə/  noun  Compelling  a<rac,veness  or  charm  that  can  inspire  devo,on  in  others,  "he  has  tremendous  charisma  and  stage  presence”    Discussion:  Are  Charisma?c  Leaders  Born  or  Made?  

4.  Charisma?c  Leadership  •  Some  individuals  are  born  with  charisma?c  traits  such  as  ____________,  ______________and  ________________  oriented.  

 

Learn  to  be  Charisma<c  by  •  Maintaining  an  op,mis,c  view  •  Using  passion  as  a  catalyst  for  genera?ng  enthusiasm  

•  Communicate  with  whole  body,  not  just  words    e.g.  eye  contact,  enthusias?c  expressions,  gestures  for  emphasis,  draw  others  in  by  crea?ng  a  bond  to  inspire  them  to  follow,  bring  out  the  poten?al  in  followers…  

 The  Dark  Side  of  Charisma?c  Leadership  § Many  leaders  have  allowed  their  __________________  to  override  the  goals  of  the  organiza?on.    § Individuals  who  are  narcissis?c  are  also  higher  in  some  behaviors  associated  with  charisma?c  leadership.    

§ Some  charisma?c  leaders  are  too  successful  at  convincing  followers  to  pursue  a  vision  that  can  be  disastrous.    

5.  Transforma?onal  Leader  

•  hnps://www.youtube.com/watch?v=60O2OH7mHys  

5.  TransformaEonal  Leadership    Inspire  followers  to  transcend  (go  beyond)  their  self-­‐

interests  for  the  good  of  the  organiza,on    

How  Transforma?onal  Leadership  Works  § Encourage  _____________–  theirs  and  others  (e.g.  look  at  old  problems  in  new  ways)  

§  Increase  follower  _______________,  giving  the  group  a  “can  do”  spirit.    

§ _________________  of  responsibility    § Greater  agreement  among  top  managers  about  the  organiza?on’s  goals.  

§ Propensity  to  ______________(e.g.  try  new  ways)  1  

Case  Study  Healthy  Employees  are  Happy  Employees  

•  1.  Describe  Tom’s  personality  and  leadership  style.  How  does  it  foster  or  hinder  his  effort  to  transform  Cargo  Community  Network  CCN  into  a  healthy  and  produc?ve  organiza?on?  

•  2.  Based  on  the  descrip?on  of  Tom’s  personality  and  leadership  style,  in  your  opinion,  is  he  a  charisma<c  leader,  a  transforma<onal  leader,  or  both?    Support  your  answer.  

 Tom  Ling  is  the  general  manager  of  Cargo  Community  Network  (CCN),  a  market  leader  in  the  logis?cs  industry  believes  that  a  company’s  biggest  asset  is  its  workforce.    

 In  2010,  he  ini?ated  the  Workplace  Health  Promo?on  (WHP)  Program  for  his  60  employees.  He  envisioned  that  employees  who  possess  a  healthy  mind  and  body  would  contribute  to  the  overall  growth  and  produc?vity  of  the  organiza?on.    

 Strong  management  support  and  par?cipa?on  is  pervasive  throughout  the  implementa?on  of  the  WHP  program.  A  senior  manager  heads  the  Company  Recrea?on  Comminee  (CRC),  comprised  representa?ves  from  different  departments.      

 CRC,  with  support  and  guidance  from  the  WHP  consultant,  designs  ac?vi?es  that  address  employees’  physical  and  mental  well-­‐being  and  healthy  ea?ng.  Annual  basic  health  screenings  and;  health  and  ac?vity  surveys  are  conducted  to  collect  informa?on  on  employees’  current  lifestyles,  health  prac?ces,  and  preferred  types  of  ac?vi?es.      To  promote  healthy  ea?ng  habits  and  

lifestyles  among  the  staff,  the  company  organized  free  distribu?on  of  fruits  on  “Friday  Fruit  Day”  as  well  as  regular  nutri?on  talks,  healthy  cooking  demos,  and  fitness  classes.    

 Despite  the  ini?al  setback  of  low  staff  par?cipa?on  (only  10  percent)  in  the  organized  ac?vi?es,  Tom  persisted  and  remained  convinced  of  the  intended  transforma?on  of  the  company.      

 He  acknowledged,  “It  was  not  easy  for  one  to  change  the  habits  of  the  employees  and  begin  an  ac?ve  lifestyle.  It’s  just  like  training  for  a  marathon—it  might  seem  impossibly  difficult  at  the  beginning,  but  you  just  need  to  take  that  first  step.  Set  small  achievable  goals  from  the  outset  and  once  you  start  achieving  them,  you’ll  find  that  you  eventually  become  stronger  and  faster  with  less  effort.”  

 He  leads  by  example  by  taking  part  in  all  the  organized  ac?vi?es.  He  also  con?nuously  works  on  improving  the  policies  to  bener  integrate  workplace  health  promo?on  within  the  organiza?on  culture.      

 Innova?vely,  he  has  included  WHP  as  a  component  in  the  performance  appraisal  that  affects  the  employees’  bonus  payout.  A  points  system,  monetary  tokens,  and  award  recogni?ons  were  also  given  to  mo?vate  employees  who  made  the  effort  to  lead  healthier  lifestyles.  Flexible  working  hours  were  also  introduced  for  staff  to  take  ?me  off  to  par?cipate  in  weekly  jog  and  brisk  walk  sessions.    

 Four  years  down  the  WHP  road,  Tom  proudly  commented  at  the  Health  Promo?on  Silver  Award  ceremony,  “Produc?vity  is  preny  hard  to  measure  but  I  see  improved  team  spirit,  the  atmosphere  is  more  cheery,  people  are  more  happy—[they  are]  more  open,  engaging  in  discussions,  with  increased  communica?on  across  departments.”