2167 Leadership

7/31/2019 2167 Leadership

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Business Decision MakingADMN 2167

Professor: Bob Carpenter

Many of the slides in this presentation are from Nancy Langton and Stephen P. Robbins, Organizational Behaviour, FourthCanadian Edition .


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Chapter Outline

Are Managers and Leaders the Same?

Leadership as Supervision A Myriad of Leadership Theories Charasmatic Leadership

Dispersed Leadership: Spreading LeadershipThroughout the Organization Leading Ones Self


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When the effective leader is finished with his work, the people say it happened naturally.

- Lao Tse 604-531 B.C.


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Leadership

The ability to influence a group toward theachievement of goals


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Distinguishing Leadership from Management

Management1. Engages in day-to-day caretaker activities:

Maintains and allocates resources2. Exhibits supervisory behaviour: Acts to make

others maintain standard job behaviour 3. Administers subsystems within organizations4. Asks how and when to engage in standard practice5. Acts within established culture of the organization6. Uses transactional influence: Induces compliance

in manifest behaviour using rewards, sanctions,and formal authority

7. Relies on control strategies to get things done bysubordinates

8. Status quo supporter and stabilizer

Leadership1. Formulates long-term objectives for reforming the

system: Plans strategy and tactics2. Exhibits leading behaviour: Acts to bring about

change in others congruent with long-term objectives

3. Innovates for the entire organization4. Asks what and why to change standard practice5. Creates vision and meaning for the organization6. Uses transformational influence: Induces change in

values, attitudes, and behaviour using personalexamples and expertise

7. Uses empowering strategies to make followers

internalize values8. Status quo challenger and change creator

People love to work for well-organized managers who facilitate getting the jobdone by coordinating the work of various people


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Trait Theories

Traits are characteristics of the person: Physical characteristics Abilities

Personality traits Traits consistently associated with leadership: Ambition and energy The desire to lead Honesty and integrity

Self-confidence Intelligence Job-relevant knowledge


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Leadership Attributes: A Cross-Cultural View

Source: D. N. Den Hartog, R. J. House, P. J. Hanges, S. A. Ruiz- Quintanilla, and P. W. Dorfman, Culture Specific and Cross -culturally Generalizable Implicit LeadershipTheories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed? Leadership Quarterly 10 no. 2 (Summer 1999), pp. 219-256.

Leader Attributes UniversallyLiked

Trustworthy

Dynamic

Motive arouserDecisive

Intelligent

Dependable

Plans ahead

Excellence orientedTeam builder

Encouraging

Leader Attributes UniversallyDisliked

Noncooperative

Irritable

EgocentricRuthless

Dictatorial

Loner/self-centred

Leader Attributes Over WhichThere Was Most Disagreement

Subdued

Intragroup conflict avoider

CunningSensitive

Provocateur

Self-effacing

Willful


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What CEOs Identify as Key Leadership Qualities

Source: Survey conducted by American Express for th e National Quality Institute. Reported in R. Nutt, Survey Finds Leadership Key, Vancouver Sun , June 1, 2000, p. D6.

Quality

Communication skills

Ability to motivate people

Honesty

Ability to listen

Team-building expertise

Analytical skills

Aggressiveness in business

CEOs Rating It Most Important (%)

52

47

34

25

24

19

10

Quality

Communication skills

Ability to motivate people

Honesty

Ability to listen

Team-building expertise

Analytical skills

Aggressiveness in business

CEOs Rating It Most Important (%)

52

47

34

25

24

19

10


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Emotional Intelligence and Leadership EI is the best predictor of who will emerge as a leader. IQ and technical skills are threshold capabilities.

Theyre necessary but not sufficient requirements for leadership.

Leaders need: self-awareness, self-management, self-motivation, empathy, and social skills to become a star

performer. These are the components of EI.


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Management Live Video

Watch the following video.

Comment on the performance and style of PatCariggan. (EI? People Orientation? Traits?) Watch the next video. Comment on the performance and style of

Admiral Hyman Rickover (EI? Peopleorientation? Traits?)


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History of Leadership Theories

1900s: the great man theories -- its aninnate ability; who is born to lead?

1930s: group theory -- how leadershipemerges and develops in small groups.

1940s -50s: trait theory -- what universal traits

are common to all leaders. 1950s -60s: behavior theory -- what key behavioral patterns result in leadership.


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History of Leadership Research

1960s -70s: contingency/situational --establish which leadership behaviorssucceeded in specific situations.

1980s: excellence -- what interaction of traits, behaviors, key situations, and groupfacilitation allows people to lead organizationsto excellence?


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Contingency or Situational Leadership Theories

These stress the importance of considering thecontext when examining leadership. Fiedler Contingency Model Hersey and Blanchards Situational Theory Path-Goal Theory

Substitutes for Leadership


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Fiedler Contingency Model

Effective group performance depends upon the proper match between the leaders style and the degree towhich the situation gives control to the leader.

Least preferred co-worker (LPC) questionnairedetermined whether individuals were primarilyinterested in: good personal relations with co-workers, and thus

relationship oriented, or productivity, and thus task oriented.


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The ManagerialGrid

Source: Reprinted by permission of Harvard Business Review . Based on anexhibit from Breakthrough inOrganization Development,

by R. R. Blake, J. S. Mouton,L. B. Barnes, and L. E.Greiner (November-December 1964). Copyright 1964 bythe President and Fellows of Harvard College; all rightsreserved.

Exertion of minimum effort toget required work done isappropriate to sustainorganization membership.

Efficiency in operationsresults from arrangingconditions of work in such away that human elementsinterfere to a minimum degree.

9

2 3 4 5 6 7 8 9Low High

Concern for production

Low

High

8

7

6

5

4

3

2

1

1

Country club management1,9

Thoughtful attention to theneeds of people forsatisfying relationships leadsto a comfortable, friendlyorganization atmosphere andwork tempo.

Team management9,9

Work accomplishment is fromcommitted people who have a common stake in theorganization s purpose. Thisleads to relationships of trustand respect.

Impoverished management1,1

Authority-obedience9,1

Middle-of-the-road management5,5

Adequate organizational performanceis possible through balancing thenecessity to get out work withmaintaining morale of people at asatisfactory level.

C o n c e r n

f o r p e o p l e

Exertion of minimum effort toget required work done isappropriate to sustainorganization membership.

Efficiency in operationsresults from arrangingconditions of work in such away that human elementsinterfere to a minimum degree.

9

2 3 4 5 6 7 8 9Low High

Concern for production

Low

High

8

7

6

5

4

3

2

1

1

Country club management1,9

Thoughtful attention to theneeds of people forsatisfying relationships leadsto a comfortable, friendlyorganization atmosphere andwork tempo.

Team management9,9

Work accomplishment is fromcommitted people who have a common stake in theorganization s purpose. Thisleads to relationships of trustand respect.

Impoverished management1,1

Authority-obedience9,1

Middle-of-the-road management5,5

Adequate organizational performanceis possible through balancing thenecessity to get out work withmaintaining morale of people at asatisfactory level.

C o n c e r n

f o r p e o p l e


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Substitutes and Neutralizers for Leadership

Source: Based on S. Kerr and J. M. Jermier, Substitutes for Leadership: Their Meaning and Measurement, Organizational Behavior and Human Performance , December 1978, p. 378.

Characteristics of Individual

Experience/training

Professionalism

Indifference to rewards

Characteristcs of JobHighly structured task

Provides its own feedback

Intrinsically satisfying

Characteristics of organizationExplicit formalized goals

Rigid rules and procedures

Cohesive work groups

Effect on LeadershipSubstitutes for task-oriented leadership

Substitutes for relationship-oriented and task-oriented leadership

Neutralizes relationship-oriented and task-oriented leadership

Substitutes for task-oriented leadership


Substitutes for relationship-oriented leadership




Characteristics of Individual

Experience/training

Professionalism

Indifference to rewards

Characteristcs of JobHighly structured task

Provides its own feedback

Intrinsically satisfying

Characteristics of organizationExplicit formalized goals

Rigid rules and procedures

Cohesive work groups

Effect on LeadershipSubstitutes for task-oriented leadership


Neutralizes relationship-oriented and task-oriented leadership



Substitutes for relationship-oriented leadership





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Hersey and Blanchards Situational Leadership Theory

Able andwilling

Able andunwilling/

apprehensive

R3R4

Unable andwilling

Unable andwilling

Unable andunwilling/ insecure


ModerateHigh Low

Task behaviour

Leader Behaviours

S e l l i n g

T e l l i n g D e l e g

a t i n g

P a r t i c i p

a t i n g

(Low) (High)

S4

S3 S2

S1

(High)

Follower Readiness

R2 R1

R e

l a t i o n s

h i p B e

h a v

i o u r

Able andwilling

Able andunwilling/

apprehensive

R3R4

Unable andwilling

Unable andwilling



ModerateHigh Low

Task behaviour

Leader Behaviours

S e l l i n g

T e l l i n g D e l e g

a t i n g

P a r t i c i p

a t i n g

(Low) (High)

S4

S3 S2

S1

(High)

Follower Readiness

R2 R1

R e

l a t i o n s

h i p B e

h a v

i o u r


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Hersey and Blanchards Situational Theory

Follower: unable and unwilling Leader: needs to give clear and specific

directions. Follower: unable but willing

Leader: needs to display high task orientation andhigh relationship orientation.


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Hersey and Blanchards Situational Theory

Follower: able but unwilling Leader: needs to use a supportive and

participative style.

Follower: both able and willing Leader: a laissez-faire approach will work


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Path-Goal Guidelines to Be Effective Leader

Determine the outcomes subordinates want. e.g., good pay, job security, interesting work, and autonomy to

do ones job, etc. Reward individuals with their desired outcomes when they

perform well. Be clear with expectations.

Let individuals know what they need to do to receive rewards

(the path to the goal). Remove barriers that prevent high performance. Express confidence that individuals have the ability to perform

well.


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Path-Goal Leadership Styles

Directive Informs subordinates of expectations, gives

guidance, shows how to do tasks.

Supportive Friendly and approachable, shows concern for

status, well-being, and needs of subordinates.


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Path-Goal Leadership Styles

Participative Consults with subordinates, solicits suggestions, takes

suggestions into consideration. Achievement oriented

Sets challenging goals, expects subordinates to perform athighest level, continuously seeks improvement in

performance, has confidence in highest motivations of employees.


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Path-Goal Theory

CONTINGENCY FACTORS

Environmental

Task Structure Formal Authority System Work Group

Subordinate

Locus of control Experience Perceived ability

Leader Behaviour

Directive Achievement-oriented Participative Supportive

Outcomes

Performance

Satisfaction

CONTINGENCY FACTORS

Environmental

Task Structure Formal Authority System Work Group

Subordinate

Locus of control Experience Perceived ability

Leader Behaviour

Directive Achievement-oriented Participative Supportive

Outcomes

Performance

Satisfaction


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Burns (1978, historian/political scientist):

following exchange/transactional theories of leadership, Burns suggested that followers arecentral to leadership because a) they aresignificantly involved in the negotiationscentral to the transactions of power, and b)

they have minds of their own leaders transform groups in ethically and

morally uplifting ways.


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Warren Bennis and Burt Nanus, Leaders, 1985.

Leaders lead by pulling rather than pushing; by inspiring rather than ordering;

by creating achievable, though challenging,expectations and rewarding progress towardthem rather than by manipulating;

by enabling people to use their own initiativeand experiences rather than by denying or constraining their experiences and actions.


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Joseph C. Rost (1993) - Contemporary Theory

Rost's definition says that leadership is aninfluence relationship among leaders andfollowers who intend real changes that reflecttheir mutual purposes.

Leadership is what leaders and followers dotogether for the collective good.


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Contemporary Theory

Leadership is a relationship Characterized by collaboration, power sharing

facilitation, and empowerment.


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Contemporary Theory

There are 4 components each of which must be presentfor a relationship to be called leadership:

Relationship based on influence Leaders and followers are the people in the relationship Leaders and followers intend real (substantial) change The intended changes reflect their mutual purposes.


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Management vs. Leadership

Rost emphasizes that management should not bedenigrated to ennoble leadership:

People love to work for well -organizedmanagers who facilitate getting the job done

by coordinating the work of various people


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Leadership vs. Management according to Rost

Leadership Management

Influence relationship Authority relationship

Leaders and followers Managers and subordinates

Intend real changes Produce/sell goods/services

Intended changesreflect mutual purposes

Goods/services resultfrom coordinated activities


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John P. Kotter. Leading Change ,1996

establishing direction -- developing a vision of thefuture, and the strategies to create it;

aligning people -- communicating direction in wordsand deeds to everyone whose cooperation is needed tocreate the vision;

motivating and inspiring -- energizing people toovercome major political, bureaucratic, and resource

barriers to change by satisfying basic, but oftenunfulfilled, human needs.


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Can You Be a Better Follower?

Ineffective followers may be more of a handicap to anorganization than ineffective leaders.

What qualities do effective followers have? They manage themselves well. They are committed to a purpose outside themselves. They build their competence and focus their efforts for

maximum impact. They are courageous, honest, and credible.


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Characteristics of Transactional Leaders

Contingent reward Contracts exchange of rewards for effort, promises rewards for

good performance, recognizes accomplishments. Management by exception (active)

Watches and searches for deviations from rules and standards,takes corrective action.

Management by exception (passive)

Intervenes only if standards are not met. Laissez-Faire leader

Abdicates responsibilities, avoids making decisions.Source: B. M. Bass, From Transactional to Transformational Leadership: Learning to Sha re the Vision, Organizational Dynamics , Winter 1990, p. 22. Reprinted with permissionof the publisher. American Management Association, New York. All rights reserved.


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Characteristics of Transformational Leaders

Charisma Provides vision and sense of mission, instills pride, gains

respect and trust.

Inspiration Communicates high expectations, uses symbols to focus efforts,

expresses important purposes in simple ways.

Intellectual stimulation Promotes intelligence, rationality, and careful problem-solving.

Individualized consideration Gives personal attention, treats each employee individually,

coaches, advises.Source: B. M. Bass, From Transactional to Transformational Leadership: Learning to Sha re the Vision, Organizational Dynamics , Winter 1990, p. 22. Reprinted with permissionof the publisher. American Management Association, New York. All rights reserved.


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Charismatic Leadership

Leadership that critically examines the statusquo with a view to developing and articulatingfuture strategic goals or vision for theorganization, and then leading organizationalmembers to achieve these goals throughempowerment strategies.


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Practising to Be Charismatic

Project a powerful, confident, and dynamic presence.

Articulate an overarching goal. Communicate high-performance expectations

and confidence in others ability to meet theseexpectations.

Be sensitive to the needs of followers.


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Problems with the Charismatic Leader

When the events and rate of change for whichthey were needed are passed, they may be lesseffective Less of a listener Less able to respond to conflict

Single minded to a fault


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Dispersed Leadership

Mentoring Providing Team Leadership


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Providing Team Leadership

Leading teams requires new skills. e.g., patience to share information, trust others,

give up authority, and knowing when to intervene Leading teams requires new roles.

Liaisons with external constituencies Troubleshooters Conflict managers Coaches


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Team Leaders

Team leaders need to focus on two priorities: Managing the teams external boundary. Facilitating the team process.

Four specific roles Liaisons with external constituencies. Troubleshooters

Conflict managers Coaches


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Factors Calling for Self-Leadership

Reduced levels of supervision Offices in the home Teamwork Growth in service and professional

employment where individuals are oftenrequired to make decisions on the spot


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The reality of Self Leadership / Empowerment Dis-empowering organizations The empowerment blessing (Reading from Activation

by Ed Freedburg )

The shared management model Preparation Activation Evaluation

The Elements of Activation Self-confidence Self-direction Self-commitment


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How Do Leaders CreateSelf-Leaders?

Model self-leadership. Encourage employees to create self-set goals. Encourage the use of self-rewards to strengthen and

increase desirable behaviors. Create positive thought patterns.

Create a climate of self-leadership. Encourage self-criticism.


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Benefits of Leading Without Authority

Latitude for creative deviance Easier to raise questions.

Issue focus Freedom to focus on single issue, rather than

many issues.

Frontline information Often closer to the people who have theinformation.


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The Moral Foundation of Leadership Truth telling

Telling the truth as you see it, because it allows for a mutual, fair exchange to occur.

Promise keeping Leaders need to be careful of the commitments they make, and then

careful of keeping those promises. Fairness

This ensures that followers get their fair share for their contributions tothe organization.

Respect for the individual

Telling the truth, keeping promises, and being fair all show respect for the individual. Respect means treating people with dignity.


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Summary and Implications

1. What is the difference between a manager and aleader?

One theorist suggests that managers promote stabilitywhile leaders press for change.

2. Are there specific traits, behaviours, and situationsthat affect how one leads?

The research on this topic has been mixed. Contingencytheories suggest that leaders need to adjust their

behaviours, depending on the situation and employeeneeds.


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3. How does a leader lead with vision. Leaders that lead with vision are known as

transformational or charismatic leaders. They inspirefollowers to go beyond their own self-interests for thegood of the organization.

4. Can a person be an informal leader?

A person can be an informal leader. Such leadership cantake the form of mentoring. People can also be informalleaders of teams.


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5. What is self-leadership? With self-leadership, individuals and teams

set goals, plan and implement tasks, evaluate performance, solve their own problems, andmotivate themselves.


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Assignment

Read OB On the Edge about Trust Page 244 of text. In preparation for next Thursdays

Read Ch 12 Decision Making etc:

Documents

2167 Leadership