Pater means father in Latin Leaders show aspects of a father
figure Primitive way of creating a hierarchy Illustrate, guide,
& support employees to succeed Employees are not pawns Avoid
negative situations
Slide 5
Advantages Two way conversations Considered real people, not
just robot workers Ensures employee and organizations needs are met
Increased loyalty Disadvantages Dictatorial or autocratic
Dependency on the leader If leader makes mistake, employees feel
let down Less independent thinking among employees
Slide 6
Ethan A. Winning Lack of consistency Over-staffing
Over-compensation Poor performance Harry Levinson "that kind of
management that does for people what ideally they should do for
themselves."
Slide 7
Popular in the past Now new methods take preference in
workplace
Slide 8
Consults with employees about ideas Rewards for good thoughts
Leader makes final decision in best interest of employees Explains
final decision to employees
Slide 9
Give attention to social needs of employees Make sure workers
are happy & satisfied
Slide 10
Henry Ford (original founder of Ford Motors) - known for
running company using paternalistic leadership Treated workers with
care and respect viewed as father figure Raised daily salary from
$2.34 a day to roughly $5.00 a day workers satisfied and worked at
greatest potential Increase in pay based 100% on what he believed
was the correct thing to do without taking anyone elses ideas or
strategies Tunnel Vision reluctance of an individual to consider
alternatives to their preferred line of thought The problem was
that for too long they worked on only one model. Although people
told him to diversify, Henry Ford had developed tunnel vision. He
basically started saying "to hell with the customer," who can have
any color as long as it's black. Lee Iacocca, former President of
Ford and chairman of Chrysler
Slide 11
Developed a Sociological Department for workers limited
spending of $5.00/day salary Workers had no input on decisions
within Ford Motor Company Failure to acknowledge ideas of others
Father figure approach caused workers to feel as if they were
children rather than adults who were part of the company 1941 -
Paternalism led to a Dictatorship resulting in a labor strike Fords
son took over and changed the leadership style from
paternalism/dictatorship to servant leadership
Slide 12
Slide 13
People are motivated by reward and punishment Social systems
work best with a clear chain of command When people have agreed to
undertake a job, part of the deal is that they give all authority
to the manager/leader Prime purpose of subordinate is to do what
the manger tells them to do
Slide 14
Leader creates clear structures where it is clear what is
required of the subordinates Punishments are not always mentioned
but are well- understood & formal systems of discipline are
usually in place Early stage negotiating the contract where the
subordinate is given a salary/benefits, and the company gets
authority over the subordinate When assigned a task, subordinate is
fully responsible for it Transactional leaders often use management
by exception
Slide 15
Leadership based on contingency reward/punishment is contingent
upon performance Leadership vs. Management leans more towards the
management side Popular among people who are highly motivated by
money and simple rewards behavior seen to be predictable When not
to use - demand for a skill exceeds the supply
Slide 16
Opinion Leaders Individuals that are thought to be in touch
with public opinion Group Leaders Referred to as bureaucrats &
bargainers You give me good results and I will give you more money
Can be granted leadership status by the position they hold in an
organization (ex. group manager, group supervisor)
Governmental/Party Leaders Political leaders that represent a
particular party (ex. Democratic or Republican) Always looking to
protect their own interests Legislative Leaders Engage in
bargaining, reciprocal exchanges, and political payoffs Executive
Leaders Able to transcend party lines & use own personal power
& popularity to gain support Do not rely on political partys
power they belong to rely on connection with people they represent
Use press conferences to manipulate others
Slide 17
Women more focused on the rewards component seen to exceed men
when it came to the positive aspects of a leadership style women
always won when it was GOOD to WIN Men more focused on the
punishment aspects seen to exceed women when it came to the
negative attributes men always won when it was BAD to WIN
Slide 18
Parents & Children Punishments - being grounded, not
watching TV or using the phone, etc. Rewards later curfew, greater
privileges (phone, car), etc. Tamers & Animals (dogs, cats,
etc.)
Slide 19
Slide 20
Style best defined as leadership that creates valuable and
positive change in its followers. A transformational leader focuses
on "transforming" others to help one another, to look out for each
other, to be encouraging and harmonious, and to look out for the
organization as a whole. In this leadership, the leader enhances
the motivation, morale and performance of its follower group.
Slide 21
James MacGregor Burns (1978) - first person to introduce
concepts of transformational leadership in his descriptive research
on political leaders Bernard Bass (1985) - later enhanced the
theory According to Burns, the transformational style creates
significant change in the life of people and organizations
Slide 22
Builds on strengths (may have lain dormant) of others Leaders
raise levels of awareness about issues of consequence and ways of
reaching organizational goals Enable people to transcend their own
self-interest for the sake of others Leaders change reality by
building on the human need for meaning focus on values, morals and
ethics. They are proactive and encourage human potential. Goal =
transform people and organizations; enlarge vision, insight and
understanding; clarify purposes; make behavior congruent with
beliefs, principles, or values; bring about changes that are
permanent, self-perpetuating, and momentum building
Slide 23
Charismatic Confidence Respect and loyalty Expressive praise
Inspiration Working Toward
Slide 24
Strategic thinker Ability to empower others Initiative Positive
mental attitude Visionary Encouraging human potential Willingness
to change Ability to handle conflict Effective communicator Skilled
Motivator Ability to inspire trust Ability to gain commitment Clear
sense of purpose Value driven Strong role model High expectations
Persistent Self-knowing Effective communicator Emotionally
mature
Slide 25
Slide 26
constantly looking into the future for new possibilities
changers of context (change people's frame or thinking so that they
see new opportunities that were not noticed before) stand-up for,
speak to, and hold the organization accountable to its vision and
mission creators of new organizational capabilities (not just
competencies) always wanting the organization to be different,
unique, and exceptional working to build organizations that are
more self-managing not just foreground heroes, but also work
quietly and humbly in the background to put the right people,
purpose, and processes in place in the organization inspire others
to reach their potential in the context of the work that needs to
be done to achieve the organizations vision and mission
Slide 27
Advantages Higher commitment, effort, performance and job
satisfaction of followers Lower levels of stress and burn out
Greater employee innovation, harmony & good citizenship Improve
performance of organization Disadvantages Passion and confidence
can be mistaken for truth and reality The energy that gets people
going can also make them give up Leaders may get frustrated if
organization does not need transforming
Slide 28
Slide 29
What distinguishes transformational leaders from transactional
leaders? They identify themselves as change agents these leaders
make a difference and transform the organization for which they
have assumed responsibility They are courageous individuals they
are able to take a stand, able to take risks and able to stand
against the status quo in the larger interest of the organization
They believe in people they are not dictators. They are powerful
yet sensitive to other people, and ultimately work towards the
empowerment of others They are value-driven they are able to
articulate a set of core values and exhibit behavior that is quite
congruent with their value positions They have the ability to deal
with complexity, ambiguity and uncertainty they are able to cope
with and frame problems in complex, changing world They are
visionaries they are able to dream, able to translate those dreams
and images so that other people can share them
Slide 30
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Slide 33
Niu, Chun-Pai, An-Chih Wang, and Bor-Shuian Cheng.
Effectiveness of a moral and benevolent leader: Probing the
interactions of the dimensions of paternalistic leadership. Asian
Journal of Social Psychology 12.1 (2009): 32+. Academic OneFile.
Web. 16 Nov. 2009.. Paternalism and Business: They Exist, But Do
They Mix? Management and Human ResourceConsultants. Web. 18 Nov.
2009.. Bjerke, Bjorn. Business Leadership and Culture National
Management Styles in the Global Economy. London: Edward Elgar Pub,
2001. Print. Series, Jossey-Bass Management. Business Leadership A
Jossey-Bass Reader. San Francisco: Jossey-Bass, 2003. Print.