Leadership

Managerial Power Equation

ManagerialPower = Position

PowerPersonal

Power+• Rewards• Punishments• Legitimacy: “I’m the boss, so you must do as I say”

• Expertise• Reference: “people want to identify w/the leader”

Managerial Power=“Being in the Know”

Centrality:Having lots of networks in

organization and able to obtain

info. from many sources

Criticality:People need to need the leader and the leader must take good

care of them

Visibility:The leader is

known as influential

person in the organization

WHAT EFFECTIVE LEADERS DO...

• Recruits, doesn’t just hire• Breathes vision into people• Models positive behavior• Challenges, provokes • Is intellectually stimulating• Doesn’t interfere, has courage

to let it happen• Discovers talents• Builds the habitat for creativity• Instills ownership

Leadership Studies Time Line

to 1930s 1940-mid1960s mid1960s-1980s 1990s on

Traittheories-----Leaders AreBornLeaders have:DriveSelf-confidentCreativeHonestIntelligent, etc.

Transforma-tional LeadershipIt’s the PersonalityLeaders inspire others to want to follow them:Change agentsCharismaEmpower othersIntegrity

Contingencytheories-----Leadership Style Matches SituationLeaders need to match their style to the appropriate setting:E.g. task-oriented leaders work best in high control work settings

Behavioraltheories-----Leaders Can Be TrainedLeaders BalanceConcern for the taskVs.Concern for people

Blake & Mouton’s Leadership Grid

AutocraticLeader

(Do What I Say!)

Democratic leader(Cares about Work and People)

Laissez-faireLeader

(Do Whatever You Want)

Human relationsLeader

(It’s only about the People)

ConcernforTask

High

LowLow HighConcern for People

Behavioral Theory of Leadership

Situational Leadership

Dave

DianeTaskorientedleader

People orientedleader

Note: Everyone has natural style to care more about tasks or about people. But, we can Stretch ourselves to be more people-oriented or task-oriented if we practice.

her “stretch”

his“stretch”

vs.

• Complexity• Planning &

Budgeting -Targets/Goals

• Organizing & Staffing

• Controlling & Problem Solving

• Change• Setting Direction -- Visions• Aligning People• Motivating

“Inspiring/Moving”

Rational Intuitive

Kotter

Managers Leaders

New Theories of Leadership

• Leader receives all the praise and also gets all of the blame– Even if subordinates

do the wrong thing– When make a mistake

(little leeway for natural human error)

– Many people relying the leader: can be a heavy burden at times: can’t satisfy everyone all of the time

• I should be in charge, not her

• Does this person have my best interests and the organization’s best interest at heart?

• If they are unethical will I go down w/them?

• What are the effects of me blowing the whistle on their bad behavior?

For the Leader: Accountability

For the Subordinate: Is the Leader doing the

Right thing?

Challenges of Leadership

• Coercion: command of military troops enables power by force (Hitler, Saddam Hussein, Idi Amin, etc.)

• Persuasion: Persuade subordinates to believe that the wrong way is the right way (WorldCom, Merrill Lynch, Lehman Brothers, etc.)– Promise to look out for their “best interests” at the expense of

others’ best interests• Why don’t people like to report bad leadership

behavior?– No one likes tattle tales– Seems like jealousy– People don’t want to rock the boat– Fear that you will be punished for “telling”

How do Bad Leaders Rise to Power?