Role of Management and Leadership- OVERVIW

7/29/2019 Role of Management and Leadership- OVERVIW

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ROLE OF

MANAGEMENT ANDLEADERSHIP


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Management

Writers who consider the functions performed

by management

Frederick Taylor

Henri Fayol

Peter Drucker

Henry Mintzberg


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Federick Taylor

Early 20th century

Management of work task

Rationality scientific principles to work

management Most efficient way of working

Scientific management Efficiency

Standardization Discipline


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Principle of division between managerial and

work roles

Principle of standardization and specialization

Principle of division of labor and efficiency

These principles still remain significant


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Taylors work preceded the adoption of

mass production techniques

Little systematic research

Workers believed that increasing in

productivity job losses took advantage ofpoor management controls to slow down

productivity


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Many modern orgs (with similar outputs with

continuous process) still adopt Taylor-like

principles to increase productivity

Taylors work is now taken for granted and

rejected by a more human or social

considerations


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Henri Fayol

Did not invent the concept of management

BUT He distinguish management from other organizational

activity He outlined the prime functions of a manager

Normative and prescriptive model Indicates how managers should conduct their activity

(in order to achieve efficiency

Functions of management


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Functions of management

Plan and forecast prepare a series of actions toenable the organization to meet its objectives inthe future

Organize to fulfill the administrative principles

embraced by Fayol Coordinate to ensure that resources, actions

and outputs are coordinated to achieve desireoutcomes

Command

to give direction to employees Control to ensure that activities are in

accordance with the plan/ that orders arefollowed/ that principles of management applied


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Fayols 14 principles of

management


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Challenged by modern development of

organizations

Unity of command vs matrix organization

Fayols principles vs Teamworking, flatter

hierarchies, professional control, flexible

working


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Peter Drucker

Describe and comment upon what manager

do

Prescriptive analysis of the management role

Three broad tasks of managers Satisfying the goals or mission f the organization

Enabling the worker to achieve and focus onproductivity

Managing social responsibilities

Managers are required to 1) set objectives 2)

organize 3) motivate and communicate 4)


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Drucker vs previous works

More concern about human and interpersonal

issues

Recognize importance of communications and

social concerns


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Henry Mintzberg

Detailed observations of what managers

actually did (not prescriptive; myths of modern

management)

In reality managers did not spend most oftheir time planning, organizing, coordinating,

commanding and controlling


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10 roles that managers do


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Mintzbergs sequence of activity in the

pursuit of objectives


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Interpersonal managers internally build

relationships with employees and network with

other depts.

Information collect info and act asspokesperson for the group develop stable

relationships quality information

Decisional

decision making, settingobjectives, resource allocation


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Typical managers day Frequent interruptions for brief conversation by phone,

in person, email to keep managers informed

Rosabeth Moss, Tom Peter, Henry Mintzberg Focus on strategic perspective on management

Importance of mission and vision

Customer oriented values Paint a picture of the conditions necessary for

organizational success


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Leadership and management

Manager performs functions in orgs and

hold a particular, formal, title and/or fulfill a roleMarketing manager marketing of a product

Personnel manager recruitment and selection of

staff

Have a title, a role, a series of functions to perform,

management of subordinates, management offinancial resource

Planning, organizing, coordinating, commanding,

controlling the activities of staff


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Leaders aim to influence and guide others into

pursuing particular objectives or visions of the

future and to stimulate them into wanting to follow

Demonstrates the power of one individual overothers

Leadership is not necessarily related to

hierarchical position (authority) as managers tend

to be informal leaders

Leadership = dynamic activity concerning more

with changing attitudes, inspiration, emotional

input than management


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Managers may show leadership qualities on

particular occasions

Mintzberg includes the leader role as one of

his ten roles of management

Handy (1993), Watson (1983), Kotter (1990)

leadership is merely part of the broader role of

management


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Leadership

General definition (Lundstedt 1965)

leadership involves influencing the behavior

of others in any group or organization, setting

goals, formulating paths to those goals, andcreating social norms in the group


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Definition of leadership two common

elements

Group phenomenon 2 or more people must beinvolved

Influence process


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Influence

flow from leaders to followers

Followers grant the leadership role to

leader

leaders rallying people together and

motivating them to achieve some common

goals


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Leader as Symbol move the group toward

set goals in a definite manner

The Uniqueness of leadership roles

The achievement of Leadership Positions

Influence, Power, & Authority in leadership


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Influence Tactics (Yukl 1994) Rational Persuasion

Inspirational Appeals

Consultation

Ingratiation Personal Appeals

Exchange

Coalition Tactics

Legitimating Tactics

Pressure


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Authority rational basis of power

Rational side of org what an org should do

according to the official, formal dictates of org

Political side of organization what

organizations actually do


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Authority **the rationally based formal right to make

decisions and influence behavior to implementdecisions based on formal organizationalrelationships**

2 subrights The right to decide The right to issue appropriate implementing instructions or

directions

Rights are determined by obligation Obligation (responsibility) determine the nature

of the right (authority) balanced


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Authority = a right determined by an obligation

Authority is solely associated with formal org,

with formal sanction or approval from society


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Forms of authority Managerial authority

Staff authority

Situational authority

Operative authority


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Managerial Authority Managers are responsible for acquiring,

deploying, & controlling resources needed to

accomplish objectives

Rights to choose among alternatives The right to enforce those choices based on official position

Principle of parity of authority and responsibility

Balance between responsibility & authority


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Staff Authority Suggestions & recommendations about the

solutions to problems, procedure, or

improvements

Right to recommend Right to suggest

Right to advise

Right to attempt to exert influence to gain acceptance for ideas

Ex. TQM, suggestion boxes, employeeempowerment, decentralizing org.


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Situational Authority Hybrid authority

Contains both managerial and staff authority

Delegated by managers to a staff expert


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Operative AuthorityAll members have this authority

make certain decisions about how, in what

order, which tools they carry out their tasks

right to work without undue supervision


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Power the ability to impose ones will on others

the ability of one person to affect the

behavior of someone else in a desired way

Based on factors such as knowledge,authority, information, personality, resourcecontrol


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Authority simple power associated with

formal organization

Power influence that does not necessarily

depend on formal organizational recognition Example


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Two Perspectives on Power The French and Raven Power Typology

individual bases of power

Dependency, Critical Contingencies, andPower how individuals, groups, or

departments gain power through dependency

relationships


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French & Raven Power Typology Sources & potency of power in org

Rational/legal power

Reward Power

Coercive powerReferent power

Charismatic power

Expert power

D d C iti l


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Dependency, CriticalContingencies, and Power Power through control of resources

Power through solving critical or strategic

contingencies

Level of substitutability

Power and location in the org

Power and position in the org


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How to assess power ? Determine by sources or origin of power judgment

about how much of particular power aperson/department possesses

Determine by consequences of decisions made byvarious actors

Determine by power symbols larger office, luxuriousfurniture, more expensive company cars

Representational indicators of power membershipson influential boards or committees


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Three levels of leadership

Executive

Managerial

Supervisory

Informal leadership

Three major theories

Leadership & organization theory


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Executives establish bureaus structure (including positions filled by

managers and supervisors

maintain general view of the bureau and its place within

political envi Interpret political statements of intentions (unclear &

contradictory) into rational goals & policies

Create environment that encourage goal achievement

close attention to org environment (take advantage of

opportunity & protect org from threats


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manager depend on rules & regulations that define their

power over others

interpret org goals (set by executives) in concretemanner (into structure, procedure, tasks

often pulled by superiors & subordinates

focus on how org can be best organized to achievethe overall goals established by executives


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Supervisor focus on motivation, productivity, interpersonal

relations

work directly with production process

protect subordinates from political pressure


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Informal leadership have no official leadership positions

need to understand informal leadershipphenomenon along with formal one


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Executive leadership Most important influence skillful playing

of political game power

Administrative conservators

Preserve institution Improve institution

what is political climate?

what is the resource base?

what is the potential for mobilizing support forthe program?


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The Managers in the middle

Traits (Stogdill 1981) Capacity intelligence, alertness, verbal facility, originality,

judgment

Achievement scholarship, knowledge

Responsibilitydependability, initiative, persistence,

aggressiveness, self-confidence

Participation activity, sociability, cooperation, adaptability,

humor Status Socioeconomic position, popularity

Situation mental level, status, skills, needs and interests offollowers, objectives to be achieved


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The Supervisors getting the work done

Three major focuses Production

Maintenance of individual morale

Maintenance of group cohesiveness


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Supervisory behavior (Bass 1990) Considerationextent to which a leader shows

concern for the welfare of the other members of the

group, appreciation of good work, stress importance of

job satisfaction

Initiation of structureextent to which a leader

initiates activities in the group, organizes it, & defines

the way work is to be done


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Leadership: School of thought

Three broad schools

Trait Theories: 20th century focus on personal characteristics of leaders

Partial explanation/superficial perspective on leadership

issues

Behavioral theories Focus on behaviors of leaders including styles of

leadership

Non-context specific

Situational theories Focus on the leader in the context or situation in which

he/she leads

Add richness to the study of leadership


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Trait Theories

Individuals ability to lead

social background, intelligence, other

personality features

Bennis and Nanus (1985) relationship bt

leadership effectiveness and the traits (logicalthinking, persistence, empowerment, self-

control)


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Logical thinkingAbility to translate ideas into simple forms

Persuasive abilities

Explaining phenomena in unique ways Persistence traits

Considering setbacks as minor mistakes

Working long hours

Attempting to succeed against the odds


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Empowerment traits Enthusing people about their goals

Being enthusiastic and energetic oneself

Increasing confidence in employees own abilities Self-control traits

Working under pressure

Remaining calm and even-tempered

Resisting intimidation


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Other research meta-analytical work

bring findings from separate research projects

together (ex Kirkpatrick & Locke 1991) list

of leadership qualities disagreement, lessinsights, try to relate two or more unrelated

variables


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Behavioral Theories

Examines leadership behavior (that have

influences the performance and motivation of

subordinates)

Focus on leadership style **


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Ohio State University research (1940s and 1950s) Two fundamental types of leader behaviors

Initiating structure

Consideration

Initiating structurebehavior which focuses onthe achievement of objectives and includes clearsupervision and role clarification, planning work,and a results orientation

Considerationbehaviors which encouragecollaboration and focus on supportive networks,group welfare and the maintenance of jobsatisfaction


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University of Michigan

Leaders exhibited Employee centered (people orientation)

Production centered (task orientation)

One best style of leadership Leader who exhibits high initiating structure and high

consideration behaviors (strong orientation of both

task and people)


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Leadership stylethe behavior of leaders towards subordinates, the

manner in which tasks and functions of leadership are

conducted

Tannenbaum & Schmidt (1973) Continuum in leadership styles

boss-centered approach --- subordinate-centeredapproach


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Simple style continuum

Criticism: Only one dimension

Leaders style can be mapped along a continuum

between the authoritarian and democratic ends


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Join leader define problem, but leave it open foralternative problem definitions to arise and for thescope of the endeavor to expand become memberof the problem-solving group and hands over decision

making power to the group Consults leader identifies the problem and makes

decision (only after listening and possibly adoptingsolutions suggested

Sells manager decides on the solution to theproblem persuades staff that his/her decision ismore valid

Tells leader identifies problem, decides on solution,expect staffs to implement such decisions without

questioning


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Leaders decisions will always be influenced

by the situation they find themselves

Contextual factors

Group effectiveness Nature of task environment

Pressures of time

Forces in subordinateSubordinates level of

experience and the style to which they areaccustomed

Forces in the leader knowledge and preferred style

Combine to

determine the

most

appropriate

leadership style


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Choosing an appropriate style

Leader consider their own value system and leadership inclination

Level of confidence they have in their subordinates

Subordinates ability to cope with uncertainties of the

situation

Evaluate the nature and experience of their

subordinates

Subordinates readiness to assume responsibility

Subordinates knowledge and interest


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John AdairAction-centered leadership 3 areas of need which

leader must satisfy

Task needs

Individual needs

Team maintenance needs

HIGHLY EFFECTIVELEADER


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Conclude: 4 broad leadership style Task/structure orientation

People/interpersonal orientation

Directive/autocratic leadership

Participative/democratic leadership

**McGregors Theory X and Theory Y**

1

2


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**McGregors Theory X and Theory Y** Leader and managers could be differentiated

from one another according to their attitudes andassumptions about human nature

Theory X leaderbelieve people are lazy, dont wantresponsibility, no ambition they need to becontrolled, directed, coerced and punished (Maslowshierarchy of need # 1 and #2)

Theory Y leader believe people align themselves

with org goals

need little control or direction, seekreward consistent with their performance, haveinitiative and creative skills motivated by affiliation,esteem, and self actualization (Maslows # 3,4,5)


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Blake & Mouton (1964)managers style can

be mapped along Degree of People orientation

Degree of Production orientation

High people + High Production desirable


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Traitwhat a leader is

Behavioralwhat a leader does

Criticismhigh task (structure) + high people (consideration)

= high performance

**reality is more complicated** leadership might be bothcause and effect **

**ignore the context or situation in which leaders andfollowers find themselves**

Sit ti l Th i


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Situational Theories

Trait (T)

Behavioral (B)

Context (C)

Contingentfactor

+

+

more complex and more

promising explanation of

leadership

Fi dl C ti Th


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Fiedlers Contingency Theory


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leadership behavior interacts with thefavorableness of a situation to determineeffectiveness

Some situations are more favorable than others

require different behaviors Require the assessment of

Leaders style

Three broad characteristics of the context (situation) Leader-group member relations nature of work

atmosphere loyalty, trust, etc

Task structure clarity of groups work, understandingof groups goals

Position powera leaders legitimate power to tellothers what to do


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Leadership style Relationship-centered: leader is motivated to maintain

good interpersonal relations

Task-centered: leader is motivated to get on with the

job

Leaders indicate their orientation toward their

least-preferred co-worker (LPC)Accepting LPC = relationship-orientated

Look at LPC as few qualities = task-orientated

Leaders personality trait

or

Leaders motivational


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Task orientation suits highly favorable or

highly unfavorable situations Highly unfavorable situation ex. Military: dangerous

task to perform (face with enemy in unfamiliar territory

= unstructured task with strong position power

adopt task orientated approach (giving clear orders

and demand compliance)

Highly favorable situation ex. Managers enjoy good

relations with workers clearly structured task (notmuch debate or no decision-making ability is required)

adopt task oriented approach to ensure high

productivity


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Relationship orientation Best suit to average situational favorability

Org should not focus on attempt to change leaders

personality BUT should select leaders to match the

situations favorability

H th l th


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Houses path-goal theory

It is a leaders function to clarify pathways forsubordinates to achieve their desired rewards

their motivation increase

Leader provides rewards and clarifies pathwaybetween Employee effort and performance

Performance and reward

Path Goal Theory of Leadership


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Path-Goal Theory of Leadership Effective leaders increase motivation and

satisfaction among subordinates when theyhelp them pursue important goals

Leaders help subordinates to see the goals

The paths to achieve those goals

How to follow those paths effectively

Show the values of outcomes

Using appropriate coaching and directingRemoving barriers and frustrations to those paths


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Directive behaviors: planning, settingexpectations and clarifying instructions

Supportive behaviors: offering friendly

consideration Participative behaviors: involving subordinates

in decision making

Achievement-orientated behaviors: settingobjectives and expecting them to be achieved


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Directive leadership good for ambiguous task

bad when task is well structured and clear

Supportive leadership

good when tasks are frustrating and stressful bad when groups or other parts of org already provide plenty of

encouragement

Achievement-oriented leadership

good for tasks toward ambitious goals

Participative leadership good for ambiguous task & that subordinates feel their self-

esteem is at stake

participation allows them to influence decisions and work outsolutions

Vroom and Yetton Contingency


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g y

Model

Develop a decision-making leadership contingencymodel

Three leadership styles

Autocratic decision or problem solving, using information available to leader

at the time

leader collects information and then makes decision/solves theproblem

Consultative leader shares the problem with subordinates individually or as a

group and then leader makes decision

Group leader shares the problem with the group and together they find

solution or consensus

Leader-Member Exchange Theory


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g y(LMX)

Dyadic relationships between a leader and individual subordinates

On development of low-exchange and hi-exchange relationships

Low-exchange relationships

little mutual influence between the leader and subordinate subordinate follows formal role requirements

receive standard benefit (salary)

High exchange relationships leader establishes with a set of trusted subordinates

mutual influence relations

subordinates receive benefits in the form of more interesting assignmentsand participation in important decisions

leaders expectation of hard work, loyalty, more responsibility

Transformational Leadership


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Transformational Leadership Transactional Leadership

Motivate followers by recognizing their needs andproviding rewards to fulfill those needs in exchange fortheir performance

Transformational Leadership Raise followers goals to higher level goals self

actualization (Maslow)

Motivate followers to transcend their own narrow self-interest for the benefit of the community or the nation(MLK Jr.)

Transformational behaviors


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Transformational behaviors Idealized influence

Arouses followers emotional attachment to the leader and

identification with him/her

Intellectual stimulation Engages followers in recognizing and confronting challenges

Individualized consideration Provides support, encouragement and coaching

Inspirational motivation Communicates an appealing vision by using symbols or

modeling appropriate behaviors

Transactional Behaviors


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Transactional Behaviors Contingent reward

Clarifying the work required for rewards

Ensuring that rewards are contingent on appropriate behaviors

Passive management by exception Punishments in response to obvious deviations from

acceptable standards

Active management by exception Looking for mistakes and enforcing rules to avoid mistakes

Leading & Managing


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g g g(Bennis and Nanus) Managing

Taking charge, accomplishing goals with efficiency

doing things right

LeadingGuiding directions, actions, & opinions

doing the right thing

Excellent leader


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Excellent leaderAttention through vision

Create visions of successful futures

Bring out the best of both leaders and followers

Meaning through communication Transmit the vision to others through giving meaning

to their works and their quest

Trust through positioning Choosing the best course

At knowing what is right and neccessary

Documents

Role of Management and Leadership- OVERVIW