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Spring 2007 Leadership 1
Leadership
Spring 2007 Leadership 2
Leadership
• Definitions & overview
• Power
• Trait approaches
• Contingency
• Transformational and transactional leadership
• Dysfunctional leadership
Spring 2007 Leadership 3
Leadership: Definitions & Overview
• Ability to influence a group toward the achievement of goals
• Requires a leader and follower(s)
• Different from management??• Leadership = doing the right things• Management = doing things right
• Successful vs. effective managers
Spring 2007 Leadership 4
Power
• Power is the underlying ability, used or not, that a person has to influence the thoughts or actions of another person.
• Social influence
Spring 2007 Leadership 5
The Limits of Power
• Is power unlimited?• Does power transfer from one setting to
another?• The entrepreneurial transition• What about the Zone of Indifference?
• Should power be unlimited?• “Power corrupts…”• Ethical implications of control over others
The Zone of Indifference
? Bring sandwiches to boss for lunch
No Type school papers for boss’s kids
No “Fudge” boss’s expense accounts
REQUESTED ACTIONOBEY?
No Work Sundays
No Shop during lunch hour for boss
? Make coffee for the office
Yes Work 40 hours in the week
Yes Type letters
Yes Perform filing
Yes Work occasional paid overtime
Inside zone ofindifference:
Normalinducements
sufficient
Outside zone ofindifference:Extraordinaryinducements
required
Spring 2007 Leadership 7
Sources of Power
Coercive
Reward
Legitimate
Referent
Expert
Charismatic
More on Charisma
Informational
Associative
Spring 2007 Leadership 8
Bases of Power
Type Basis
Coercive Punishment
Reward Reward (tangible or intangible)
Legitimate Position
Referent Liking, respect
Expert Knowledge and expertise
Informational Insider information (how-to)
Charismatic Communicating desire to achieve a vision; inspiring others
Spring 2007 Leadership 9
Responses to the Use of Power
Response by Influence Target Type of Power
Commitment Compliance Resistance
Referent Likely Possible Possible
Expert Likely Possible Possible
Legitimate Possible Likely Possible
Reward Possible Likely Possible
Coercive Unlikely Possible Likely
Charismatic Likely Possible Possible
Information Likely Possible Possible
Spring 2007 Leadership 10
Trait Approaches
• A 1991 study shows strong evidence for these traits
• Drive: achievement, ambition, energy, tenacity, and initiative
• Leadership motivation: personalized vs. socialized
• Honesty and integrity: truthful, ethical, principled
• Self-Confidence: including emotional stability
• Cognitive ability
• Knowledge of the business
• Weaker support was found for:
• Charisma
• Creativity and originality
• Flexibility
Spring 2007 Leadership 11
The Need for Power
• Personalized• Desire for power for its own sake• Power to fulfill personal needs
• Socialized• Desire for power to accomplish goals• Power to fulfill needs of others (and self, too)
Spring 2007 Leadership 12
Ohio State Model
• Concern for people
• Concern for the job (task, production)
• Are they mutually exclusive?
People Job
Spring 2007 Leadership 13
The Managerial Grid
1
5
9
1 5 9
Con
cern
for
P
eopl
e
Concern for Production
Country Club Team Management
Impoverished Management
Compliance with Authority
Middle of the Road
Spring 2007 Leadership 14
Situational Leadership
• Blanchard & Hersey
• Different people have different needs
• One-style-fits-all leadership doesn’t work
Leadership Styles
Low
High
Low High
Su
pp
ort
ive
Beh
avio
r
Task Behavior
S4
Delegate
S3
Participate
S2
Sell
S1
Tell
Spring 2007 Leadership 16
Development Levels
High Medium LowHighCompetence
Highcommitment
HighCompetence
Variablecommitment
SomeCompetence
LowCommitment
LowCompetence
HighCommitment
Developed Developing
D4 D3 D2 D1
Spring 2007 Leadership 17
Leadership Styles
Style 1: DirectingThe leader provides specific
instructions and closely supervises task accomplishment
Style 2: CoachingThe leader continues to direct
and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress
Style 3: SupportingThe leader facilitates and
supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them
Style 4: DelegatingThe leader turns over
responsibility for decision making and problem solving to subordinates
Spring 2007 Leadership 18
Transformational and Transactional Leadership
• Transactional leadership…..• Clarify task and role requirements
• Provide structure and rewards
• Meet subordinates’ social needs
• Transformational leadership….• Broadens and elevates subordinates’ interests
• Promotes awareness and acceptance of a shared vision
• Moves employees to pursue the best interests of the organization
Spring 2007 Leadership 19
Becoming a Transformational Leader: The Four I’s
• Idealized Influence• Serving as a role model
• Inspirational Motivation• Encouraging subordinates to challenge processes
and impart meaning to work
• Intellectual Stimulation• Fostering subordinates’ sense of creativity and
innovation
• Individual Consideration• Attending and responding to individual needs
Spring 2007 Leadership 20
Another Approach
• Focusing attention on specific issues of concern, concentrating on analysis, problem solving, and action.
• Communicating with empathy and sensitivity. • Demonstrating consistency and trustworthiness by
one's behavior, being honest, sticking with a decision, and following through on decisions.
• Expressing active concern for people including one's self, thus modeling self-regard, and reinforcing feelings of self-worth in others.
Spring 2007 Leadership 21
Charismatic Power
• Self-confidence• Vision• Ability to articulate the vision• Strong convictions about the vision• Behavior that is out of the ordinary• Change agent• Environmental sensitivity
Back toPower
Spring 2007 Leadership 22
Fatal Flaws of Leaders Who Derail
• Insensitive to others• Aloof and arrogant• Betrayal of trust• Overly ambitious• Over-managing• Unable to think strategically• Unable to adapt to situations• Overly dependent on an advocate or mentor