© 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 1 Leadership Behavior Daniel F. Jennings Ph.D., PE Andrew.

© 2005 Thomas and Joan Read Center

IDIS – 444Ethics and Leadership in Industrial Distribution 1

Leadership Behavior

Daniel F. Jennings Ph.D., PEAndrew Rader Professor of Industrial Distribution

Texas A&M University

© 2005 Thomas and Joan Read Center

IDIS – 444Ethics and Leadership in Industrial Distribution 2

CHARISMATIC LEADER BEHAVIORS ETHICAL CHARISMATICS UNETHICAL CHARISMATICS

Ethical and Unethical Charismatics

Exercising power Power is used to serve others Power is used to dominate or manipulate others for personal gain

Creating the vision Followers help develop the vision Vision comes solely from the leader and serves his or her personal agenda

Communicating with followers

Two-way communication: Seek out viewpoints on critical issues.

One-way communication: Not open to input and suggestions from others.

Accepting feedback Open to feedback. Willing to learn from criticism

Inflated ego thrives on attention and admiration of sycophants. Avoid or punish candid feedback.

© 2005 Thomas and Joan Read Center

IDIS – 444Ethics and Leadership in Industrial Distribution 3

CHARISMATIC LEADER BEHAVIORS ETHICAL CHARISMATICS UNETHICALCHARISMATICS

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Ethical and Unethical Charismatics

Stimulating followers

Want followers to think and question status quo as well as leader’s views

Don’t want followers to think. Want uncritical, intellectually unquestioning acceptance of leader’s ideas.

Developing followers

Focus on developing people with whom they interact. Express confidence in them and share recognition with others

Insensitive and unresponsive to followers needs and aspirations.

Living by moral standards

Follow self-guided principles that my go against popular opinion. Have three virtues: Courage, a sense of fairness or justice, and integrity.

Follow standards only if they satisfy immediate self-interests. Manipulate impressions so that others think they are “doing the right thing.” Use communication skills to manipulate others to support their personal agenda

© 2005 Thomas and Joan Read Center

IDIS – 444Ethics and Leadership in Industrial Distribution 4

Ways to Influence Your Leader

Be a Resource for the LeaderWhat are leader’s needs?Zig where leader zagsTell leader about youAlign self to team purpose/vision

Help the Leader be a Good LeaderAsk for adviceTell leader what you thinkFind things to thank leader for

Build a RelationshipAsk about leader at your level/positionWelcome feedback and criticism, such as “what experience led you to that opinion?”Ask leader to tell you company stories.

View the leader RealisticallyGive up idealized leader imagesDon’t hide anythingDon’t criticize leader to others Disagree occasionally

© 2005 Thomas and Joan Read Center

IDIS – 444Ethics and Leadership in Industrial Distribution 5

Blake/Mouton Leadership Grid

1,9 Country Club ManagementThoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

9,9 Team ManagementWork accomplished is from committed people: interdependence through a “common stake” in organization purpose leads to relationships of trust and respect

5,5 Middle –of-the- Road ManagementAdequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

1,1 Impoverished ManagementExertion of minimum effort to get required work done in appropriate to sustain organization membership

9,1 Authority ComplianceEfficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

Con

cern

for

Peo

ple

Concern for Production

1

2

3

4

5

6

7

8

9

1 2 3 4 5 6 7 8 9HighLow

Low

High