3 - Leadership

8/2/2019 3 - Leadership

1/36

International Business &Management

2011/12ISC Paris School of Management

Sabine Bacouel-Jentjens (Dr. rer. pol.)

Module 2 Management & Leadership

8/2/2019 3 - Leadership

2/36

Leaders = Managers

?

8/2/2019 3 - Leadership

3/36

Differences between managers andleaders

MANAGER

Oversees the currentprocess well

Must achieve balance Thinks execution

Comfortable withcontrol

Problems are just that,and need resolution

asap Procedure is king

Instructs as totechnique and process

impersonal

LEADER

Wants to create thefuture

Needs to make change Thinks ideas

Welcomes risk

Sees problems asopportunities, is patient

Substance is king

Ideas and concepts

High emotional

intelligence

8/2/2019 3 - Leadership

4/36

Ideas or systems

?

8/2/2019 3 - Leadership

5/36

Presence or future

?

8/2/2019 3 - Leadership

6/36

What about rules

?

8/2/2019 3 - Leadership

7/36

Change or status quo

?

8/2/2019 3 - Leadership

8/36

Orders or inspiration

?

8/2/2019 3 - Leadership

9/36

What about risk

?

8/2/2019 3 - Leadership

10/36

What about emotionalenergy

?

8/2/2019 3 - Leadership

11/36

What does a manager do? Planning and budgeting

Establishing timetables and allocation ressources

Organizing and staffing Establishing structure

Staffing that structure with individuals Delegating responsibility Providing policies and procedures to help guide people Creating systems to monitor

Controlling and problem solving Identifying deviations from plan Planning and organization to solve problems

=> Produces predictability and order Consistent production of short-term results expected by stakeholders

Being on budget Being in time etc.

8/2/2019 3 - Leadership

12/36

What does a Leader do? Establishing directions

Developing a vision of the future

Developing strategies for producing the changes needed to achieve thatvision

Aligning people Communication of directions in words and deeds

Influencing the creation of teams and coalitions that support the vision

Motivating and inspiring Energizing people to overcome major political, bureaucratic and resource

barriers

Satisfaction of unfulfilled human needs

=> Produces change New products that costumers want

New approaches to labor relations that help make a company morecompetitive

8/2/2019 3 - Leadership

13/36

Big Five Personality Factors

Emotional Stability

Openness

Conscientiousness

Extraversion

Agreeableness

stable, confident

imaginative, curious, original

careful, neat, dependable

energetic, self-dramatizing

warm, considerate, tactful

nervous, self-doubting, moody

dull, unimaginative

impulsive, careless, irresponsible

shy, unassertive, withdrawn

Independent, cold, rude

8/2/2019 3 - Leadership

14/36

Traditional Theories of Leadership:

Trait Theories

Differentiate leaders from non-leaders byfocusing on personal qualities and characteristics

Extraversion has strongest relation to leadership

Conscientiousness and Openness to Experience also stronglyrelated to leadership

Agreeableness and Emotional Stabilityare not correlated withleadership

8/2/2019 3 - Leadership

15/36

Traditional Theories of Leadership:Behavioral Theories

Behaviors can be taught traits cannot

Leaders are trained not born

8/2/2019 3 - Leadership

16/36

Behavioral Theories:

Ohio State Studies

Attempts to organize work, workrelationships, and goals

Concern for followers comfort,well-being, status, and satisfaction

InitiatingStructure

Consideration

Developed two categories ofleadership behavior:

8/2/2019 3 - Leadership

17/36

Behavioral Theories:University of Michigan Studies

Emphasize the technical or taskaspects of the job: people are

means to an end

Emphasize interpersonal relationsand accept individual differences

ProductionOriented

EmployeeOriented

Developed two dimensions ofleadership behavior:

8/2/2019 3 - Leadership

18/36

Contemporary Approaches to

Leadership

Leaders as communicators

Framing the meaning of events

Leaders inspire followers through words,ideas, and behaviors:

Charismatic Leadership

Transformational Leadership

Authentic Leadership

8/2/2019 3 - Leadership

19/36

Charismatic Leadership

Attributions of heroicleadership abilities whenfollowers observe certain

behaviors: Vision

Personal Risk-taking

Sensitivity toward Followers

Extraordinary Behaviors

8/2/2019 3 - Leadership

20/36

Charismatic Leaders:

Born or Made?Charisma can be created by:

Developing an aura of charisma

Be optimistic

Be passionately enthusiastic Commute with body, not just words

Drawing others in inspire others

Tapping into emotions bring out the potential in

others

8/2/2019 3 - Leadership

21/36

How Charismatic Leaders

Influence Followers

Articulate an appealing vision

Communicates a new set of values

Model behaviors for those values Express dramatic behavior

8/2/2019 3 - Leadership

22/36

When charismatic leaders

do best

politics

religion

times of war start up

crisis

8/2/2019 3 - Leadership

23/36

The Potential Dark Side of CharismaticLeadership

Use organizational resources forpersonal benefit

Remake companies in their own

image Allow self-interest and personal

goals to override organizationsgoals

8/2/2019 3 - Leadership

24/36

Transformational Leadership

Transactional leaders - motivate their followers inthe direction of established goals by clarifying roleand task requirements

Transformational leaders - inspire followers totranscend their own self-interests for the good ofthe organization

8/2/2019 3 - Leadership

25/36

Why Transformational LeadershipWorks

Creativity

Followers are encouraged to be more innovative and creative

Goals

Followers pursue more ambitious goals and have more personalcommitment to them

Vision

Engenders commitment from followers and greater sense of trust

8/2/2019 3 - Leadership

26/36

Transformational Vs. Charismatic

Leadership

Both positively related to motivation,satisfaction, performance, effectiveness,and profitability

Transformational leadership MAY be abroader concept than charisma

The two forms may be the same

8/2/2019 3 - Leadership

27/36

Three key roles of a leader

Inspiring a common vision

We choose to go to the moon.

Giving the ability for action

If you can dream it, you can do it

Developing co-operation

8/2/2019 3 - Leadership

28/36

Leadership stylesLeadership style is the manner and approach of providing

direction, implementing plans and motivation people:

Authoritarian or autocratic

Participative or democratic

Delegative or laissez-faire

8/2/2019 3 - Leadership

29/36

Autocratic leadership Person has complete power and makes

decisions without asking someones else advice

Leader

Employees

8/2/2019 3 - Leadership

30/36

Democratic leadership Everyone is involved in making important

decisions

Leader

Employees

8/2/2019 3 - Leadership

31/36

Autocratic leadership Approach based on the idea that people should

be allowed to make decisions themselveswithout interference from authority

Leader

Employees

8/2/2019 3 - Leadership

32/36

Situational factors How much time is available?

Are relationships based on respect and trust or ondisrespect?

Who has the information? You, your employees or both?

How well are the employees trained?

Internal conflicts

Stress levels

8/2/2019 3 - Leadership

33/36

Vocabulary Management style: the way a manager behaves

Hierarchy system of organizing people into different ranks or levelsof importance

Collective actions, or feelings involve or are shared by every memberof a group of people

Decision-making: process of reaching decisions Crisis-management: management style that concentrates on solving

the immediate problems in a business, rather than looking for long-term solutions

Change management: management style that aims to encourageorganizations and individuals to deal effectively with change taking

place in their work Subordinate: someone who is bossed by you

Delegation of responsibility is the act of giving responsibility toanother person

Autocratic, democratic, laissez-faire (see definitions)

8/2/2019 3 - Leadership

34/36

ExercisesPut into the correct place:

laissez-faire democratic autocratic

Leader makes decisions. Others are informed and carry themout.___________________________________

Leader discusses with others before the decision is made. Thegroup can influence the decision that is made.

_____________________________________

No formal structure to make decisions. The leader does notforce his or her views on others._____________________

8/2/2019 3 - Leadership

35/36

Twelve Angry Men (1957)

Film discussion: analysis of group behavior

8/2/2019 3 - Leadership

36/36

Twelve Angry Men

1 Martin Balsam

2 John Fiedler

3 Lee J Cobb

4 E.G. Marshall

7 Jack Warden

8 Henry Fonda 9 JosephSweeney

10 Ed Begley

11 GeorgeVoskovec

12 Robert Webber