8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
1/20
Lecture 6
Approaches to Leadership
Professor Sandra Jones
1
BUSM 1162 MANAGEMENT 1 –
MANAGNG PE!PLE
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
2/20
Session Learnin" !#$ecti%e
&1' To identif( different co)ponents of Leadership
& 2' To e*p+ore the spectru) of Leadership fro) that of a
ro+e to that as an acti%it(
& ,' To discuss the i)p+ications of this spectru) for
+eadin"'
2
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
3/20
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
4/20
DescriptionLEA0Eship as a !LE underta7en #( indi%idua+s
in for)a+ positions of authorit(
LeaderS8P as a function5acti%it( underta7en #()an( in #oth for)a+ positions or authorit( and as
e*perts
Leads to a networked approach to thatcomplements leadership by leaders in positionsof responsibility with leadership of functional anddiscipline experts shared throughout theorganisation.
4
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
5/20
9!MP!NENTS !: LEA0Eship;Tho)pson<
5
Teamwork
& Tension
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
6/20
LEA0ES8P N=!L=ES A 9!MPLE> M> !:
S?LLS4 BE8A=!US AN0 A9T!NS
LEADERSHIP
Reward
Interpersonal
Referent
Communication
Expert
ec!nical "
Professional
Competence
P 69
6
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
7/20
LEA0ES8P S !:TEN SEEN AS
N=!L=NG@
I. Diagnosis situations and
followers
II. Identifying action
(Provide rewards, direction,
and/or support for followers)
III. Modification situation and/or
follower caracteristics
1-
!
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
8/20
T8E!ES !: LEA0Eship inc+ude@
Situationa+ 9ontin"enc(
"ontingency
#eories
$ollower%s
Psycological
&eactions
$iedler%s
"ontingency
Model
#as'riented
&elationsipriented
*eader +eaviors
or Predispositions
ituational
"aracteristics
$ollower -
roup
utcoes
0ersey -
+lancard%situational
*eadersip
Model
#as'riented/
Directive&elationsip
riented/upportive
*eadereer
relations#as' structure
*eader%s position
power
0ig group
perforance
$ollower
developent#as' relevant
aturity
atisfaction
"oitent
0ig follower
perforance
3-
2
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
9/20
T8E!ES !: LEA0Eship inc+ude@
Situationa+ 9ontin"enc(
"ontingency
#eories
$ollower%s
Psycological
&eactions*eader +eaviors
or Predispositions
0ouse%sPatoal
teory
ituational
"aracteristics
$ollower -
roup
utcoes
Directiveupportive
Participative
cieveent riented
4or' $acilitation (e)
Interaction $acilitation
(e)
roupriented (e)
&epresentative (e)
"arisatic (e)
ared *eadersip (e)
#as' structure oraiguity
$rustrating, stressful,
or dissatisfying tas'
"allenging tas's
*ow follower
autoritarianis
or ig need for
independence
atisfactionMotivation
cceptance of
te leader
5o clarity
0ig effort
0ig followerperforance
*ow levels of
grievances -
turnover
0ig group
perforance(e)
(e) indicates ites wic are part of a recently epanded version of tis
odel wit no researc support. 3-
7
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
10/20
T8E!ES !: LEA0Eship inc+ude@
Situationa+ 9ontin"enc(
"ontingency
#eories
$ollower%s
Psycological
&eactions*eader +eaviors
or Predispositions
8u'l%s
Multiple
*in'age
Model
ituational
"aracteristics
$ollower -
roup
utcoes
upporting
9etwor'ing
Managing conflict#ea uilding
Motivating
&ewarding -
recogni:ing
Prole solving
Planning -
organi:ing
"onsulting -
delegating
Monitoring
"larifying
Inforing
rgani:ation%s
reward syste
$ollower%s tas'sPolicies and
procedures
#ecnology of te
wor'place
rgani:ational
crises or a;or cange
$ollower%s
caracteristics
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
11/20
T8E!ES !: LEA0Eship inc+ude@
Situationa+ 9ontin"enc(
"ontingency
#eories
$ollower%s
Psycological
&eactions*eader +eaviors
or Predispositions
?roo
8etton5ago%s
9orative
Model of
Decision
Ma'ing
ituational
"aracteristics
$ollower -
roup
utcoes
$ive Decisiona'ing
tyles
• Decide• "onsult individually
• "onsult roup
• $acilitate
• Delegate
Decision significance
Iportance of
coitent*eader%s epertise
*i'eliood of
coitent
roup support for
o;ectives
roup epertise
#ea copetence
0ig decision
acceptance0ig decision
=uality
Decision
tieliness
"ost of
decision
a'ing
pportunities
for learning
anddevelopent
3-
11
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
12/20
LEA0ES@ Po-er4 nf+uence4 and
Authorit(
& Po-er the a#i+it( of one person to cause another person to
do so)ethin"'
& nf+uence the use of po-er or po-er in action'
& Authorit( Authorit( is a specific t(pe of po-er' An indi%idua+
has authority if she has a +e"iti)ate ri"ht to reCuire another
person to do so)ethin"4 usua++( #ecause the indi%idua+ -ith
authorit( ho+ds a certain position'
2-16
1@
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
13/20
Leaders need :o++o-ers
LEADER #EHA$I%RS
SI&AI%'AL (AC%RS
HA DECREASE LEADER
E((ECI$E'ESS
'eutrali)ers of Leader
#e!a*ior
:o++o-er characteristics Dsituationa+ characteristics
-hich decrease
+eaders direct inf+uence
SI&AI%'AL (AC%RS
HA I'CREASE LEADER
E((ECI$E'ESS
En!ancers of Leader
#e!a*ior
:o++o-er characteristics Dsituationa+ characteristics
-hich increase
+eaders direct inf+uence
(actors t!at Su+stitute
for Leaders!ip
:o++o-er characteristics Dsituationa+ characteristics
that rep+ace the need for
+eadership #( inf+uencin"
ps(cho+o"ica+ reactions and
#eha%iora+ outco)es
(%LL%,ER-.R%&P
PS/CH%L%.ICAL
REACI%'S
Perceptions
Attitudes:ee+in"s
Moti%ations
E*pectations
(%LL%,ER #EHA$I%RAL
%&C%0ES
Perfor)ance
A#senteeis)
Turno%er
2-18
13
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
14/20
:o++o-ership Beha%iors
.oal settin1 wit!
concern for 1roup
performance
#uild positi*e
relations!ips wit!
leader " coworers
%ffer information
" s!are *iewpoints
Span 1roup andor1ani)ational
+oundaries
Demonstrate 3o+
competence "
autonomous performance
(ollowers!ip#e!a*iors
Accuratel represent
leaders interests
ae on
responsi+ilities6
participate "
complete pro3ects
Demonstrate
independent critical
t!inin1 " creati*it
11-7
1A
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
15/20
LEA0ES8P :! T8E :UTUE
& I’s Es
& Ideas
Enchantment
&Imagination Emotion
& Intuition Empathy
& Insight Excitement
& Inspiration Edge
& Saachi D Saachi4 2FF2'
1B
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
16/20
LeaderS8P is a#out S8ANG ;Bo+den4Jones4 0a%is4 Gent+e ;2F16< ;https@55---'ti)eshi"hereducation'co)5#+o"5uni%ersit(+eadershipsai+in"to"etheror
sin7in"rou"hseas<
& 1' :ocus on ship rather than +eader
& e+ationa+ identit( ac7no-+ed"e socia+ interactions andre+ationships reco"nise "ro-ththrou"hconnections
& 2' Thin7 f+oti++a rather than oi+ tan7er & Peop+e processes professiona+ de%e+op)ent resources
& ,' E)#race the po-er of the cre-& )i* of e*pertise
& H' Go #e+o- dec7s& 9ha++en"e traditiona+ concepts of po-er and presti"e
& I' Use se)aphore to si"na+ intent& 9onte*t cu+ture chan"e re+ationships
78
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
17/20
6E CONCEPTUAL MODEL
6E 9onceptua+ Mode+ of 0L Jones4 8ar%e(4 Lefoe4 (+and D 8ad"raft 2F1,
1!
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
18/20
Si* #asic tenets –
79En1a1ement – -ith +eaders in positions of responsi#i+it( and e*perts
fro) a++ re+e%ant functions4 discip+ines4 "roups and +e%e+s'
29Ena+led : throu"h a conte*t of trust4 a cu+ture of respect and
co++a#oration
;9Enacted : %ia peop+e4 processes4 support and s(ste)s'
49Encoura1ed throu"h professiona+ de%e+op)ent4 )entorin"4
faci+itation4 9oPs4 D reco"nition and re-ard for contri#ution'
59E*aluated throu"h #ench)ar7s and ref+ection
89Emer1ent throu"h c(c+es of Participati%e Action esearch'
7<
&'DERSA'DI'. DL : HE 8E conceptual model
Bench)ar7s for 0L in 8i"her Education ;Jones4 8ar%e(4 Lefoe 4 (+and 4D 8ad"raft 2F1,<
6E CONCEPTUAL MODEL
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
19/20
2>
8/17/2019 BUSM 1162 ManagingPeople Lecture 6 Leadership Sem 1 2016
20/20
2>
Criteria for Distri+utedLeaders!ip
Dimensions and $alues of Distri+uted Leaders!ip
C%'E?rust
C&L&RERespect
CHA'.EReco1nition
RELAI%'SHIPSColla+oration
People are in*ol*edThe e*pertise of
each tea) )e)#er-as identified
The e*pertise of eachtea) )e)#er -as
used to )a7edecisions
nc+usi%e #eha%iours-ere )ode++ed in "roup
discussions
9o++ecti%e decision)a7in" of a++ tea)
)e)#ers -asencoura"ed
Processes are
supporti*e
The tea) e+ected a+eader #ut a+so
encoura"ed othertea) )e)#ers to
+eaders
A++ )e)#ers respected
each others opinionsand e*pertise
nc+usi%e #eha%iours
-ere )ode++ed in "roupdecisions
Students -ere
encoura"ed to sharetheir 7no-+ed"e
%pportunities tode*elop teammem+er sills arepro*ided
Tea) )e)#ers -ereintroduced in ho- to
-or7 in tea)s
The tutor pro%ided thetea) -ith )entorin"
support
Me)#ers contri#utionto the tea) -asencoura"ed and
reco"nised
The tutor encoura"edtea) co++a#oration
Resources area*aila+le
Access is pro%idedto roo)s and space4
to )eet
Assess)ent inc+udedreco"nition ofeffecti%e tea)
interactions
There -as f+e*i#i+it( toa++o- the tea) to
address pro#+e)s asthe( arose
Student ha%eopportunities to
co++a#orate in #oth thefacetoface and on+ine
en%rion) ent
M d ++ d ASET f 0L i 8i h Ed ti ;J 8 L f D + d 2F11<
#CD