LEADERSHIP

1

LEADERSHIP

2

What is Leadership?

The ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organizations of which they are members.

• Robert House (2004)

The ability to influence a group toward the achievement of a vision or set of goals.

• Robbins & Judge (2008)

3

History of Leadership Thought

Trait Theories ( -1940s)– Leadership selection

Behavioral Theories (1940s-1960s)– Leadership Training

Contingency/Situational Approaches (1960s- )– Effectiveness depends on matching style to situation

Contemporary – Transformational Leadership

4

Trait Theories of Leadership

"GREAT MAN" Theories– Emphasis on selecting right person

Little agreement on leadership traitsTraits can be developed/improvedIn isolation, narrow traits have little utility

5

Trait Theories Today

CANOE Dimensions– Extroversion relates most strongly to leadership– Conscientiousness and openness to experience strongly related to

leadership Charisma Confidence Credibility

– Integrity/Honesty--DWYSYWD– Knowledge of the business– Track Record

Emotional Intelligence

6

Self Awareness Social Awareness(Empathy)

Self-Management Relationship Management

Recognitionof emotions

Regulationof emotions

Self(Personal Competence)

Other(Social Competence)

Emotional Intelligence

Ability to detect, express, and manage emotion in oneself and others.

7

Emotional Intelligence

Some suggest that EI is the best predictor of work success

It’s “learnable” It’s related to communication, motivation (self and

others), effective leadershipResearchers increasingly suggest EI may be more

important than IQ for leadership

(Hendrie Weisinger, “Emotional Intelligence at Work” (Jossey-Bass, 1998).

8

“The caring part of empathy, especially for people with whom you work, is what inspires people to stay with a leader when the going gets rough. The mere fact that someone cares is more often than not rewarded with loyalty.”

• James Champy, Outsmart

9

BEHAVIORAL APPROACHES:OHIO STATE STUDIES

LEADERSHIP BEHAVIORS:– 1. Initiating structure:

• The extent to which a leader is likely to define and structure his or her role and those of subordinates.

– 2. Consideration:• The extent to which a leader is likely to build job

relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.

Effective leaders achieve both.Hallums?

10

BEHAVIORAL APPROACHES: MICHIGAN STUDIES

LEADERSHIP TYPES:– 1. Production Oriented Leaders:

• Focus on the technical or task aspects of the job• See people as a means to goal accomplishment

– 2. Employee Oriented Leaders:• Emphasize interpersonal relations• Take a personal interest in subordinate needs• Accept individual differences

Effectiveness is associated with employee oriented leadership behaviors.

Hallums?

Blake/Mouton LeadershipBlake/Mouton Leadership GridGrid

HighHigh

LowLow

99

88

77

66

55

44

33

22

111 2 3 4 5 6 7 8 91 2 3 4 5 6 7 8 9Concern for ProductionConcern for Production HighHighLowLow

1,9 Country Club Management1,9 Country Club ManagementThoughtful attention to needs ofThoughtful attention to needs of

people for satisfying relationshipspeople for satisfying relationshipsleads to a comfortable, friendlyleads to a comfortable, friendly

organization atmosphere &organization atmosphere &work tempo.work tempo.

9,9 Team Management9,9 Team ManagementWork accomplishment is fromWork accomplishment is from

committed people; interdependencecommitted people; interdependencethrough a “common stake” inthrough a “common stake” inorganization purpose leads to organization purpose leads to

relationships of trust & respect.relationships of trust & respect.

5,5 Middle of the Road Management5,5 Middle of the Road ManagementAdequate organizationAdequate organization

performance is possible throughperformance is possible throughbalancing the necessity to get outbalancing the necessity to get outwork with maintaining morale ofwork with maintaining morale of

people at a satisfactory level.people at a satisfactory level.9,1 Authority-Compliance9,1 Authority-Compliance

Efficiency in operations resultsEfficiency in operations resultsfrom arranging conditions offrom arranging conditions of

work in such a way thatwork in such a way thathuman elements interfere to ahuman elements interfere to a

minimum degree.minimum degree.

1,1 Impoverished Management1,1 Impoverished ManagementExertion of minimum effortExertion of minimum effortto get required work done isto get required work done is

appropriate to sustain appropriate to sustain organization membership.organization membership.

Conc

ern

for

Peop

leCo

ncer

n fo

r Pe

ople

12

Fiedler Leadership Model

Effectiveness depends on the match between the leader’s style and the situation

Leader’s style measured with the LPC– Relationship oriented– Task Oriented– Style is fixed

13

Fiedler Contingency Dimensions

Dimensions define the key situational factors that determine leadership effectiveness:– Leader-member relations (good or poor)– Task structure (high or low)– Position power (strong or weak)

14

Fiedler’s Model

15

SITUATIONAL LEADERSHIP

RelationshipBehavior(Supportive)

Task Behavior(Guidance)

Low High

S3Participating

S2Selling

S4Delegating

S1Telling

16

SITUATIONAL LEADERSHIP

RelationshipBehavior(Supportive)

R4 R3 R2 R1 Able & Willing (Confident)

Able but Unwilling (Insecure)

Unable but Willing (Confident)

Unable & Unwilling (Insecure)

Task Behavior(Guidance)

Low High

Ready Unready

S3Participating

S2Selling

S4Delegating

S1Telling

17

Leadership That Gets Results

Coercive– Demands immediate compliance– “Do what I tell you”– Negative affect on climate

Authoritative– Mobilizes people toward a vision– “Come with me”– Strongest positive affect on climate

Democratic– Forges consensus through participation– “What do you think?”– Positive affect on climate

18

Leadership That Gets Results

Pace Setting– Sets high standards for performance– “Do as I do, now”– Negative affect on climate

Affiliative– Creates harmony and builds emotional bonds– “People come first”– Positive affect on climate

Coaching– Develops people for the future– “Try this”– Positive affect on climate

19

Leadership That Gets Results

Coercive– In a crisis or genuine emergency

Authoritative– Changes require a new vision;

Clear direction is needed– Not good if followers are more

experienced than leader

Democratic– To build buy-in or consensus;

get input from valuable/committed employees

– Leader is uncertain

Pace Setting– Get quick results from highly

skilled and self motivated professionals

Affiliative– Heal rifts in a team or

motivate during stressful circumstances

Coaching– Help an employee improve

performance or develop strengths

– Must want to improve

20

Transformational Leaders: Motivate followers to go beyond normal expectations by pushing their comfort zone.

Transactional Leaders:Guide followers to accomplish established goals by clarifying requirements and emphasizing extrinsic rewards.

Transformational Leadership

21

Full Range of Leadership Model

22

Transformational Behaviors

Modeling the wayChallenging the processEnabling/empowering Inspiring a shared visionEncouraging the heart.

23

MANAGEMENT VS. LEADERSHIP

• Practices/Behaviors• Commitment• Do the right thing• Change• Long-term• Ends• Architects• Inspiring/motivating

• Position• Compliance• Do things right• Status quo• Short-term• Means• Builders• Problem solving