Leadership Definitions & Overview Power Trait approaches Contingency Transformational and transactional leadership Dysfunctional leadership.

Leadership Definitions & Overview Power Trait approaches Contingency Transformational and transactional

leadership Dysfunctional leadership

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

Power Power is the underlying ability, used or

not, that a person has to influence the thoughts or actions of another person.

Social influence

The Zone of IndifferenceREQUESTED 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

? Bring sandwiches to boss for lunch

No Type school papers for boss’s kids

No “Fudge” boss’s expense accounts

Inside zone ofindifference:

Normalinducements

sufficient

Outside zone ofindifference:Extraordinaryinducements

required

Sources of Power

Coercive

Reward

Legitimate

Referent

Expert

Charismatic

Responses to the Use of Power

Response by Influence TargetType ofPower

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

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

Ohio State Model Concern for people Concern for the job Are they mutually exclusive?

The Managerial Grid

1

5

9

1 5 9

Con

cern

for

Peo

ple

Concern for Production

Country Club Team Management

Impoverished Management

Compliance with Authority

Middle of the Road

Situational Leadership Blanchard & Hersey Different people have different needs One-style-fits-all leadership doesn’t

work

Leadership StylesHigh

Low

Low High

Sup

port

ive

Beh

avio

r

Task Behavior

S4

Delegate

S3

Participate

S2

Sell

S1

Tell

Development Levels

High Medium LowHighCompetence

Highcommitment

HighCompetence

Variablecommitment

SomeCompetence

LowCommitment

LowCompetence

HighCommitment

Developed Developing

D4 D3 D2 D1

Leadership StylesStyle 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: Supporting

The leader facilitates and supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them

Style 4: Delegating

The leader turns over responsibility for decision making and problem solving to subordinates

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

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

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

Too much vision Personal needs made paramount

Building a monument to themselves Blind drive prevents seeing external environment

Pyrrhic victory Victory -- but at what cost? Blind ambition, empire building

Chasing a vision before its time Failure to reality-test ideas Blind to the market and what it wants

Manipulative management, impression management Lack of administrative skills

Dysfunctional Leadership

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