Lecture 8 - Leadership for Chnage

8/19/2019 Lecture 8 - Leadership for Chnage

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CHANGE LEADERSHIP

BSB20302-7-CL

Leadership for Change


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Module Code and Module Title Title of Slides


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Learning Outcomes• Define leader and explain the difference between

mangers and leaders

• Summarize the conclusions of various theories of

leadership• Discuss the qualities that characterize charismatic

leaders

• Describe the skills that visionary leaders exhibit

• Explain the four specific roles of effective team

leaders

• dentify the dimensions of trust


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!anager "s# Leader

!ay $ave

!anagerial

%uthority and

nfluence Others

%ppointed and

$ave &ormal

%uthority

anager Leader


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!anager "s# Leader


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'he (lace of Leadership

• )an %nyone *e a Leader+

– Some people don,t have what it takes to be

a leader – Some people are more motivated to lead

than others

• s Leadership %lways -ecessary+

– Some people don,t need leaders

– Leaders need to be aware of followers,

needs


7/44Module Code and Module Title Title of Slides

Early Leadership 'heories

!" #rai$ #heories2" Beha%iora& #heories

3" Con$ingen'( #heories•. #rai$ #heories )!*20s+30s,

– Resear'h $ha$ fo'sed on iden$if(ing persona& 'hara'$eris$i's$ha$ differen$ia$ed &eaders fro. non&eaders /as ns''essf&

– La$er resear'h on $he &eadership pro'ess iden$ified se%en $rai$sasso'ia$ed /i$h s''essf& &eadership

!" Dri%e

2" desire $o &ead3" hones$( and in$egri$(

1" se&f-'onfiden'e

" In$e&&igen'e

" 4o5-re&e%an$ 6no/&edge

7" e$ra%ersion



*ehavioural 'heories

• 8ni%ersi$( of Io/a S$dies )9r$

Le/in, – dentified three leadership styles.

• %utocratic style. centralized authority/ low

participation

• Democratic style. involvement/ high

participation/ feedback

• Laissez0faire style. hands0off management

– 1esearch findings. mixed results• -o specific style was consistently better for

producing better performance

• Employees were more satisfied under a



*ehavioural 'heories 2cont,d3

• :hio S$a$e S$dies – dentified two dimensions of leader behaviour

• nitiating structure. the role of the leader in

defining his or her role and the roles of group

members

• )onsideration. the leader,s mutual trust and

respect for group members, ideas and feelings

–

1esearch findings. mixed results• $igh0high leaders generally/ but not always/

achieved high group task performance and

satisfaction

•

Evidence indicated that situational factorsappeared to strongly influence leadership




• 4niversity of !ichigan Studies – dentified two dimensions of leader behaviour

• Employee oriented. emphasizing personal

relationships

• (roduction oriented. emphasizing task

accomplishment

– 1esearch findings.•

Leaders who are employee oriented are stronglyassociated with high group productivity and high 5ob

satisfaction




• !anagerial 6rid – %ppraises leadership styles using two

dimensions.• )oncern for people

• )oncern for production



#heanageria&

Grid



)ontingency 'heories of

Leadership

• 'he &iedler !odel

– Effective group performance depends upon the

match between the leader,s style of interacting with

followers and the degree to which the situationallows the leader to control and influence

– %ssumptions.

• Different situations require different leadership

styles• Leaders do not readily change leadership styles

– !atching the leader to the situation or changing the situation to

make it favourable to the leader is required


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&indings of the &iedler !odel

• Category

•

Leader-Member Relations

• Task Structure

• Position Power

I

Good

High

Strong

II

Good

High

eak

III

Good

Low

Strong

I!

Good

High

eak

!

Poor

High

Strong

!I

Poor

High

eak

!II

Poor

Low

Strong

!III

Poor

Low

eak

High

Lo/

P e r f o r . a n ' e Peop&e-:rien$ed

#as6-:rien$ed

;a%ora5&e odera$e 8nfa%ora5&e



)ontingency 'heories7 2cont,d3

• $ersey and *lanchard,s SituationalLeadership 'heory 2SL'3 – Successful leadership is achieved by

selecting a leadership style that matches thelevel of the followers, readiness• %cceptance. do followers accept or re5ect a

leader+

• 1eadiness. do followers have the ability andwillingness to accomplish a specific task+

– Leaders must give up control as followersbecome more competent




• $ersey and *lanchard,s Situational

Leadership 'heory 2SL'3 2cont,d3 – )reates four specific leadership styles

incorporating &iedler,s two leadership

dimensions.• 'elling. high task:low relationship leadership

•

Selling. high task:high relationship leadership• (articipating. low task:high relationship leadership

• Delegating. low task:low relationship leadership




• $ersey and *lanchard,s Situational

Leadership 'heory 2SL'3 2cont,d3 – dentifies four stages of follower readiness.

• 18. followers are unable and unwilling

• 1;. followers are unable but willing

• 1


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$ersey and *lanchard,s Situational

Leadership !odel

Source: 1eprinted with permission from the )enter for Leadership

Studies# Situational Leadership> is a registered trademark of the )enter

for Leadership Studies# Escondido/ )alifornia# %ll rights reserved#

S3 S2

S4 S1

STYLE OF LEADER

Task Behaviour

High

Low High

High relatioshi!

a" low task

High task a"

high relatioshi!

Low relatioshi!

a" low task

#o"erate

Follower Rea"iess

LowHigh

A$le

a"willig

A$le

a"uwillig

%a$le

a"willig

%a$le

a"uwillig

R4 R3 R2 R1

High task a"

low relatioshi!


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• Leader (articipation !odel 2"room and

?etton3 – Leader behaviour must be ad5usted to reflect

the task structure

– Suggests appropriate participation level in

decision making


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• Leader (articipation !odel )ontingencies. – Decision significance

– mportance of commitment

– Leader expertise

– Likelihood of commitment

– 6roup support

– 6roup expertise

– 'eam competence


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! 2 3 1

In'reased E.p&o(ee In%o&%e.en$

In'reased Leader Con$ro&

E.p&o(ee In%o&%e.en$ Con$in.

Lea"er&'arti(i!atio

#o"el


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"room Leader (articipation

!odel

• Decide

•

)onsult ndividually• )onsult 6roup

• &acilitate

• Delegate


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• (ath06oal !odel – Leader,s 5ob is to assist his or her followers in

achieving organizational goals

– Leader,s style depends on the situation.• Directive

• Supportive

•

(articipative• %chievement0oriented


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(ath06oal 'heory

Eviro)etal*otige(+ Fa(tors

,TaskStru(ture

,For)al Authorit+ S+ste)

,-ork .rou!

Su$or"iate

*otige(+ Fa(tors

,Lo(uso/ *otrol

,E0!erie(e

,'er(eive" A$ilit+

Lea"er Behaviour

,Dire(tive

,Su!!ortive

,'arti(i!ative

,A(hieve)et Oriete"

Out(o)es

,'er/or)a(e

,Satis/a(tio


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)utting0Edge %pproaches to

Leadership

• 'ransactional Leadership – Leaders who guide or motivate their followers

in the direction of established goals by

clarifying role and task requirements• 'ransformational Leadership

– Leaders who inspire followers to go beyondtheir own self0interests for the good of theorganization

– Leaders who have a profound andextraordinary effect on their followers


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Leadership 2cont,d3

• )harismatic Leadership – %n enthusiastic/ self0confident leader whose

personality and actions influence people to

behave in certain ways

– )haracteristics of charismatic leaders.• $ave a vision

•

%re able to articulate the vision• %re willing to take risks to achieve the vision

• %re sensitive to the environment and to follower

needs

• Exhibit behaviours that are out of the ordinary


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Leadership 2cont,d3

• )harismatic Leadership 2cont,d3 –

Effects of )harismatic Leadership• ncreased motivation/ greater satisfaction

• !ore profitable companies

• )harismatic leadership may have a downside. –

%fter recent ethics scandals/ some agreement that )EOswith less vision/ and more ethical and corporate

responsibility/ might be more desirable


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Leadership 2cont,d3

• "isionary Leadership – % leader who creates and articulates a

realistic/ credible/ and attractive vision of the

future that improves upon the presentsituation

– "isionary leaders have the ability to.•

Explain the vision to others• Express the vision not 5ust verbally but through

behaviour

• Extend or apply the vision to different leadership

contexts


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E$end$he


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Leadership 2cont,d3

• 'eam Leadership )haracteristics

– $aving patience to share information

– *eing able to trust others and to give up authority

– 4nderstanding when to intervene• 'eam Leader,s @ob

– !anaging the team,s external boundary

– &acilitating the team process

• )oaching/ facilitating/ handling disciplinary problems/reviewing team and individual performance/ training/ and

communicating


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Specific 'eam Leadership 1oles

)oach

'roubleshooter

)onflict

manager

#ea.

Leadership

Ro&es

Liaison with

external

constituencies


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)ross0)ultural Leadership

• 4niversal Elements of Effective

Leadership – "ision

– &oresight

– (roviding encouragement

– 'rustworthiness

– Dynamism

– (ositiveness

– (roactiveness

)ross )ultural Leadership


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)ross0)ultural Leadership

&indings

• Aorean leaders are expected to be paternalistic towardemployees#

• %rab leaders who show kindness or generosity without beingasked to do so are seen by other %rabs as weak#

•

@apanese leaders are expected to be humble and speakfrequently#

• Scandinavian and Dutch leaders who single out individuals withpublic praise are likely to embarrass/ not energize/ thoseindividuals#

• !alaysian leaders are expected to show compassion while usingmore of an autocratic than a participative style#

• Effective 6erman leaders are characterized by high performanceorientation/ low compassion/ low self0protection/ low teamorientation/ high autonomy/ and high participation


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6ender Differences and

Leadership

• 1esearch &indings – !ales and females use

different styles.• Bomen tend to adopt a more

democratic or participative style

unless in a male0dominated 5ob

•

Bomen tend to usetransformational leadership

• !en tend to use transactional

leadership


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Bhere &emale !anagers Do *etter.

% Scorecard

Source: 1# Sharpe/ C%s Leaders/ Bomen 1ule/ BusinessWeek, -ovember ;# ;/ p# FG#

oeo/ the ve stu"ies set out to " ge"er "iere(es The+ stu)$le" o the) while(o)!ilig a" aal+5ig !er/or)a(e evaluatios

Skill6Ea(h (he(k )ark "eotes whi(h grou!

s(ore" higher o the res!e(tive stu"ies7

8 9 oe stu"+: wo)e;s a" )e;s s(ores i these (ategories werestatisti(all+ eve

#E -O#E

#otivatig Others

Fosterig *o))ui(atio

'ro"u(ig High&


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)urrent Leadership ssues

• !anaging (ower – Legitimate power

• 'he power a leader

has as a result of hisor her position

– )oercive power • 'he power a leader

has to punish orcontrol

– 1eward power • 'he power to give

positive benefits orrewards

– Expert power • 'he influence a

leader can exert as aresult of his or her

expertise/ skills/ or

knowledge

– 1eferent power

• 'he power of a leaderthat arises because

of a person,s

desirable resources

or admired personal

traits


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Developing 'rust

• )redibility 2of a Leader3 – 'he assessment/ by a leader,s followers/ of the

leader,s honesty/ competence/ and ability to inspire

•

'rust – 'he belief of followers and others in the integrity/

character/ and ability of a leader • Dimensions of trust. integrity/ competence/

consistency/ loyalty/ and openness

– 'rust is related to increases in 5ob performance/organizational citizenship behaviours/ 5obsatisfaction/ and organization commitment


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(roviding !oral Leadership

• %ddressess both the moral content of a

leader,s goals and the means used to

achieve those goals

• Ethical leadership is more than being

ethical – ncludes reinforcing ethics through

organizational mechanisms


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(roviding On0line Leadership

• )hallenges of On0line Leadership – )ommunication

• )hoosing the right words/ structure/ tone/ and style

for digital communications

– (erformance management• Defining/ facilitating/ and encouraging performance

–

'rust• )reating a culture where trust is expected/

encouraged/ and required


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Empowering Employees

• Empowerment – nvolves increasing the decision0making

discretion of workers

– Bhy empower employees+• Huicker responses to problems and faster

decisions

• 1elieves managers to work on other problems


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Empowerment. )autions

• 'he following conditions should be met for

empowerment to be introduced. – )lear definition of company,s values and

mission

– Employees have relevant skills

– Employees need to be supported/ not

criticized/ when performing – Employees need to be recognized for their

efforts


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'ips for !anagers.

Suggestions for *uilding 'rustPractise openness

Be fair

Speak your feelingsTell the truth

Show consistency

Fulfill your promises

Maintain confidences

Demonstrate competence


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'he End#

#han6 (o=

Lecture 8 - Leadership for Chnage

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