Ls100 Leadership (Incomplete)

!!"!#!$!"!%!&!'!(!)!

!"#$%"&

SOMETIMES, THERE IS MUCH CONFUSION BETWEEN A LEADER

AND A MANAGER

BUT WHAT’S THE DIFFERENCE????

LEADERSHIP MANAGEMENTThe ability to

influence a group toward the

achievement of goals, establish

direction by a vision and align people towards

goals.

Use of authority inherent in designated formal rank to obtain compliance from organizational members, mainly to implement the vision through

outlined strategies by the leader.

“Not all leaders are managers, nor are all managers leaders.”

“Not all leaders are managers, nor are all managers leaders.”

SANCTIONED LEADERSHIP

NON-SANCTIONED LEADERSHIP

Ability to influence that arises within

the formal structure of the

organization

Ability to influence that arises outside

the formal structure of the

organization

TRAIT THEORIES OF LEADERSHIP

Theories that consider personal qualities and

characteristics differentiate leaders from non-leaders

TRAIT THEORIES OF LEADERSHIP

Theories that consider personal qualities and

characteristics differentiate leaders from non-leaders

LEADERS ARE BORN, NOT

MADE!

1990’s“Leaders are not like

other people”

1990’s“Leaders are not like

other people”isolated traits

varied from review to

review

Most of the isolated traits that emerged from earlier studies could be subsumed under one of the Big Five

BIG FIVE FRAMEWORK

➡EXTRAVERSION-leader emergence

➡CONSCIENTIOUSNESS and OPENNESS TO EXPERIENCE

➡AGREEABLENESS and EMOTIONAL STABILITY

Most of the isolated traits that emerged from earlier studies could be subsumed under one of the Big Five

BIG FIVE FRAMEWORK

EMOTIONAL INTELLIGENCE (EI)EMPATHY

sensing others’ needs,listening to what others

say and don’t say,reading the reactions of others

IMPORTANT POINTS

➡Traits can predict leadership

➡Traits do a better job at predicting the emergence of leaders and the appearance of leadership than in actually distinguishing between effective and ineffective leaders

BEHAVIORAL THEORIES OF LEADERSHIP

Theories proposing that specific behaviors

differentiate leaders from nonleaders

BEHAVIORAL THEORIES OF LEADERSHIP

Theories proposing that specific behaviors

differentiate leaders from nonleaders

WE CAN TRAIN

PEOPLE TO BECOME

LEADERS!

OHIO STATE STUDIES(1) INITIATING STRUCTURE

-refers to the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.

(2)CONSIDERATION-the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings

UNIVERSITY OF MICHIGAN(1) EMPLOYEE-ORIENTED

-emphasizing interpersonal relations; taking a personal interest in the needs of employees, and accepting individual differences among members

(2) PRODUCTION-ORIENTED-emphasizing the technical or task aspect of the job

MANAGERIAL GRID•developed by Blake and Mouton•also called the leadership grid•based on the style of concern for people and concern for production

CONTINGENCY THEORIES OF LEADERSHIP

Theories proposing that specific situations or

contextsdifferentiate leaders from

nonleaders

CONTINGENCY THEORIES OF LEADERSHIP

Theories proposing that specific situations or

contextsdifferentiate leaders from

nonleaders

LEADERS EMERGE IN

CERTAIN SITUATIONS!

FIEDLER CONTINGENCY MODEL

LEADERSHIPSTYLE

Degree to which the situation gives control to the leader

Key Assumption:

Leader must fit situation; options to accomplish this:

!! Select leader to fit situation

!! Change situation to fit leader

Fiedler Contigency Model: The Leader

STEP 1: Least Preferred Co-worker (LPC) questionnaire

-an instrument that purports to measure whether a person is task-oriented or relationship oriented.

Fiedler Contigency Model: Defining the Situation

STEP 2: Leader-member relations

-the degree of confidence, trust and respect members have in their leaders (good vs. poor)

Task Structure-the degree to which the job assignments are procedurized (high vs. low)

Position Power-the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions and salary increases (strong vs. weak)

Fiedler Contigency Model Findings

Cognitive Resource TheoryA theory of leadership that states that the level of stress in a situation is what impacts whether a leader’s intelligence or experience will be more effective.

•! Research Support

!! Less intelligent individuals perform better in leadership

roles under high stress than do more intelligent individuals.

!! Less experienced people perform better in leadership roles

under low stress than do more experienced people.

SITUATIONAL LEADERSHIP THEORY (SLT)(Paul Hersey & Ken Blanchard)

A contingency theory that focuses on followers’ readins; the more 'ready' the followers (the more

willing and able) the less the need for leader support and supervision.

HIGH

LOW Amount of Follower Readiness HIGH

Amount of Leader Support &

Supervision Required LOW

Willing Unwilling

Able

Unable Directive High Task &

Relationship

Orientations

Supportive

Participative Monitoring

Follower

Readiness

Leadership

Styles

LEADER-MEMBER EXCHANGE THEORY (LMX)

PATH-GOAL THEORYROBERT HOUSE

PATH-GOAL THEORYROBERT HOUSE

The leader must helpfollowers attain goalsand reduce roadblocksto success

LEADER-PARTICIPATION MODELVictor Vroom & Philip Yetton

• Rule-based decision tree to guide leaders about when and when not to include subordinate participation in decision making

• Considers 12 contingency variables to consider whether or not to include subordinates in decision making

CONTEMPORARY ISSUES IN LEADERSHIP

FRAMING: USING WORDS TO SHAPE MEANING AND INSPIRE OTHERS

Framing- using language to manage meaning- involves selectively including or excluding facts- leaders use framing to influence how others see

and interpret reality.

Examples Lawyers shaping their arguments to make their case stronger.

CHARISMATIC LEADERS

➡ CHARISMATIC LEADERSHIP THEORY➡ Charisma: "a certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities”.

➡ uses PASSION as catalyst for generating enthusiasm

➡ Charismatic can be BOTH born and made.

KEY CHARACTERISTICS OF CHARISTMATIC LEADERS

1) Vision & Ariticulation

2) Environmental Sensitivity

3) Sensitivity to follower’s needs

4)Unconventional behavior

BEYOND CHARISMATIC LEADERSHIP

Level 5 Leaders

- Possess a fifth dimension—a paradoxical blend of personal humility and professional will—in addition to the four basic leadership qualities (individual capability, team skills, managerial competence, ability to stimulate others)

- Channel their ego needs away from themselves and into the goal of building a great company

Charismatic leaders are seen as effective as employees tend to personally identify with them

They take over the crowd and this is noticeable in their reactions and behaviours

Crowd is mesmerised, compelled, emotions are revealed

VISIONS ARE SEEN AS INSPIRATIONAL

CHARISMATIC LEADERSHIP:GOOD SIDES & BAD SIDES

GOOD

- High profits- Employees more

hardworking - More employee

readiness- Captivates audience

BUT may be workable only in given situations

BAD

- People are only receptive to such leaders in certain situations and in crisis

- Charisma can be used for personal gains (leverage higher salaries & rewards)

Can be DANGEROUS as charisma overwhelms

employees and can be manipulative

TRANSACTIONAL LEADERS

➡ Ohio studies, fielders model, path goal theory concern the transactional leader

➡One who guides and motivates followers

➡Establish goals and clarify

➡ Set specific requirement

!"#$%&'()