Mergenthaler mgm260 1101b-02

MGM260-1101b-02 Fundamentals of ManagementSabrina Mergenthaler

Phase 3 Individual ProjectProfessor Meisha Brown

March 11,2011

What is Leadership?

QUALITIES OF A LEADERSomeone who can influence others

•Drive•Desire to Lead•Honesty and Integrity•Self-confidence•Intelligence•Job relevant knowledge•Extraversion

(Robbins & Coulter 2009)Be Adaptive!

Leadership • the process of influencing others to achieve certain goals (Leadership, 2006)

Styles of Leadership

•Autocratic• Dictator• Sole decision maker• Limited employee involvement

•Democratic-• Requests employee participation• Accepts and utilizes feedback• Delegates work

•Laissez-faire-• Focuses on group processes and decision making• Allows employees to work at their own pace with

little intervention

(Robbins & Coulter 2009)

Early Theories of Leadership

Who were the early theorists?Warren Bennis, Peter Wright, John Gardner,

Fred Fiedler, Paul Hersey, Ken Blanchard, Meredith Belbin, James Kouzes, Barry Posner (Doyle & Smith, 2009) and Robert House (Robbins & Coulter, 2009)

Generations of Theories Trait theories

Behavioral theories

Contingency theories

Transformational theories

The Fiedler model for leadership

– The first comprehensive contingency model for leadership» Leadership style and situation go hand-in-hand» Development of the least-preferred co-worker questionnaire» Identifies three key factors to effective leadership and eight variable

situations

factors of effective leadership

•trust and liking of the leader

•how well leader defines goals and performance criteria

•the extent to which the leader controls reward and consequence (Fiedler, 2002)

Category I II III IV V VI VII VIII

Leader-Group Relations Good Good Good Good Poor Poor Poor Poor

Task Structure High High Low Low High High Low Low

Power position Strong Weak Strong Weak Strong Weak Strong Weak

Fiedler’s Contingency ModelIn use at 1995 Auto Sales, Inc

• Introduce new managers• Replace staff

• Restructure responsibility • Limit to leader power

• Establish relationships with employees

Hersey & Blanchard

Followers – Effectiveness relies on the followers

Readiness– Extent to which people have the ability

and willingness to complete a task

Leadership Dimensions-Task-Relationship

Styles of Leadership1. Telling (high task, low relationship)2. Selling (high task, high relationship)3. Participating (low task, high relationship)4. Delegating (low task, low relationship)

(Robbins & Coulter, 2009)

Stages of Follower ReadinessR1-unable and unwilling, lack confidence or

competence.R2-unable but willing, motivated, but lack skillR3-able but unwilling, competent, but do not want

to do somethingR4-able and willing, competent, and confident

(Robbins & Coulter, 2009)

Situational Leadership Theory

Hersey & Blanchard’s SLTin 1995 Auto Sales, Inc

Initiating the theoryo Define the leadership style

-Telling -Participating-Selling -Delegating

o Define expectations of the leaders:• Incorporate the culture of 1995 Auto

Sales, Inc• Demonstrate the goals of the company• Gain the confidence and trust of the

team, etc.o Identify the follower readiness

• R1, R2, R3, R4o Set follower expectations:

• Maintain high moral• Work towards the common goal• Encompass and promote the culture of

the company• Uphold the values of the company• Portray a clean appearance, etc.

Following through

o Enact and enforce policyo Reward exceptional demonstrations of

company values, goals, and other culturally significant endeavors

o Promote from within, encourage team growth

o Recognize R3 behavior, review and react. To review, answer questions like:

• What infractions has the employee presented?• Will the employee comply?• Is this repetitive behavior?• How severe should the consequences be?

Path-Goal Model of LeadershipObjectives of Path-goal modelElements taken from the Expectancy theory

A belief that effective leaders • clear the way for their followers• Guide their followers• Make the path to achievement easier

by reducing roadblocks and pitfalls (Robbins & Coulter, 2009)

Leadership Behaviors– Directive Leader– Supportive Leader– Participative Leader– Achievement Oriented Leader

Contingency variables• Environmental Factors• Follower factors

Theory supports logic

Path-Goal Model of LeadershipFor 1995 Auto Sales, Inc

Current Leaders• Training

• Develop coaching skills• Reflect opportunity for growth

• Understand the follower you are working with• Be supportive

• Challenge your teams to achieve a goal

Which theory works best?Fiedler’s Model

• One of the oldest studies of leadership

• Focuses on changing environment and situation to fit the needs of leader

• Proposes that effective leadership occurs through the balance of leadership style, structure of the task, and control of power

Hersey & Blanchard SLT• Defines a need for

employees to participate for effective leadership to occur.

• Demonstrates that leaders can be substituted to adjust for the varying readiness levels of employees

Path-Goal Model

• Takes a logical approach to leadership

• Focuses on adaptability of leader

• Requires insight on the types and desires of the individuals to fully be effective

My Leadership Style

The traits• Determined• Strong willed• Energetic• Innovative• Encouraging

The Style• Well groomed• Finely dressed• Well-mannered• Professional

The Ideals• Treat others with respect• Make clear expectations

head-on• Encourage growth and

achievements• Goal-oriented• Support

• BE ADAPTIVE

References• Doyle, Michele and Smith, Mark. (2009). Infed.org. Retrieved from

http://www.infed.org/leadership/traditional_leadership.htm

• Fiedler, Fred E.. (2002). In Biographical Dictionary of Psychology. Retrieved from http://www.credoreference.com/entry/routbiopsy/fiedler_fred_e

• leadership. (2006). In Collins Dictionary of Business. Retrieved from http://www.credoreference.com/entry/collinsbus/leadership

• Robbins, S. P., & Coulter, M. (2007). Management (9th ed.). Upper Saddle River, NJ: Prentice Hall.